Agile Project Management: Integrating DSDM Atern into an existing Prince2TM Environment.
Since the turn of the century there has been a dramatic rise in projects using ‘agile’ techniques and approaches. This originally started in the I.T. sector but has now achieved widespread use throughout the whole of the project management arena. Many organizations are now employing agile disciplines at programme level as well as at ‘the coal face’ as its popularity continues to grow.
The purpose of this white paper is to describe the benefits of running PRINCE2 in tandem with DSDM Atern in order to help an organization to quickly establish or enable their own agile capability.
Agile Project Management: Integrating DSDM Atern into an existing Prince2TM Environment
DSDM Atern Enables More Than Just Agility
The successful implementation of DSDM Atern at Infonic AG in Switzerland improved software delivery beyond expectations. However, it was in leveraging the framework that provided even greater results. This enabled Infonic to address typical estimation issues and eliminate Technical Debt. Together, these allowed the teams to focus on one job at a time and the business to extract even more productivity from scarce, highly qualified and experienced resources. The cumulative results included measurably improved software quality and demonstrably improved teamwork and inter-teamwork – and so provided the basis for enabling successful innovation whilst all being done in an environment of fun.
DSDM Atern Enables More Than Just Agility pdf version or ebook
DSDM Atern – mehr als nur Agilität pdf oder ebook
Agile Project Management empowers teams at Mastek
“Agile project management doesn’t change your core job, but it changes your whole perspective. Every team member is transformed into a key player who is part of successful delivery.” says Vishal Somal, Project Manager, Mastek. “Any company – but especially those managing remote or international teams, should be managing projects this way if they want value for money.”
Agile Project Management empowers teams at Mastek
Improving Outcomes through Agile Project Management
The Combat Identification Server (CIdS) Technology Demonstrator Project (TDP) has been delivered to time, quality and budget using DSDM. CIdS is a complex system/software project. The objective is to help clear ‘the fog of war’ by providing a picture in the cockpit of an aircraft of the position of nearby friendly forces on the ground. The selection of DSDM for the CIdS TDP was motivated by the TDL DT’s objective to demonstrate that complex military technologies could be delivered without delay or cost overrun. The use of DSDM was a bold move, but the CIds project delivered successful outcomes for all involved. In the current economic environment, delivering acceptable solutions on time and at a fixed cost is surely a priority for the MOD. The success of the CIdS project may have provided pointers for the future of project management in the defence sector.
Combat Identification Server (CIdS)
Highways Agency DSDM Case Study
Government agencies are constantly striving to develop software systems that support business objectives, deliver measurable benefits and provide good value for money. To achieve these goals there is a need for project management frameworks that balance governance with agility. The Highways Agency generally mandate the use of PRINCE2 on major ICT projects, and it was a requirement for this project where DSDM Atern was identified as the best placed Agile method to integrate with PRINCE2, meet the needs of the team and quality criteria of the client.
National Packaging Waste Database
The National Packaging Waste Database is an on-line system which tracks how much Packaging has been put into the UK market and how much Packaging Waste has been recovered or recycled. It provides an easy way for industry to prove that they are meeting their legal requirements, and this, in turn, helps Defra prove that the UK is meeting our overall EU obligations. NPWD replaced a completely paper based system of regulation that had been open to fraud and did not provide the right information at the right time. This £2m project was funded by the Environment Agency, Defra, Scottish Executive, Northern Ireland EA and industry. The system is now managed by the Environment Agency on behalf of all stakeholders.
National Packaging Waste Database
Using an Agile Approach in a Large, Traditional Organisation
Can Agile approaches be used successfully in large organizations, where traditional methods and high levels of governance are the norm? Although the iterative, Agile approaches have been seen to work well in small, flexible organizations, or on smaller projects, they frequently fall foul of the larger organization’s need for governance, investment appraisal and control. The Online Computer Library Center (OCLC) develops software for use by libraries and their users, museums, and academic institutions to locate, acquire, catalog, lend and preserve library materials. The software is in use in more than 54,000 libraries in 96 countries and territories around the world. DSDM was incorporated into a development culture at the OCLC that was deeply-rooted in ‘traditional’ software development methods. Examples from multiple projects illustrate how the adoption of DSDM helped OCLC change its culture and achieve success in software development and deployment.
Using an Agile Approach in a Large, Traditional Organisation
Earlier Case Studies
Deutsche Bahn (DB)/Carmen Systems
Deutsche Bahn needed to reduce its crew planning cycles, cut operating costs, create positive cash flow and increase business flexibility.The development was organised as a programme of three projects, each with aggressive timescales. To further complicate things, developers were based in Sweden and Denmark while users were from across Germany. This case study deals with the first of these projects to deliver.
Ladok Sweden
The old Ladok system was designed and developed in the mid-eighties and began to show the obvious signs of the need for a redesign in the mid 1990’s. A large re-engineering project called “Nouveau” was then started in 1995. Its focus was on the documentation part of the system, moving towards a new technology structure and a new graphical user interface. Nouveau also included new functionalities and a three-tier architecture. The development method used during the first 3 years of this project was a classic waterfall approach. However, by 1997 a number of issues were emerging that suggested a new approach was required. The new approach was DSDM.
Tilney Investment Management
Tilney Investment Management is one of the UK’s largest independent fund managers. In order to further build on the fund management side of its business Tilney decided that it needed to develop processes, which would provide quick, detailed and accurate information about individual client portfolios. Tilney had only six months to implement the new processes and knew that user involvement would be essential. One of the principles of DSDM is active user involvement in the development process. Accordingly Tilney turned to DSDM to ensure that it designed and delivered the right application.
Book
There are also ten case studies in the book DSDM: Business Focused Development published by Addison-Wesley and available via the Webshop.
- Implementing DSDM In eBA – British Airways
- DSDM And Eliminating The Contractual Divide – Syntegra
- DSDM In A Non IT Project – P2 Managers, Netherlands
- An Object-Oriented DSDM Project – OO Training and Consultancy
- How DSDM Can De-risk Offshore Working – Xansa
- What Happens When It All Goes Horribly Wrong – Jennifer Stapleton
- A Measured DSDM Project -BT
- From DSDM Adhocracy To DSDM Factory – Atos Origin, Netherlands
- DSDM In Process Improvement – SchlumbergerSema, Sweden
- DSDM And Business Rules – Ness, Benelux
Disclaimer: Some Case Studies have been commissioned by the DSDM Consortium and compiled by independent specialists. Other Case Studies have been supplied by member organisations and have not been verified by the DSDM Consortium. Please refer to the DSDM Consortium disclaimer on Case Studies.