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Separation

Steve Messenger

Chairman DSDM Consortium

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Agenda

The Business Transformation The Approach Using DSDM

Foundations and Teams Exploration and Engineering Deployment

Summary

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History of DSDM

• Evolved from RAD

• Created Collaboratively by practitioners for practitioners

• DSDM Consortium not for Profit

• Agile Manifesto Founder

• 1995 DSDM V1• 2003 DSDM V4.2• 2007 DSDM Atern• 2011 Agile PM• 2014 – DSDM Agile

Project Framework

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• Agile PM Certified Trainer• Chairman, DSDM Consortium• DSDM Advanced Practitioner• DSDM Certified Trainer• DSDM Certified Examiner• Agile Foundation certified examiner• Agile Advanced Practitioner Certified Examiner• Training, Coaching and Consultancy• DSDM Early Adopter – Boston Globe

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Steve Messenger

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Steve Messenger

• Director, Herald Associates Limited• Over 30 years experience in Software, IT and Project

Management• PRINCE 2 accredited• Industries worked in

– Pharmaceutical– Newspaper– Control Systems– Insurance (Lloyds of London)– Local Government– Hydrographic – Electronic Sea Charts

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The Business Transformation

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• Pharmaceutical Company

• Organisation already had number of separate companies

• Structure not meeting current business requirements

• Re-structure organisation into new company model

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Complexity

3

• Affected all aspects of organisation:

• Legal; Finance; IT; Supply Chain; HR; Procurement; Sales

• Short timescale for delivery

• Solution unclear

• Needed to consider

• All Business Processes

• All locations

• The company organisation

• Information

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Decided to Use DSDM

2

• Feasibility / Foundations to set the basis for the programme

• Overall Business Design

• Roles and Responsibilities

• Evolutionary Development to carry out the changes required

• Technical

• Process

• Organisational

• Informational

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Foundations

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• Created the Vision so everyone understood the purpose and business imperatives

• Determined key areas to be involved

• Supply Chain; Finance; Legal / Tax; HR; IT

• Through a series of workshops, iterated through the best business design to meet the separation requirements

• Determined High – Level Changes required

• Planned, including risks, early benefits

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Foundations – Project Organisation

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Foundations - Teams

2

Legal Team

Finance Team

IT – ERP Team

Supply Chain Team

HR Team

IT – Other

International Finance and Tax

Head of Finance

Me

Legal

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Evolutionary Development

2

• Each team had major objective(s)

• Iterated to determine best solution in their area

• Understood level of empowerment

• Understood interfaces and dependencies

• Cross – team integration

• Team daily stand ups

• Cross team weekly stand ups

• Electronic project room

Legal Team

Finance Team

IT – ERP Team

Supply Chain Team

HR Team

IT – Other

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Deployment

2

• Many IT changes to ERP could be deployed early

• Similarly other IT systems

• New T’s and C’s for Employees

• New stationery

• Company Set Ups

• Information prepared

• Full switch over

• September not January

• Bedded in by January

Legal Team

Finance Team

IT – ERP Team

Supply Chain Team

HR Team

IT – Other

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Agile Programme Management

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Summary

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• DSDM worked well on large, complex project

• Small teams around a central business model / architecture

• Iterating to best solution

• Good Communication

• Good Leadership

• Well defined vision

• Beware Legal!

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Questions?

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Gated Review Processes

Typical Gates

1. Permission to investigate an idea

2. Permission to build a Business Case

3. Business Case approval – go ahead

4. Permission to test deliverables

5. Permission to deliver

6. Project closure

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