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Intro to DSDM Atern
Transcript of Intro to DSDM Atern
Matthew Caine firstname.lastname@example.org
www.mcpa.biz Introducing DSDM Atern These are all valid reasons why Sen. Execs and Sen. Proj Mgrs are sceptical Audit Compliance Business Continuity Other Projects! Fixed upgrade weekends Financial - CFO? Business as Usual Sen. Execs & Governance Key Resource Constraints Off-Shore Partners? Office Facilities DSDM Atern Philosophy 8 Principals Lifecycle Techniques Roles & Responsibilities Products Clients HR Sales Marketing Support IT Services Partners Vendors "Delighting your customers is the only true path to growth"
(Radical Management, S. Denning) We need to bring it all together Any project must be aligned to clearly defined strategic goals and focus upon early delivery of real benefits to the business.
The stakeholders must be prepared to deliver a fit-for-purpose solution.
They must be prepared to accept that change is inevitable as they understand more about the solution being developed.
Team investigates then builds
(e.g. Scrum 'Spike', then build) Repeated Investigation
(e.g. Prototyping, Proof of Concepts) and with client feedback, before actually starting implementation for real.
e.g. New Product, New User Interface Scrum-Like
Most likely used for small enhancements and"Business as Usual" Seperate teams for Exploration and Engineering.
Supports Off-Shore model Timeboxing only applies inside the red-bordered area - the rest takes as long as it takes! Facilitated Workshops
Owns the implications of the change for the business.
Escalation point and owner for all business related issues.
Responsible for Product Roadmap (which Marketing Need) Business Analyst
Ensures communication between business and technical staff.
Ensures day-to-day decisions are properly thought through. Business Sponsor
Stands behind the project.
Ensure resources are secured. Technical Cordinator
Escalation point and owner for all architecture related questions.
Eventual end user.
Typically a specialist. Business Ambassador
Daily representative of the business.
Scaling No different to classical projects of multiple teams
- One Visionary / One Architect = Consistency All Roles have Documented Responsibilities This aids HR! Business Foundations
High Level Current / Future state
Detailed Business Case & Benefits
Delivery Control Pack
High Level Scope Control
Key dates, milestones
(Key) People, resources
Business Processes, culture, skills
h/w, s/w, non-func, maintenance
Standards, tech reviews, config mgmt
Details of Compliance and Business Continuity
Solution Assurance Pack (Audit)
Business and Technical Test Plan, Data, Cases, Results & Log
Review Logs Delivery Plan
Timebox Focus Examples of Content Deployment Plan
Detailed plan on how to deploy
Incl Hard-, Soft- & Middleware
Contingency plan (Roll-back) Scaling - Executive Governance Co-ordination across programmes, teams, architecture These are all valid reasons why Sen. Execs and Sen. Proj Mgrs are sceptical Audit Compliance Business Continuity Other Projects! Fixed upgrade weekends Financial - CFO? Business as Usual Sen. Execs & Governance Key Resource Constraints Off-Shore Partners? Office Facilities Clients HR Sales Marketing Support IT Services Partners Vendors Other Specialist Role
Sys Perf, UIX
(Move the Key Resource here and they advise the teams)
What is Left? Partners / Vendors just need to be managed
Fixed Upgrade Weekends - will depend on the ROI of the project
Office Facilities - Case-by-case basis
HR - helped by job descriptions Culture It is Change.
Don't cross your fingers and hope for the best.
Manage it. Please...
complete feedback form
take as many DSDM Atern Pocket Books as you like
take a business card, leave yours
connect on LinkedIn, Xing, Twitter
subscribe to our Newsletter (via www.mcpa.biz) Thank you all for being terrific guests The Iron Triangle
Radical Management, S. Denning Our Agile Triangle Scrum Products Familiar to Denning's 7 Principles Finally, with all of that, I believe "We can discipline our Agile World" Scrum ? ? The Foundation to Teamwork is Trust