PROJECT MANAGEMENT (IFN - 700)

PROJECT PLAN

CASE STUDY TASK (Online Lawyers)

ALPHA LAW FIRM – A DIGITAL PLATFORM

AN ASSESSMENT SUBMITTED TO
THE SCIENCE AND ENGINEERING FACULTY
OF QUEENSLAND UNIVERSITY OF TECHNOLOGY

Submitted By :

Siddhant Sunil Lal

n10346066 – (M.IT)

Submitted To :

Mr. Denbi Newton

Mr. Jerry Ponialou

School of Information Systems

Faculty of Science and Engineering

Queensland University of Technology

Submitted On : 16th May 2019

REVISION HISTORY

Row Document Revision Revision Revision Tracking Notes Author(s)

# Name & Date Description
Version
1 Alpha Law Firm 5/16/2019 Final Draft Siddhant
(v.2.0)

Current Version
2 Alpha Law Firm 5/15/2019 Third Draft Siddhant
(v.1.2)
Improvised
Sections -
4, 9, 10, 11
3 Alpha Law Firm 5/14/2019 Second Section 3 : Edited specific details into Mr. Denbi
(v.1.1) Draft each benefits listed according to the Newton
S.M.A.R.T acronym

Edited Section 5 : Updated information w.r.t Mr. Jerry

Sections - 'Cynefin Framework' Ponialou
3,5,6,7
Section 6 : Removed the 'Influence
Level' for the internal stakeholders in
the Roles & Responsibilities table

Section 7 : Added a High Level

Diagram for the outline solution
4 Alpha Law Firm 5/12/2019 Initial Draft Siddhant
(v.1.0)
Table of Contents
REVISION HISTORY .................................................................................................................................. i
1. BUSINESS DRIVER ............................................................................................................................2
2. PROJECT OBJECTIVES .......................................................................................................................2
3. BUSINESS BENEFITS .........................................................................................................................2
4. DEFINING SCOPE .............................................................................................................................3
4.1 SCOPE STATEMENT .............................................................................................................................. 3
4.2 IN-SCOPE ............................................................................................................................................. 3
4.3 OUT-OF-SCOPE..................................................................................................................................... 4
4.4 ACCEPTANCE CRITERIA ......................................................................................................................... 4
4.5 PROJECT SUCCESS CRITERIA.................................................................................................................. 4
4.6 ASSUMPTIONS ..................................................................................................................................... 4
4.7 KEY PRINCIPLES .................................................................................................................................... 4
4.8 PRIORITY REQUIREMENT LIST ............................................................................................................... 5
4.9 MoSCoW PRIORITIZATION.................................................................................................................... 6
4.10 SUMMARY ........................................................................................................................................... 8
5. CHOSEN PM METHODOLOGY – Agile DSDM .....................................................................................9
6. KEY STAKEHOLDERS .........................................................................................................................9
6.1 DEFINING PERSONNEL .......................................................................................................................... 9
6.2 STAKEHOLDERS .................................................................................................................................. 10
6.3 ROLES AND RESPONSIBILITY ............................................................................................................... 11
6.4 COMMUNICATION PLAN .................................................................................................................... 13
6.5 PROJECT ORGANISATION ................................................................................................................... 14
7. SOLUTION OUTLINE .......................................................................................................................15
7.1 LOW-LEVEL-DIAGRAM ........................................................................................................................ 15
7.2 HIGH-LEVEL-DIAGRAM ....................................................................................................................... 16
8. KEY RISKS ......................................................................................................................................17
9. DELIVERY PLANNING .....................................................................................................................18
9.1 TIMEBOX AND DELIVERY SCHEDULE ................................................................................................... 18
9.2 TIMEBOX EFFORT PLANNING .............................................................................................................. 19
9.3 DELIVERABLE PLANS........................................................................................................................... 19
10. PROJECT CONTROLS ...................................................................................................................22
11. PROJECT COSTS..........................................................................................................................23
11.1 RESOURCE BASE COSTS ...................................................................................................................... 23
11.2 PROJECT COST SUMMARY APPROXIMATION ...................................................................................... 23
REFERENCES .........................................................................................................................................25
APPENDIX: PAQ ....................................................................................................................................26
List of Tables

Table 1 : Priority Requirement List ...........................................................................................................5

Table 2 : MoSCoW Prioritization ..............................................................................................................8
Table 3 : Summary of MoSCoW ...............................................................................................................8
Table 4 : Roles and Responsibilities .......................................................................................................12
Table 5 : Communication Plan ...............................................................................................................13
Table 6 : Structured Timebox Format .....................................................................................................18
Table 7 : Timebox Scheduling ................................................................................................................18
Table 8 : Timebox Effort Planning ..........................................................................................................19
Table 9 : Overview of Delivery Plan .......................................................................................................19
Table 10 : Detailed information for Deliverable 1 ..................................................................................20
Table 11 : Detailed information for Deliverable 2 ..................................................................................20
Table 12 : Detailed information for Deliverable 3 ..................................................................................21
Table 13 : Detailed information for Deliverable 4 ..................................................................................21
Table 14 : Resource Base Costs ..............................................................................................................23
Table 15 : Total Cost Estimation ............................................................................................................24

List of Figures

Figure 1 : Stakeholders ..........................................................................................................................11

Figure 2 : DSDM Team Model ................................................................................................................14
Figure 3 : Low-level Context Diagram ....................................................................................................15
Figure 4 : High-level Context Diagram ...................................................................................................16

A
 1. BUSINESS DRIVER
Due to the rapid increase in the pace of innovation, the advancement of technology and communication
devices have accelerated the growth of a mobile workforce, which can be a breakthrough for the clients to
look for law firms which will satisfy them on the basis of expected cost and commitment of the law firm.

The need of flexible teleworking practices for the employees and also, since, the clients demand more for
less, practitioners can now look for adaptable practices, ensuring consistent and high-quality service to their
clients.

Alpha Law Firm will provide the provision of legal services so that the needs of the client are to their
satisfaction and also attract top lawyers with the right pay and conditions for a competitive online
marketplace.

The need of the day is to mobilize the existing workforce and move into the virtual realm so that the needs
of the clients (irrespective of their geographical and their time constraints), can be handled smoothly and at
the same time attract a much wider online market with a happy workforce to boot (Jubb & Jubb, 2018).

2. PROJECT OBJECTIVES
The objective of this project is to design to deliver the following:

• This platform being digital, will be easily accessible to the clients needing legal assistance as
topmost lawyers will be ready to give their assistance as and when required.

