Transcript DSDM - Unit 2

DSDM
Presented by
Vijaya L Uppala
09/30/2003
DSDM
Dynamic Systems Development Method
A project delivery framework that truly
serves the need of the business.
DSDM Projects
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Deliver on time
To budget
Don’t cut important corners
Results from practical experience
DSDM Describes
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Project management
Estimating
Prototyping
Time boxing
Configuration management
Testing
Quality assurance
Roles and responsibilities (of both users and IT Staff)
Team structures
Tool environments
Risk management
Building for maintainability
Reuse and vendor/purchaser relationships
PRINCE2
It is a project management method that
was specifically designed to be generic
and independent of any particular project
type or development method.
Elements of DSDM & PRINCE2
& their Overlap.
Using DSDM with PRINCE2
DSDM itself includes some project
management content. It was
consciously designed to provide just
sufficient capability to allow effective
management of DSDM projects.
However, it is recognized that some
businesses may choose to use a
PRINCE2 framework to manage all their
projects, including those using DSDM.
Principles of DSDM
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Active user involvement is imperative.
DSDM teams must be empowered to make decisions.
The focus is on frequent delivery of products.
Fitness for business purpose is the essential criterion for
acceptance of deliverables.
Iterative and incremental development is necessary to
converge on an accurate business solution.
All changes during development are reversible.
Requirements are base lined at a high level.
Testing is integrated throughout the lifecycle.
A collaborative and co-operative approach between all
stakeholders is essential.
Project Structure
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Starting
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Has a major control point after an initial understanding of
the project has been gained: point at which a decision to
proceed must be confirmed, and the option of abandoning
project must be considered
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End of the Business Study (with Business Area Definition,
System Architecture Definition, and Outline Prototyping Plan)
Also has an earlier, less critical, control point that is
sometimes omitted:
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The Feasibility Study (Products: Feasibility Report, optional
Feasibility Prototype, Outline Plan)
Project Structure
Running
A management stage may consist of a number of DSDM timeboxes. The
number of stages required should be determined by balancing the
amount of management control needed over the project and its risks
against the potential overhead of managing stage boundaries.
A stage might be mapped:
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To a phase (if all the functional model iteration is done before all the
design and build iteration), or
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To the development of a functional area (where the functional model
iteration and the design and build iteration are done in alternation).
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DSDM Implementation is either simply a part of the increment (where this
is treated as a single stage) or may be treated as one or more stages
in its own right.
Project Structure
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Stopping
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The project review in DSDM is done in each
increment
The key is tailoring the methods to do what is
needed and no more, since in DSDM incremental
acceptance has already taken place.
During early adoption of DSDM, the probability of
and need for lessons learned information is
heightened.
Roles & Responsibilities
In any project, someone has to take responsibility for the following:
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Defining the business requirement
Providing the budget
Providing the user and development resource
Authorizing change
Defining standards and acceptance criteria
Managing the project to a successful conclusion
Signing off project deliverables
DSDM supports a project management structure in which there is a
many to many relationship between the individual and the role, and
there is a direct correspondence between many of the roles they each
define. It emphasizes the importance of senior management
commitment throughout the life of the project.
Roles & Responsibilities
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Project Board
The Project Board is not specifically
required by DSDM, but it sits
comfortably within the DSDM project
framework. The Project Board consists
of two roles:
Executive
Senior User
Roles & Responsibilities
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Executive
DSDM Executive Sponsor is accountable
for the project to corporate and / or
program management. Throughout the
project, the Executive “owns” the
business case.
Roles & Responsibilities
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Senior User
The Senior User is responsible for
committing user resource to the project.
DSDM warns that lack of a clearly
defined user group poses a risk to the
project.
Roles & Responsibilities
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Project Manager (PM)
The Project Manager is responsible for the successful delivery of the
agreed products, to the agreed standard of quality, on time and within
budget, and capable of delivering the benefits stated in the PID. The
Project Manager may come from IT or the user community, and reports
to the Project Board.
DSDM adds a complementary emphasis on:
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Empowering the project team
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Protecting the project team from outside interference
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Ensuring that the team can remain stable and focused throughout the
project
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Managing user involvement in the project and ensuring users continue
to be available when needed.
Roles & Responsibilities
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Team Manager
This individual is responsible for
ensuring that the development team
meets its objectives by delivering the
required system.
Roles & Responsibilities
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Project Support
An organization may establish a Project
support Office to provide administrative
support to the Project Manager, either
because of the volume of work or to assist in
the use of particular tools in the project (for
example project management or
configuration management tools). This could
include providing the scribe and facilitator
roles required by DSDM projects.
Roles & Responsibilities
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Project Assurance
In DSDM projects, the Project Assurance Team may be
redundant because of the far closer relationship and
involvement of the business and users and the
increased visibility offered by frequent deliverables.
