Why every digital team needs a ‘DPAB’

I published a post last summer about the positive effect a new project management framework was having for us and those we work with. A lot has happened since then, but, through it all, DPAB has doggedly and determinedly continued to meet every Wednesday to triage, assess and prioritise. We couldn’t do without it. So, what is DPAB and why do you need one?

What is DPAB?

Digital Projects Assessment Board (DPAB) is the governance function that assesses, approves, and controls project progress on behalf of the Digital Communications team.

DPAB was formed to provide oversight and control of incoming and in-process requests for work. This means all significant workstreams within Digital Communications can be supported to continually deliver user and business value. We demonstrate this value through effective and clear benefits realisation.

DPAB meets every Wednesday, like clockwork. We’ve only missed a few and that’s not because of C-19 or being too busy. It’s because we weren’t quorate.

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SAP meeting room” by Vladislav Bezrukov is licensed under CC BY 2.0

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Content scrum in practice

Deputy head of digital comms Alex Pardoe on how our newly-formed content team has transformed the way we deliver content. 

This post is about the new way of working for the Digital Officers. Where previously we assigned project work to individual staff members through the project framework, now we’re assigning projects to the newly-formed “content team” and they’re using a modified version of Agile Scrum to get them not just done, but done-done. 

Scrum for content? 

Scrum has been used for years in software development, and we liked it for its simplicity and open-ended application. We felt it could work well for discovery and content design work as a team activity. Jeff Sutherland’s wife, Arline, adopted Scrum practices to improve communication and productivity in local churches. It’s not just for coding. 

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A new framework for digital projects

We introduced a new project management framework and governance function a year ago. It’s transformed our ability to respond effectively and flexibly to priority business needs. In the first of two posts, deputy head of digital comms Alex Pardoe explains how. 

Where we were 

When I started in this role in early in 2017the team was really struggling to cope with the competing demands from across the University. These sort of things: 

  • Work requests could arrive from anywhere: email, phone calls, Yammer comments, meeting minutes, post-it notes on desks, chats in kitchen area, chats in the pub etc. 
  • Objectives undefined/entirely absent – why are we going to do this work? 
  • Scope of work undefined – what are we going to do, when do we know we’ve done it… and do they agree?   
  • No one talked about cost. 
  • And many, many more… 

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