• Since this platform is developed in Microsoft ASP.NET framework with the Microsoft SQL server,
it will accommodate changes due to the Agile development solution and will be compatible with iOS
and Android users.

• The credibility and trust of the platform will be maintained,( the Mobile App will have lawyers and
clients in a single platform), hence the impact on its usage will increase, attracting more clients and
lawyers, hence increasing the profitability of the firm in a constant manner over the years.

3. BUSINESS BENEFITS
The business benefits can be defined using the S.M.A.R.T acronym (Scheid, 2018)
(S : Specific, M : Measurable, A : Assignable, R : Realistic, T : Time)

(i) Reduce Costs

S - From this project, the operating costs can be marginally reduced.
M - the measurable operating cost that can be reduced will be about 18%
A - The Project Manager plays the vital role in delivering the solutions as well as the information
at the right time.
R - Saves valuable time and reduces infrastructure and other resources (paper, stationery etc.)
costs. This system will also increase the efficiency of the information and payment processes.
T - Time taken will be approximately 6-months.

2
(ii) Increase client satisfaction
S - Since a lot of options will be available on one platform, the claim rate of the clients will
reduce, hence giving them full satisfaction.
M - On the measurable basis the claim rate will be reduced by about 45%.
A - Since the specific responsibility of delivering the proper solution in the new system lies with
the Project Manager, the same will be delivered at the right time, again beneficial to the client.
R - Selection of the information that the clients need will be done more quickly hence reducing
the error rate which will increase the number of clients who look for ‘no waiting’ time.
T - Again the time required will be about 6-months.

(iii) Increase the revenue

S - With more satisfied customers, the popularity of the firm will increase, resulting in the impact
on the market shares, hence increasing the profitability of the firm.
M - On an average the market shares will increase by 15%.
A - Again, since the Project Manager is responsible for the delivery of the correct solution at the
given time on the present information platform, will have no impact in the loss of revenue, but
may be the other way round, i.e. increase in the revenue.
R - The rolling down of the implementation of this new and unique system will enable the firm
to have a upper hand over other competitors. This will boost the profitability of the firm as,
obviously, there will be an increase in the number of its clients.
T - It will take at least 1-year to achieve this.

4. DEFINING SCOPE
4.1 SCOPE STATEMENT

Alpha Law is looking to expand their operations beyond traditional local offices by creating an
online presence via a public website and mobile app. They have engaged Dream Point Consultancy
(The Contractor) to develop a website and mobile App underpinned by Microsoft products,
developed in line with an Agile DSDM project management framework approach. The project
requires approximately $94,000 with a completion timeframe of 2.5 months.

4.2 IN-SCOPE

User Interface: Development of Alpha Law’s website interface, including an About page, Special
featured portal for client, case lawyers, senior lawyers and ombudsman. Each portal will reflect
options to edit, add and review information related to them. Customers will also have the ability to
post reviews and rate case lawyers after each case. Accordingly, senior lawyers and ombudsman can
review and audit it.

Client/customer Accounts: Development of functionality to complete a questionnaire, view

available case lawyers before starting or interacting with any. Included in the scope is also the
implementation of data protection measures.

Payments: Integration of payment gateways with the ability to track customer purchase information.
GST compliance and transaction security will also be integrated in the final working product.

Customer Services: Development of online chat systems to give an ability for customers to talk via
chat and email. Also, get live notification alerts on the app.

Report Generation: Development of Ratings and Review reports, retrieved from the information
Page 3
 shared by the client after each case completion. And, development of the sales reports for each case
handled.

4.3 OUT-OF-SCOPE

True Concepts will not provide recommendations or advice on payment gateway providers.

4.4 ACCEPTANCE CRITERIA

• All requirements delivered have been formally approved by Alpha Law’s higher management.
• All requirements delivered into a working product have been methodically tested.
• All deliverables meet business requirements as specified.
• User Acceptance Testing (UAT) has been completed on all deliverables.

4.5 PROJECT SUCCESS CRITERIA

• Project delivered by the project due date.

• Project delivered within budget.
• Project delivered with all requirements.
• Project is in line with Alpha Law’s internal stakeholder functionality expectations.
• Project meets customer expectations.

4.6 ASSUMPTIONS

• Management has decided to use Agile DSDM framework

• Have well-educated and experienced lawyers involved.
• Management have carefully screened multiple solution development services and accordingly
chosen ‘Dream Point Consultancy’.
• Wireframes are developed and are not required to be created as part of the project.
• The list of requirements is not subject to change throughout the project lifecycle.
• All resources, specifically human resources for the project development will be available during the
project.
• All stakeholders of the project will be available and give support for the Project development team
during the project as planned.
• Email Marketing Systems (such as Benchmark Email or Mail Chimp) already in place
• Live Chat System (Live Chat Inc.) already in place

4.7 KEY PRINCIPLES

• Built iteratively throughout

• The Project will be funded as contracted.
• There will be no changes in the Project cost estimation and the project will be completed in the
planned time frame.
• Proper and effective communication plan between Alpha Law Firm and Dream Point Consultancy -
failing to do so might affect the delivery time of the project.

