SWWE branch seminar 27th September 2017

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Using Agile for Business Change
Steve Messenger
Herald Associates Ltd

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Steve Messenger
Herald Associates Limited
agileherald.com
Agile PM Certified Trainer
Former Chairman, ABConsortium
DSDM Advanced Practitioner
DSDM Certified Trainer
DSDM Certified Examiner
Agile Foundation certified examiner
Agile Advanced Practitioner Certified
Examiner
Co-Author DSDM Agile Programme
Management
Training, Coaching and Consultancy
DSDM Early Adopter – Boston Globe
•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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Agenda
 The Business Transformation
 Instilling an Agile Mindset
 The Approach Using AgilePgM
 Foundations and Project Teams
 Doing Just Enough
 Delivery of Benefits Early and Often
 Capability Evolution
 Stakeholders, Teams and Empowerment
 Summary
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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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An Agile Mindset
 Focussed multi-functional
teams
 Working together
 Easily Communicate
 Empowered
 Focused on outcome but
embracing change
 Iterative and incremental
approach
 Business closely and
continuously involved
 Good product results

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Used Agile Programme Mgt
2
 Feasibility / Foundations to set
the basis for the programme
 Overall Business Design
 Roles and Responsibilities
 Capability to carry out the
changes required
 Technical
 Process
 Organisational
 Informational

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Foundations
2
 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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VP of Supply Chain
VP Legal
VP HR
VP Finance
Head of Development
VP Finance Tax Advisor
Snr Mgt Accountant
Business Relationship Manager
– Intl Finance VP
Legal Advisors
System Experts
Finance and Tax advisors
Programme Roles

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Potential steps

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Capability Evolution - Projects
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Capability Evolution - Teams
2
Legal
IT
HR
Finance
Supply Chain

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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

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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

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Summary
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 Agile worked well on large, complex programme
 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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Legal Team
Finance Team
IT – ERP Team
Supply Chain Team
HR Team
IT – Other

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