Name: sanjeev

About two years ago, after a change in external factors, the Singaporeoffice of a multinational
organization that operates in a regulatedenvironment decided to adopt DSDM. The office
decided to use DSDMbecause it covers the whole project lifecycle and it provides aframework
that supports the governance needed in a regulatedenvironment. The transition to DSDM was
supported by the business,the management and the Project Management Office (PMO) all
basedin Singapore. Extensive training for the employees was provided andagile consultants
worked closely with the organization. From aSingapore office perspective, the transition to
DSDM was successful.Management reported that the agile culture was embraced and theproject
increments that were run using DSDM were delivered on timeand within budget. However, the
organizational culture of theHeadquarters and the Singapore office began to diverge
significantly. While the Singapore office transitioned to agile, their Headquartersstill had a very
hierarchical structure and used a waterfall approach.The Headquarters had a prescribed waterfall
approach but acceptedan alternative approach from the office. However, they were
scepticalabout the change of methodology in the Singapore office. TheSingapore office tried to
address the concern by educating theHeadquarters about DSDM and by setting up a rigorous
governanceprocess for their projects. They explained and produced documentsthat visualized
how the new governance process related to thegovernance 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 in1994, after project managers using
RAD (Rapid ApplicationDevelopment)
sought more governance and discipline to this newiterative way of working
.