Page 4
 4.8 PRIORITY REQUIREMENT LIST

ID Requirement / User Stories Points

1 As a senior lawyer, I want to have an access to a portal/page so that I can perform quality audits on case 2
lawyers
2 As an ombudsman, I want to have a dedicated page for all the cases so that I can review, mediate and settle 2
any lawyer/client issues/disputes
3 As a client, I want to be able to access Alpha Law Firm online via a Web site interface and Mobile 8
App platform, so that I can book lawyers for my cases remotely with ease.
4 As a client, I want to create and register my profile so that I store all my personal details and review previous 2
case histories.
5 As the CFO, I want all online transactions to be secure so that our customers feel safe when billed. 7
6 As the CEO, I want to be ensured that the site is Data Protection Act safe so that we adhere to the 7
security measures of the personal details shared on the platforms.
7 As the Operations Director, I want to have an dedicated ‘About Page’, so that the new visitors/ 3
potential customers can view the details of the organisation.
8 As the CFO, I want to accept all forms of payment, so that we can capture the largest market 4
possible without any hassles
9 As a client, I want to choose whether or not I am sent marketing information so that I do not get 2
unnecessary junk mails.
10 As the Chief Accountant, I want the online platform (both web and mobile App) to adhere to 2
legislation regarding GST, so that we do not get heavily fined.
11 As a senior lawyer, I want the clients to complete an online questionnaire if they need help choosing 1
one of our lawyers, so that we can review and accordingly recommend them 3 case lawyers from
which they can choose one.
12 As a client, I want to review all the available case lawyers so that I can choose one according to my 2
requirements and budget.
13 As a case lawyer, I want to schedule an initial meeting with the client being assigned so that I can understand 2
their details more specifically (in-detail).
14 As a senior lawyer, I want a generic case agreement template to be available on the online platform as an 3
internal product(not available for clients) so that the case lawyers can create/edit/delete it as required for
cases.
15 As a senior lawyer, I want to be able to review cases on a weekly basis so that I can check, comment and 2
validate them accordingly.
16 As a client, I want to be able to add & view reviews, ratings of each lawyer, so that I can choose 3
one accordingly.
17 As a CFO, I want to be able to extract a report of customer reviews and ratings, so that I can get a 2
closer look on the level of service being provided by the lawyers and help improving firm's business
goals.
18 As a client, I want to record all the transaction logs of each case so that I can check and view the details being 5
shared with the firm.
19 As a case lawyer, I want to record and view all the transaction logs of each case I am working on so that I can 5
manage each case I'm working on efficiently with proper management.
20 As a senior lawyer, I want to an option to add/edit notes as private & public on each case I am working on so 3
that anyone viewing the case history (be it client or senior lawyer) can check the flow of information and work
done.
21 As a case lawyer, I want to be able to register and list down my profile information so that the 2
clients can view them when choosing one for their case.
22 As a case lawyer, I want to be able to schedule my availability for any new legal cases so that the 3
senior lawyers and clients can view this before choosing me.
23 As a case lawyer, I want to be able to prepare a case agreement for the client describing the legal services to 2
be provided and the initial quote for the case so that the client can check and accordingly agree to commence
legal work.
24 As a client, I want to be sent an notification update on the status of my case, so that I can be up-to- 3
date with logging into the online portal.
25 As the CEO, I want a monthly report showing the percentage of sales through cases handled via the 3
Online version of the firm, so that I can understand the benefits, in terms of profit, that we are getting
from the Web site/Mobile App.

Table 1 : Priority Requirement List

Page 5
 4.9 MoSCoW PRIORITIZATION

ID Requirement/ User Stories Points MoSCoW Reason References

1 As a senior lawyer, I want to have 2 Should Provided in the case study but
an access to a portal/page so that I not critical to the development
can perform quality audits on case of an MVP
lawyers
2 As an ombudsman, I want to have 2 Should Provided in the case study but
a dedicated page for all the cases not critical to the development
so that I can review, mediate and of an MVP
settle any lawyer/client
issues/disputes
3 As a client, I want to be able to 8 Must For clients to access Alpha
access Alpha Law Firm online Law Firm Website & Mobile
via a Web site interface and App, there must be a UI /
Mobile App platform, so that I Website to navigate through,
can book lawyers for my cases and so this is critical to the
remotely with ease. development of an MVP.
4 As a client, I want to create and 2 Must Important - so that all of the
register my profile so that I store data is intact without having to
all my personal details and review re-enter again and again. Plus
previous case histories. view past histories. Critical for
the development of the MVP.
5 As the CFO, I want all online 7 Must This is a crucial component as
transactions to be secure so it provides customers with a
that our customers feel safe safe online shopping
when billed. experiences and is unsafe
without it. It is a legal
requirement and critical to the
MVP.
6 As the CEO, I want to be 7 Must This is a legal requirement, https://www.busin
ensured that the site is Data and is crucial to the operations ess.gov.au/financ
Protection Act safe so that we of the website. e/payments-and-
adhere to the security measures invoicing/processi
of the personal details shared on ng-electronic-
the platforms. card-payments-
securely
7 As the Operations Director, I 3 Must The About Page is important
want to have an dedicated for building customer loyalty
‘About Page’, so that the new and trust, and is a good way of
visitors/ potential customers can showcasing business history
view the details of the and motives.
organisation.
8 As the CFO, I want to accept all 4 Should While accepting all forms of https://www.ag.go
forms of payment, so that we payments may increase the v.au/RightsAndPr
can capture the largest market volume of transactions and otections/Pages/d
possible without any hassles give customers flexibility in efault.aspx
payment options, it is not
necessary to MVP
development.
9 As a client, I want to choose 2 Must By law, Lizzies Leather Belts https://www.gdpre
whether or not I am sent must allow for customers to to u.org/compliance/
marketing information so that I remove themselves from any email-marketing/
do not get unnecessary junk mailing lists.
mails.
10 As the Chief Accountant, I 2 Must This is a legal requirement, https://www.busin
want the online platform (both and is crucial to the operations ess.gov.au/new-
web and mobile App) to adhere of the website. to-business-
to legislation regarding GST, so essentials/series-
that we do not get heavily fined. three/goods-and-
services-tax-gst

