Dynamic System Development Method For A Multinational Organization

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About two years ago, after a change in external factors, the Singapore

office of a multinational organization that operates in a regulated


environment decided to adopt DSDM. The office decided to use DSDM
because it covers the whole project lifecycle and it provides a
framework that supports the governance needed in a regulated
environment. The transition to DSDM was supported by the business,
the management and the Project Management Office (PMO) all based
in Singapore. Extensive training for the employees was provided and
agile consultants worked closely with the organization. From a
Singapore office perspective, the transition to DSDM was successful.
Management reported that the agile culture was embraced and the
project increments that were run using DSDM were delivered on time
and within budget. However, the organizational culture of the
Headquarters and the Singapore office began to diverge significantly.

  While the Singapore office transitioned to agile, their Headquarters


still had a very hierarchical structure and used a waterfall approach.
The Headquarters had a prescribed waterfall approach but accepted
an alternative approach from the office. However, they were sceptical
about the change of methodology in the Singapore office. The
Singapore office tried to address the concern by educating the
Headquarters about DSDM and by setting up a rigorous governance
process for their projects. They explained and produced documents
that visualized how the new governance process related to the
governance processes in the waterfall approach.

DSDM is an Agile method that focuses on the full project lifecycle, DSDM
(formally known as Dynamic System Development Method) was created in
1994, after project managers using RAD (Rapid Application
Development) sought more governance and discipline to this new
iterative way of working.

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