DSDM projects are often carried out to a fixed budget
and decisions are always based on the business
benefit. The project assurance needs in DSDM
projects can be effectively fulfilled by the
Ambassador User and Technical Coordinator.
Roles & Responsibilities
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Project Assurance
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The Technical Coordinator is outside the core team. He or she is
responsible for ensuring that the project is technically sound, meets
its technical specification, and meets the agreed technical
standards for the project itself and the organization as a whole.
Ambassador User and possibly the Technical Coordinator are
members of the core team, they should have direct access to the
board if their assurance activities tell them that the Project
Manager is steering the project away from the brief it has been
given by the board.
The important thing is to provide to the Project Board confidence
that the project is indeed progressing well; that there are no
hidden problems; and that it will deliver a product that is fit for
business purpose at the agreed time.
Products
Most products within DSDM are specialist products.
That is, they either contain information related to the
system or development the project is to deliver or
define the prototyping techniques and methods to be
used. There are, however, some DSDM products that
are either completely management products or
contain project management sections (such as the
outline plan and outline prototyping plan) and some
DSDM quality products (such as review records and
test records).
Products
Project Initiation Document
 It may contain the management aspects of the business study if
the study is conducted at this time
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The PID should also address any DSDM specific management
issues. For instance, the following should be included in the
PID:
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Preliminary indication of areas within scope which may be
desirable but not essential
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The need for team empowerment
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Facilities that the development team will need
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Any safety-related or product liability issues
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Define tailoring of approach for the project
 Suitability Filter
Products
Feasibility Report
This DSDM report will not be produced
separately, but will be included in the
Project Initiation Document.
Products
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Business Area Definition (including Prioritized Requirements List)
This is a DSDM document that covers both specialist and
management aspects.
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Outline Prototyping Plan, PID, and Stage Plan
The Outline Prototyping Plan is produced in the Business Study in
DSDM to define the main prototyping phases within the project
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Development Risk Analysis Report
Project Review Document
Management and Control
The purpose is to enable each level of the
project management team to:
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Demonstrate to the next level up that the
project is on track to a successful outcome,
(that the project will deliver products that are
fit for business purpose on time and within
budget)
Identify early anything that may prevent this
Tolerance & Empowerment
Tolerance is defined as the measure of deviation that may be managed by the
project manager before the project board must be consulted; that is, how far
schedules can slip, budgets be overspent, or changes to scope appear before
the project owners need to intervene.
DSDM acknowledges that the project team must be empowered in order to work
efficiently. A project will lose momentum if every minor change to functionality,
budget or schedule needs external approval. Effective teams are entrusted to
make decisions within the defined level of tolerance without reference to outside
authority, allowing progress to be made more quickly.
Tolerance may be set on any measurable project attribute. Common examples are
cost, functionality, and time.
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In DSDM projects, therefore, tolerance is on scope, rather than on time and
resource (as in most traditional projects).
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DSDM Feasibility and Business Studies are generally timeboxed. Scope tolerance
in these phases is normally managed by limiting the depth to which the studies
proceed, so that it is just sufficient to produce results that are fit for business
purpose.
Change Management
In a DSDM project, change within the
high level scope and requirements
defined in the Business Study is
expected. Exception reporting will only
be needed where change is beyond this
tolerance.
Quality
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Quality is based on pre-determined quality criteria, formulated
to ensure conformance to User Requirements (fitness for
purpose) both for the project and for each product the project
delivers.
Promotes the review of products against their quality criteria.
Recommends assurance activities to ensure the appropriate
quality standards are being followed. DSDM requires that all
reviews and assurance activities “add value” to the process and
are not for documentation’s own sake (introducing unnecessary
delays).
It also points out that, although the review processes for
products are similar, there are probably fewer products than in
traditional projects.
Risk
The DSDM Development Risk Analysis Report
 It is developed in an ongoing fashion and
reported specifically at the end of the
Functional Model Iteration.
 Identifying relevant risks and planning how to
address them is an important part of planning
for each timebox in DSDM.
Conclusion
In a nutshell, the Dynamic System Development Method (DSDM) is a
game-changing, non-proprietary agile application development project
model for developing business solutions within tight timeframes. It
shortens the clock-speed (and time to market) for delivery of core
business benefits. DSDM is the only approach that can guarantee
delivery on an exact day under tight, Internet-time deadlines. It's toolindependent – there are no tools or software packages to buy (or be
hamstrung by).
DSDM is not magic. Experienced project managers see it as a systematic
strategy of common sense. Few ideas in DSDM are new; best practices
are synergistically built into the model. As a result, people are applying
DSDM to projects in a wide range of fields, in and outside of
Information Technology. Recent trends are to combine DSDM PRINCE2
or with XP (Extreme Programming), to gain the benefits of DSDM's
project management framework and business focus with XP's high
efficiency and high quality development practices, what we like to call
Enterprise XP or EXP (a term coined by Mike Griffiths of Quadrus).