Page 6
11 As a senior lawyer, I want the
clients to complete an online
questionnaire if they need help
choosing one of our lawyers, so
that we can review and
accordingly recommend them 3
case lawyers from which they
can choose one.
12 As a client, I want to review all the
available case lawyers so that I can
choose one according to my
requirements and budget.
13 As a case lawyer, I want to
schedule an initial meeting with
the client being assigned so that I
can understand their details more
specifically (in-detail).
14 As a senior lawyer, I want a
generic case agreement template
to be available on the online
platform as an internal product(not
available for clients) so that the
case lawyers can
create/edit/delete it as required
for cases.
15 As a senior lawyer, I want to be
able to review cases on a weekly
basis so that I can check, comment
and validate them accordingly.
16 As a client, I want to be able to
add & view reviews, ratings of
each lawyer, so that I can
choose one accordingly.
17 As a CFO, I want to be able to
extract a report of customer
reviews and ratings, so that I
can get a closer look on the
level of service being provided
by the lawyers and help
improving firm's business goals.
18 As a client, I want to record all the
transaction logs of each case so
that I can check and view the
details being shared with the firm.
19 As a case lawyer, I want to record
and view all the transaction logs of
each case I am working on so that I
can manage each case I'm working
on efficiently with proper
management.
20 As a senior lawyer, I want to an
option to add/edit notes as private
& public on each case I am working
1 Must Provided in the case study and
is critical to the development of
an MVP. This is a feature
specific to online platform
2 Must Provided in the case study and
is critical to the development of
an MVP. This is a feature
specific to online platform
2 Could Since, we are already getting the
clients to complete an
questionnaire and having them
sign a contract. This is not
necessary to MVP development
and can be left out.
3 Must Provided in the case study and
is critical to the development of
an MVP. This is a feature
specific to online platform
2 Could Helps senior lawyer keep track on
the cases being handled and give
inputs accordingly but this is not
critical for the MVP development.
They already have a specific
portal/page for the same (Req.
#1). Avoiding this wouldn't
hamper the product
3 Should Reviews create a network
effect that are good for
business, draw in more
customer and encourage staff
to deliver continuous quality
2 Should Customer reviews are
important for attracting
customers and incentivising
quality output, however is not
required for MVP
development.
5 Must This is critical for the MVP
development as without it, there
would no option to maintain and
deal information/document in
the online platforms. Replaces
office paper work.
5 Must This is critical for the MVP
development as without it, there
would no option to maintain and
deal information/document in
the online platforms. Replaces
office paper work.
3 Must This is critical for the MVP
development as without it, there
would no option to maintain and
Page 7
 on so that anyone viewing the case
history (be it client or senior
lawyer) can check the flow of
information and work done.
21 As a case lawyer, I want to be
able to register and list down my
profile information so that the
clients can view them when
choosing one for their case.
22 As a case lawyer, I want to be
able to schedule my availability
for any new legal cases so that
the senior lawyers and clients
can view this before choosing
me.
23 As a case lawyer, I want to be able
to prepare a case agreement for
the client describing the legal
services to be provided and the
initial quote for the case so that
the client can check and
accordingly agree to commence
legal work.
24 As a client, I want to be sent an
notification update on the status
of my case, so that I can be up-
to-date with logging into the
online portal.
25 As the CEO, I want a monthly
report showing the percentage
of sales through cases handled
via the Online version of the
firm, so that I can understand
the benefits, in terms of profit,
that we are getting from the Web
site/Mobile App.
Table 2 : MoSCoW Prioritization
4.10 SUMMARY
Requirements Categories
Must Haves
Should Haves
Could Haves
Won't Haves
Total
Table 3 : Summary of MoSCoW
deal information/document in
the online platforms. Replaces
office paper work.
2 Must Important - so that the clients
can check their information
before hand before choosing
one of them. Critical for the
MVP development as this is
the only way for the clients to
know the lawyers on a digital
platform.
3 Could Provided in the CST and is a
bonus feature. Avoiding this
wouldn't affect the product in
any manner.
2 Should Provided in the CST and is a value
added feature in the product
3 Could This is a value added feature
and not required for MVP
development.
3 Should Web sales reports are
important for Managing
Director strategic decision
making, however is not critical
to the development of an MVP.
No. Of Times Points % Value
14 52 65
7 18 22.5
4 10 12.5
0 0 0
25 80 100
Page 8
 5. CHOSEN PM METHODOLOGY – Agile DSDM
According to the ‘Cynefin framework’, this project is complex where the risks involved are unknown and
unknown. The causes and effects of this can only be perceived in retrospect. The requirement analysis
involved could be variable and might need changes at any point of the time in the project. Developing a new
website and mobile app for the traditional office involving extensive paperwork will require comparatively
low costs. The entire project requires in-depth analysis and constant feedback, therefore it is best suited to
use Agile DSDM approach, as the other common methodologies, many a time, lead to slow project
developments (Boone, 2015).

Therefore, the methodology that has been chosen for this project is the DSDM Agile Project Framework,
This method focuses on the full project lifecycle, gives proper communication, does not affect the quality of
the product hence there is transparency in the work done.

DSDM has shown beyond doubt that it is the best in helping to deliver results quickly and effectively. Its
project focussed principles are ideally suited for a project of this scale as it is an extensive business involved
project. It also helps in project planning, testing and also tracking the progress of the project which adds to
the value of the firm. Also, provides all the support for the changing requirement features during the project
("The DSDM Agile Project Framework (2014 Onwards)", 2017).

6. KEY STAKEHOLDERS
6.1 DEFINING PERSONNEL

Alpha Law Firm’s management team is composed of the following people:

Tony : A lawyer by profession and the CEO of the Alpha Law Firm. He is a hard core project
professional and always into it. He is the main brain child behind the budget of the firm.

Steve : The CFO of the Alpha Law Firm who manages the entire gamut of the financial aspect of
the firm , with the main focus on financial planning and management of the financial risks. He wants
to be involved in his function with all his heart and soul but , unfortunately, is not able to come out
of attending the meetings.

Ali : The Operations Director of the firm and the senior most lawyer of the firm. Well versed and
experienced in administrative and business development positions. He has been in the firm for a long
time of 4 years and has a good grip of the procedures and well informed about each and everything
going around in the firm. Has the eagerness and keenness to be involved in the operational
procedures.

Janice : The Chief Accountant of the Alpha Law Firm and reports to the CFO. Her job description
requires representing the CFO in the project meetings and has been empowered to take decisions on
behalf of the CFO. She is versatile and has a range of experience about all verticals of the firm. She
is work driven and makes herself available for the project.

Pranav and Rakhi : They are new recruits of the firm but carries experience behind them in
Customer Service roles. They have been inducted as Customer Service Executives for the platform.
Available throughout the project with an added advantage of being used as UI testers.

Siddhant : The drive force behind the project in the role of Project Manager. Apart from being a

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 Certified Agile Project Manager, he is also a workshop facilitator. Carries the expertise of the web
development and software services of the subject matter.

Dream Point Consultancy

Background - Dream Point is an Agile software development consultancy located in the same
industrial estate as Alpha Law Firm. They have all the purpose-built rooms for facilitated workshops
and use the DSDM framework for all their software development projects. This consultancy assigns
a dedicated team for each of their projects. They can work on-site as well as off-site depending on
the requirements of the respective organization.

Personnel -

Leo : The Web Programmer of the firm with expertise in Microsoft ASP.NET development
framework (for web services).He is well versed with database systems and is throughout available
for the project .

Noah : The Database Administrator of the firm and is always available for the project. His area of
expertise involves developing database systems using Microsoft SQL server as well as AWS.

Bella : She is available for the project and her main job responsibility involves in developing web
information systems using Microsoft ASP.NET and C#. She is an expert in her field.

Vinny : A hardcore and well versed professional who is always available for the project. Carries
behind him a good exposure and experience on having worked on several agile development projects
as a Team Leader. Has also worked as a Web Developer. Well versed with ASP.NET platform.

Mark : Expertise in Mobile App development for Android and iOS and is also a certified
Workshop facilitator.

Scarlett : She is Software Test Lead and a Networking expertise with a good knowledge of web
development and Testing. Will be available for 2 days a week throughout the project.

James : The Cyber Security Manager who is available 3 days a week throughout the project.

