Our ultimate focus is to help generate better business results and performance for your organisation

Increased business profitability

Profitability is increased by driving significant efficiency improvements, increasing the contribution of your team, delivering solutions earlier to generate faster return on investments and ensuring the solution required is the one delivered on time and is fit for purpose.

Generate faster return on investments

Agile projects deliver fast and frequently, with each delivery completing agreed testing to ensure the solution is accepted by the business as ‘fit for purpose’.  This enables solutions to be used within the organisation earlier and starts to generate return on investment faster, supported by the confidence that it will work and meet their needs.  Agile projects can start to deliver return on investment in weeks, rather than months and years.

Significantly increased efficiency

By working collaboratively within an agile approach the communication lines are strengthened and shortened, increasing the speed and quality of decision making.  In an agile project, time and resources are fixed so there is a strong focus throughout (applying specific agile processes & practices) on only investing effort on activities that add value and generate a ‘fit for purpose’ solution that meets the organisations prioritised requirements.

Increased innovation to support continued delivery of competitive advantage or improvement in the value of public service provision

Agile projects encourage active contribution from representatives from end user and all technical areas involved in the development of a solution or delivery of a project.  Through inherent agile based interactive activities such as facilitated workshops, modeling and frequent communication the project benefits from team members’ different perspectives and experiences working in an energised and very focused collaborative team.  This approach naturally encourages innovation across the whole life cycle from solution requirements definition, design, build, test and delivery.

Produce high performing software development & IT solution projects that embrace business change & consistently meet business objectives

From an agile project’s initiation, through planning and each stage of delivery there is a strong focus on continually prioritising requirements by the end user to ensure that the delivered solutions meet the organisations current business needs.  There is one guarantee in a project, change will happen.  As a result whilst agile projects have an outline plan for the whole project, detailed plans are only produced for a short time ahead rather than the whole project.  As projects progress business needs change or the understanding of what is important or required changes.  Agile projects recognise this and positively embrace change ensuring that what is important to the organisation at any point in time is what is delivered by continually focusing on the business need and in a controlled manner changing priorities as required.

Only deliver solutions that are ‘fit for purpose’ for an organisation

Throughout the life cycle of an agile project the team are constantly ensuring the project supports the business case and is prioritised to meet the current needs of the business.  Since end user and technical team members from across the solution life cycle are represented throughout an agile project, the different perspectives and experience contribute to help ensure it is steered correctly.  Comprehensive quality assurance from both a technical and end user perspective is performed throughout the life cycle, ensuring that a solution has been thoroughly tested and verified as being fit for purpose before delivery.

Increased staff motivation & contribution, helping to maximize their potential

Agile projects encourage an appropriate level of empowerment to the cross-functional team responsible for delivering the solution / project.  In addition they incorporate a collaborative approach (previously described) and a strong level of team & individual accountability for the deliveries produced.  This results in a project group with a strong team ethic that is open to new ideas and suggestions.  It encourages project team members to express themselves, bringing to the fore their experience, technical and/or soft skills (often previously hidden).  Team members feel a strong sense of purpose and ownership of the project and because they are encouraged to contribute and help shape the project it raises their level of commitment and motivation to ensure each project is successful.

Increased staff retention

Agile projects incorporate team members representing end users and all IT life cycle functions.  They help them feel valued by being involved and making a positive contribution throughout the whole life cycle, regardless of their core role.  They are given appropriate levels of empowerment that encourages their contribution & ownership throughout a project.  Team members have clear visibility of a project’s customer satisfaction since end users have a strong involvement throughout an agile project.  This provides a strong level of satisfaction in directly seeing the positive output from a project.  These motivating factors combined to result in end user and technical team members of an agile project feeling motivated and rewarded for their efforts.  In turn this supports good levels of staff retention.

Maximise investment by seamlessly integrating the transformation with any existing corporate governance such as Prince2 practices

DSDM Atern agile framework incorporates effective project governance and can operate independently or integrated into other project management frameworks such as Prince2.  Many organisations will have already invested in Prince2 to provide a project governance and management framework.  There are many similarities between Prince2 and DSDM Atern agile framework that enables organisations to maximize their existing investment, extending it to incorporate an agile project delivery approach.  DSDM Atern supports the 7 principles of Prince2:

  1. Constant business justification
  2. Learn from experience
  3. Defined roles & responsibilities
  4. Manage by stages
  5. Manage by exception
  6. Focus on products
  7. Tailor to suit the project environment

Prince2 provides the overall project governance and management.  DSDM Atern provides significant elements of this area but is not as comprehensive as Prince2.  Prince2 however deliberately does not specify the detailed processes and practices to be followed in the creation of product delivery in ‘Managing Product Delivery’ process.  This latter area is a strong focus and clearly defined within DSDM Atern framework and as with Prince2, should be tailored to the specific project environment.

The combination of Prince2 & DSDM Atern provide a comprehensive and powerful best practice approach to the agile management and delivery of projects and solutions that successfully deliver the requirements of a business case.

Useful links

DSDM Consortium – Atern agile framework reference

OGC – Prince2 reference