6.2 STAKEHOLDERS

People (group or individual) who are directly involved with the project, or impacted by the project
are its Stakeholders. It involves two kinds of Stakeholders - Internal and External. Internal
Stakeholders are those who are part of the business or within it whereas the External Stakeholders
are those who get affected by the solution.

The Internal Stakeholders are the driving force or the individuals who are directly involved with the
development and running of the operation i.e. the digital platform of the “Alpha Law Firm”. Its
clients, Lawyers who will be using this platform and other regulatory services of the government are
the External Stakeholders.

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 Figure 1 : Stakeholders

6.3 ROLES AND RESPONSIBILITY

This framework ensures that the team is assigned their roles and responsibilities according to their business
and technical interests and sees that they take their responsibility and work accordingly as per what they
have agreed upon - as per the following table ("The DSDM Agile Project Framework (2014 Onwards)",
2017)

ROLE PERSONNEL (Job Title) RESPONSIBILITY

Business Tony (CEO) • Business Focus and driving force for improvements
Sponsor • Duties include overall project budgeting
• Total commitment to the project despite the busy schedule
• Holding a high position in the organisation, should be able to
resolve business issues and take financial decisions for the
project
• Ensuring easy flow of resources and funds to the project
without interruptions and delay.
Business Janice (Chief Accountant) • Must have a range of experience on all verticals of the
Visionary organization
• She is empowered to take decisions on behalf of the CFO.
• To provide business perspectives for day to day solutions.
Business Ali (Operations Director) • Good understanding of the business operations
Ambassador • Should be keen to be involved
• To take strategic decisions as a senior team member as well
as a senior-most lawyer
• Dedicated throughout the project
• Translating business vision into working practice
• Provides high level direction of a view for the future

Page 11
 • Work to improve the business efficiently
Business Tony (CEO) + Steve (CFO) • Must possess business interests
Advisor • Should have the capacity to represent business view
• To provide expert knowledge on financial matters and
general knowledge about the business
• Having 2 personnel to assist as per the directions from the
finance as well as the marketing perspective
• CFO is a part time worker in this project, therefore CEO can
support the role
Solution Leo (Web Developer), • Self-organised and should work efficiently in developing the
Developer Noah (Database project.
Administrator), • Provide value to the project after each timebox and iteration.
Bella (Web Developer), • Should make sure that the platform is developed adhering to
Mark (Mobile App the technical constraints and standards.
Developer), • Report to the team leader
James (Cyber Security • Must be available throughout the project (full-time workers)
Manager) • Good knowledge of Web development, Mobile App
development and database systems.
Solution Scarlett (Software Test • Must be an expertise in networking and possess good
Tester Lead) knowledge about web development and testing
Pranav, Rakhi (Customer • To act as a testing manager for the team
Service Executives) • Pranav and Rakhi are the employees who will be handling
Business Advisors the customers/clients - first hand.
• They can give a huge insight on the UI and functional testing
of the product as and when required.
• Since, this uses DSDM framework the features can be
variable. Hence, Business Advisors can help with the UI
testing too. And implement/update features accordingly.
Team Vinny (Team Leader) • Available throughout the project
Leader • Must have previous experience in Agile Development
Projects
• Good communication skills that would help to form and
manage team
• Good knowledge of Microsoft .NET technology that would
help in making technical decisions
Project Siddhant (Project Manager) • Excellent agile experience with certification
Manager • Able to link between business and technical teams
• Must have experience as a workshop leader
• Posses expertise in web development and software services
DSDM Vinny (Team Leader) • Must possess previous experience in Agile Development
Coach Projects.
• Provide input of the DSDM and builds DSDM ideology within
the team
Technical Siddhant (Project Manager) • Subject matter expert in web development and software
Advisor services
• Provide technical support as and when required
Workshop Mark + Siddhant • Certified Workshop Facilitator
Facilitator • Support the team as and when required
• Conduct workshops and take initiative to plan and inform the
teams regarding the workshops
• Outline major issues and ensure objectives are met. To
review the workshops.

Table 4 : Roles and Responsibilities

Page 12
 6.4 COMMUNICATION PLAN

Products Creator Receiver Approved Communication Time & Frequency Purpose

(Information By media
Shared)
The flip (backlog, Project Manager All internal Business Face to face, stand Daily → review of previous day?
sprint, in (with the help of stakeholders Sponsor up board → Target setting for the
progress and senior day?
completed) stakeholders) → What are the
impediments and resolution
actions?
Solution Business Development Business Face to face, final PHASED It’s helpful to conduct a
Architecture Visionary team, test Sponsor project report e- formal weekly team meeting
Definition team and Project mail and meeting Commencement to keep the team focus and
(SAD) Manager notes of project aligned to the overall project
goals, longer term
milestones. Covering both
business and technical
aspects for the solution
Development Business Solution Business Face to face (one PHASED A high level definition of
Approach Visionary development Sponsor on one), draft tools, techniques, practices
Definition (DAD) team and Project project report e- Monthly and standards that will be
Manager mail applied to the solution. How
the quality can be assured.
Can be used as a strategy for
testing and review analysis.
Management Project Manager All project Business Product surveys PHASED Management perspective on
Approach participants Sponsor and face to face the project will be organised
Definition and Commencement and planned, how the
(MAD) stakeholders of project and stakeholders would be
continuous engaged in the project and
how the progress would be
demonstrated
Project Project Manager All internal Business Face to face, final PHASED It’s required to have a formal
Review Report stakeholders Sponsor project report e- monthly project meeting
mail and meeting Monthly with all stakeholders to
notes update them on the project
progress and discuss
strategic decisions required
from the stakeholders.
- regulatory Project Manager Regulatory Business Face to face, email, Ad hoc It is important that any
reporting Body Sponsor video conferencing change in business
requirements and official reports operations affecting
regulatory commitments are
- Information communicated timely with
relevant to relevant regulatory bodies.
regulatory
standing

Table 5 : Communication Plan

Activities that improve communication in general:-

• The project manager needs to make sure that all the scheduled meetings take place on time and
everyone is joined.
• The DSDM Framework promotes continuous and open communication. It’s recommended to use a
communication platform to keep their communication efficiency;
❑ ‘Clickup’ can be used to ensure the steps to complete each task are precisely followed.
❑ ‘Trello’ is another tool that can help the team stay organized.
❑ ‘Github’ could be employed for the development team to assess them doing their work at the same
time which benefits to time-management, consistent of programming.

Page 13
Other communication methods can be as follow:
• Face to Face Communication Methods such as Daily stand-up meetings, Timebox review,
Workshops, Management Level meeting
• Conferencing (This can be done in case of inconveniences which includes video or
teleconferencing.)
• Email (Can be used for official communication and after regular working hours)
• Documentation (It is important that documentation is maintained for the entire project)

6.5 PROJECT ORGANISATION

Figure 2 : DSDM Team Model

("The DSDM Agile Project Framework (2014 Onwards)", 2017).

Page 14
 7. SOLUTION OUTLINE
7.1 LOW-LEVEL-DIAGRAM

This diagram depicts the basic architectural solution of the digital platform - ‘Alpha Law Firm’. The digital
platform (Website & Mobile App) acts as the mediator between the potential sides involved. The clients can
use the platform to find lawyers according to the requirements and request for the service from them. The
case lawyers can then receive their request and accordingly accept and provide them with the service.

On the other hand, senior lawyers can access the platform to check, review and audit the cases in the system.
Similarly, ombudsman will also have an access to the platform (as provided by the senior lawyer) and will
be able to receive services from the platform and accordingly work on it. This platform is entirely run by
‘Alpha Law’ and is solely responsible for the entire systems business need.

Figure 3 : Low-level Context Diagram

Page 15
 7.2 HIGH-LEVEL-DIAGRAM

This shows the detailed information and functionality of the project solution. It gives the detail on how each
individual or a group communicates with the digital platform. The diagram has been categorised into 3-tiers
i.e. User Interface, Application Layer and the Back-end layer.

Figure 4 : High-level Context Diagram

Page 16
 8. KEY RISKS
The key risks have been identified and as follows:

1. Lack of specification
Lack of specification in the requirements of the firm, may lead to a moderate impact on the project.
This unknown risk can be avoided, but later clarified with Alpha Law Firm.

2. Members not familiar in the DSDM system

If every member of the team is not fully versed with the DSDM system, then it may lead to slow
working and resulting in the slower development of the product. This risk will have a medium
impact on the working of the firm and can be easily mitigated by ensuring that each member is well
versed and experienced in this system (by DSDM coach and Workshop Facilitator).

3. Roadblocks
The loopholes in the testing aspects will lead to roadblocks in the working scenario, which will have
a high impact on the firm. To overcome this risk, it must be seen that the firm improves on its testing
processes and must ensure periodic checks.

4. Payments / Budget
While accessing the firm online, the payment options may crash, causing total failure of the system
or even leading to the closure of the given platform. The impact of this risk is very high so the only
way to rectify this risk from occurring, is to transfer the payment system to a third party outsourced
unit. At the same time, the proposed budget of the company may run into liquidity and thus,
hampering the project development. The impact is not so severe as it maybe tilted with proper
financial restructuring. But, such hindrances may retard the product development time and
eventually the market.

5. Payback time:
The project must get completed within the stipulated time frame ,or else, have a deep impact on the
profitability of the firm. These normally includes the unseen factors like proper recruitment on time ,
release of the financial funds, Govt.’s changing policies, etc. They greatly affect an upcoming firm
and sometimes become difficult as far as sustainability is concerned. The firm must have a Plan B to
tackle such cases.

6. Unforeseen natural calamities:

Natural calamities like Storms , uninterrupted rainfall , heavy snowing , earthquake, etc., can be a
big deterrent to its smooth functioning as they might disrupt the power supply and bring the system
to a standstill. These unseen and unpredicted natural calamities can cause disruption to the
infrastructure as well as the working of the digital platform. The impact of this is very high, as, if the
power grid is damaged due to Hurricanes, Tsunami etc.it may take a few days to recover and the
firm will have to suffer heavily in terms of cost and market sustainability. Keeping all these in
mind, the digital information needs to have constant backups to overcome such eventualities.

Page 17
 9. DELIVERY PLANNING

Kick-Off Investigation Refinement Consolidation Close-Out

Session to understand Development of the Acceptance by Business
Agrees on deliverables and criteria Testing
objectives objective Visionary
• Approximately • Approximately 2 days • Approximately • Approximately • Approximately
2 hours • Acceptance Criteria 6 days 2 days 2 hours
• For solution (discuss features to be • Requirement • Ensure all • Retrospective
development implemented/deployed) and testing of products meet on what can be
team to • Review timebox acceptance improved
understand the products criteria
requirements • Review • Review

Table 6 : Structured Timebox Format

("The DSDM Agile Project Framework (2014 Onwards)", 2017).

• The requirements that were categorized using the MoSCoW method were each dropped in the
appropriate Timebox based on the best order of execution and effort balancing
• Balance the effort across all the time boxes.
• All timeboxes are of 2 weeks length
• We have considered the Structured Timeboxes

9.1 TIMEBOX AND DELIVERY SCHEDULE

• The total number of points calculated for this project is 80. And the estimated time for the
completion has been decided as 2.5 months (i.e. 10 weeks).
• We have decided to keep each timebox for a period of 2 weeks, thus giving us a total of 5
timeboxes.
• Excluding the weekends and assuming there are no public holidays in between these 10 weeks. We
intend to work for 50 days (5-days/week).
• Average points for each timebox is approx. 16.
• Looking at the requirement lists and the allocated timeframe, we have divided our timeboxes as
below:

Requirements Categories Timebox 1 Timebox 2 Timebox 3 Timebox 4 Timebox 5

Must Haves MVP

Should Haves Value Added
Could Haves Bonus
Won't Haves
Deliverable 1 Deliverable 2 Deliverable 3 Final Delivery

Table 7 : Timebox Scheduling

Points to consider:
• Deliverable 1 spans across the first Timebox and will be completed by end of week 2.
• Deliverable 2 spans across Timebox 2 and Timebox 3 and will be completed by the end of week 6.
• Deliverable 3 by the end of week 8.
• By end of week 10 we intend to deliver the 4th deliverable and intend to close up by delivering all the
‘Must’, ‘Should’ and ‘Could’ requirements.
Page 18
 9.2 TIMEBOX EFFORT PLANNING

Timebox Total Effort

Requirements Categories Timebox 1 Timebox 2 Timebox 4 Timebox 5 Points
3
Must Haves 15 16 18 3 52
Should Haves 12 6 18
Could Haves 10 10
Won't Haves
Effort Points 15 16 18 15 16 80

Table 8 : Timebox Effort Planning

INDEX -
Blue – Must Haves
Yellow – Should Haves
Orange – Could Haves

Points to consider:
• For the 1st phase of the project, we will start by working only on the ‘Must Have’ requirements.
Since, this is critical for the MVP development – we can dedicate more time on this and only when
all of these are completed and finalized at each delivery. We can move on with the rest.
• By the end of deliverable 2, we would completed with 62% of our project requirements which have
been categorised as ‘Must Haves’.
• Deliverable 3 will cover all the ‘Must Haves’ and majority of the ‘Should Haves’.
• In the final phase delivery, we would be closing up the entire project with at least majority of the
requirements fulfilled.

9.3 DELIVERABLE PLANS

Deliverable 1 Deliverable 2 Deliverable 3 Final Delivery

Timebox 1 2 weeks
Timebox 2 4 weeks (2 weeks each for
Timebox 3 both timeboxes)
Timebox 4 2 weeks
Timebox 5 2 weeks
Total Duration 2.5 Months (10 weeks)

Table 9 : Overview of Delivery Plan

Deliverable 1:
• The first Incrementation (Deliverable 1) will deliver the Minimum Viable Product. This will include
all Minimum Marketable Features, including a user interfaces for both PC as well as mobile app and
the about us page.
• 2 weeks length (Week 1 & Week 2)

Page 19
ID FEATURES USER STORIES / REQUIREMENTS RESPONSIBLE PRIORITY POINTS DAYS
INCREMENT #1 Foundational Platform along with App development, Firm Project Manager /
(Deliverable 1) Information Page, Ability to register and create client profiles. Team Leader 15 12

Timebox #1 Items: 4 / Points: 15

07 Feature 1 About Page S 3

03 Feature 2 UI Creation (Website and Mobile App) S 8

04 Feature 3 Client Account Creation Portal S 2

21 Feature 4 Case Lawyer Account Creation Portal S 2

Table 10 : Detailed information for Deliverable 1

Deliverable 2:
• The second Incrementation (Deliverable 2) will too deliver the Minimal viable Product and unlock
value by including functionality that will enable and help start the process for clients and case
lawyers.
• 4-weeks length (Timebox 2 – Week 3 & 4 and Timebox 3 – Week 5 & 6)
• Issues post Deliverable 1 will be resolved in Timeboxes 2/3.
• We intend to all legal requirements and features that can jump start the process of interaction
between clients and case lawyers by the end of week 6.

ID FEATURES USER STORIES / REQUIREMENTS RESPONSIBLE PRIORITY POINTS DAYS

Implement all legal requirements with other critical requirements such as
INCREMENT #2 Junk Email selection, case agreement templates and portal to view cases Project Manager /
(Deliverable 2) and case history by each user. Team Leader 44 24

Timebox #2 Items: 3 / Points: 16

06 Feature 1 Data Protection Measures M 7

05 Feature 2 Payment Security Measures M 7

10 Feature 3 GST Compliance Measures M 2

Timebox #3 Items: 6 / Points: 18

09 Feature 1 Junk Email Selection M 2

11 Feature 2 Set-up Questionnaire Portal M 1

12 Feature 3 Option to view case lawyers by clients M 2

14 Feature 4 Case Agreement Template M 3

18 Feature 5 Record & View Transaction Logs for clients M 5

19 Feature 6 Record & View Transaction Logs for case lawyers M 5

Table 11 : Detailed information for Deliverable 2

Deliverable 3:
• The Third Incrementation (Deliverable 3) will further unlock value by attracting customers to
add/make notes in their cases and able to rate each case lawyers they have been working with. This
helps creating network effects and builds trust with the clients as well.
• 2-weeks length (Week 7 - Week 8) - We intend to deliver this by the end of week 8.

Page 20
 • Issues post Deliverable 2 will be resolved in this Timebox 4

ID FEATURES USER STORIES / REQUIREMENTS RESPONSIBLE PRIORITY POINTS DAYS

INCREMENT #3 Foundational Platform along with App development, Firm Project Manager /
(Deliverable 3) Information Page, Ability to register and create client profiles. Team Leader 15 12

Timebox #4 Items: 4 / Points: 15

20 Feature 1 Add & Edit Notes in each case profile M 3

02 Feature 2 Create Portal for Ombudsman S 2

16 Feature 3 Option to rate and review case lawyers by clients S 3

17 Feature 4 Cases and Case Lawyer rating, review analysis S 2

25 Feature 5 Sales Report Generation S 3

23 Feature 6 Allow edits on Case Agreement template for case lawyers S 2

Table 12 : Detailed information for Deliverable 3

Deliverable 4:

• The Fourth Incrementation (Deliverable 4) will include 'bonus' features. Should the project delivery
be on schedule, Value Added features should be provisioned for, including delivery improvements,
personal touches and transparency.
• Issues post Deliverable 3 will be resolved in this Timebox 5.
• This will be the final deliverable and we intend to close out by the end of week 10.

ID FEATURES USER STORIES / REQUIREMENTS RESPONSIBLE PRIORITY POINTS DAYS

Update all the non-critical requirements – multiple payment option
INCREMENT #4 availability, allow lawyers a button to show their availability, alerting Project Manager /
(Deliverable 4) clients through notification on App Team Leader 16 12

Timebox #5 Items: 6 / Points: 16

08 Feature 1 Multiple Payment Option Implementation S 4

01 Feature 2 Case Quality Auditing Portal (for senior lawyer) S 2

24 Feature 3 Notification Alert Message (Mobile App) C 3

133 Feature 4 Schedule initial meeting with client C 2

15 Feature 5 Review cases on Weekly Basis (for senior lawyer) C 2

22 Feature 6 Give ‘Availability’ option to Case Lawyers C 3

Table 13 : Detailed information for Deliverable 4

Page 21
 10. PROJECT CONTROLS

The constraints that can occur in the project control demonstrated by the Project Manager that adheres to
the agreed conditions are as follows:

Time/Budget
The project is done on a prescribed time frame (time bound) with a fixed cost as the DSDM methodology
basically follows the iterative flow of process, at the same time, the features here are variable. The outlined
features are put into 4 deliverables. There may be an instance that any one of the timeboxes may not be able
to deliver the required outlined feature. A re-estimation at this juncture is required, to at least deliver the
major part of the important (MUST’s) part of the feature, but again, if the timebox still fails to deliver this
(MUST’s) also, then the issue must be looked into urgently by a team delegated to see how soon can they
produce at least the deliverable. When such an issue occurs, an outcome based measurement is to be done, to
make sure that the actual planned outcome that is delivered is comparatively more than the planned
deliverable one. Therefore, we have planned to complete all the ‘MUSTs’ first iteratively and accordingly
move on to the Shoulds and Coulds. Any issue arising in the previous deliverables can be sorted in the next
one ("The DSDM Agile Project Framework (2014 Onwards)", 2017).

Product Quality
There will a continuous review process and testing of the deliverables together with the development, as
there will be no compromise for the deliverable in the project and it must be seen that it satisfies the
standards that were agreed upon and ensure assurance of quality. Features that are not the MUST’s
(important) and even those that may bring down the quality of the product can be deleted or removed.
Testing of the deliverables can be in the following forms: collaborative, repeatable, prioritised and
independent testing ("The DSDM Agile Project Framework (2014 Onwards)", 2017).

Project Progress Tracking

Tracking of the progress in each timebox is very important, so regular meetings of the board of members
will make the progress transparent and visible to the solution team. To increase the awareness of the groups
involved in the project workshops can be organised so that the requirements of the stakeholders can be
discussed and facilitated and thus proper communication will help the stakeholders to become more
involved in the project ("The DSDM Agile Project Framework (2014 Onwards)", 2017).

Page 22
 11. PROJECT COSTS

11.1 RESOURCE BASE COSTS

Hourly Rate/ Base

Team Notes References
cost
https://www.payscale.com/research/AU/Job=.NET_Soft
ASP.NET programmer x 1 $40/hr
ware_Developer_%2F_Programmer/Salary
https://www.payscale.com/research/AU/Job=Database_
DB administrator x 1 $28/hr
Administrator_(DBA)/Salary
https://www.payscale.com/research/AU/Job=C%2523_
C# Developer x 1 $40/hr
Developer/Salary
https://www.payscale.com/research/AU/Job=Mobile_A
Mobile Application Developer $32/hr
pplications_Developer/Salary
will be available only 2 https://www.payscale.com/research/AU/Job=Software_
Software Test Lead x 1 $70/hr
days/ week Test_Lead/Salary
will be available only 3 https://www.payscale.com/research/AU/Job=Informatio
Cyber Security Manager $80/hr
days/ week n_Security_Manager/Salary
Involvement is
https://www.payscale.com/research/AU/Job=Software_
Team leader - .NET platform x 1 approximated as $47/hr
Team_Leader/Salary
03hrs/day
Website Domain $88 per 2 year period $88 http://anso.com.au/info/faq-domain-pricing
$1168 $0.114 per
AWS SQL Cloud Storage 9.999 TB / Month https://aws.amazon.com/rds/mysql/pricing/
GB

Table 14 : Resource Base Costs

11.2 PROJECT COST SUMMARY APPROXIMATION

Since, the project has been decided to be completed in 10-weeks. The development team involved will be
working 8hrs/day for the next 10-weeks respectively in order to give maximum input to the project and
complete it on time.

Hourly Hours Total

Cost Element Notes Cost Comments
Rate / day Hours

Project Development Team (Dream Point Consultancy)

8
$40 hours 400 16,000 They will available throughout the project for complete 8hours
ASP. NET Programmer / day / day
8
$28 hours 400 11,200 They will available throughout the project for complete 8hours
Database Administrator / day / day
8
$40 hours 400 16,000 They will available throughout the project for complete 8hours
C# Software Developer / day / day
8
$32 hours 400 12,800 They will available throughout the project for complete 8hours
Mobile Application Developer / day / day
8
Available for
$70 hours 160 11,200
2 days/week
Software Test Lead / day
8
Available for
$80 hours 240 19,200
3 days/week
Cyber Security Manager / day
3
$47 hours 150 7,050
Team Leader / day

Total Cost for the development Team = $93,450

Page 23
Softwares

Windows Server N/A N/A N/A N/A Included is existing bulk licenses

SQL Server N/A N/A N/A N/A Included is existing bulk licenses

Visual Studio N/A N/A N/A N/A Included is existing bulk licenses
Mobile Application Development
N/A N/A N/A N/A
Software Included is existing bulk licenses

Total Software Cost = N/A

Hardware
Up to 9 TB is
free. Next
slot is 9.99
AWS SQL Cloud Storage TB / Month $0.00
@ $0.114
per GB =
$1168

Total Hardware Cost = $0

Domain Subscriptions
$80 per 2
$80 $80
Website Domain year period

Total Domain Subscription Cost = $80

Internal Stakeholders
Internal Staff Cost not considered. Estimated Cost + Adhoc
CEO N/A N/A N/A N/A
Business Sponsor Meetings.
CEO and Internal Staff Cost not considered. Estimated Cost + Adhoc
N/A N/A N/A N/A
Business Advisor CFO Meetings + Testing
Operations Internal Staff Cost not considered. Estimated Cost + Adhoc
N/A N/A N/A N/A
Business Ambassador Director Meetings.
Chief Internal Staff Cost not considered. Estimated Cost + Adhoc
N/A N/A N/A N/A
Business Visionary Accountant Meetings.
Project Internal Staff Cost not considered. Estimated Cost + Adhoc
N/A N/A N/A N/A
Technical Advisor Manager Meetings.

Total Cost for Internal Stakeholders = N/A

Training

User Training N/A N/A N/A N/A Cost not applicable as this will be conducted internally.

Training Facility N/A N/A N/A N/A Cost not applicable as this will be conducted internally.
Total Training Cost = N/A

TOTAL ESTIMATED COST = $93,530

* All pricing in AUD.

Table 15 : Total Cost Estimation

Page 24
REFERENCES

Agile Business Consortium. (2019). Retrieved May 01, 2019, from https://www.agilebusiness.org/

The DSDM Agile Project Framework (2014 Onwards). (2017, April 18). Retrieved May 03, 2019, from
http://www.dsdm.org/dig-deeper/book/dsdm-agile-project-framework

Manifesto for Agile Software Development. (n.d.). Retrieved May 5, 2019, from http://agilemanifesto.org/

Jubb, J., & Jubb, J. (2018, January 05). Do You Run a Virtual Law Firm? | Legal Insight | Thomson Reuters.
Retrieved May 7, 2019, from http://insight.thomsonreuters.com.au/posts/run-virtual-law-firm

Scheid, J. (2018, November 18). How to Use SMART Goals in Project Planning and Management.
Retrieved May 9, 2019, from https://www.brighthubpm.com/project-planning/26374-smart-goals-in-project-
management/

Schroder, S. (2014, August 29). Start-up virtual law firm claims victory in major leadership award.
Retrieved May 12, 2019, from https://www.australasianlawyer.com.au/news/startup-virtual-law-firm-
claims-victory-in-major-leadership-award-191244.aspx

How to Choose the Right Project Management Methodology. (2019, March 05). Retrieved May 12, 2019,
from https://www.smartsheet.com/how-choose-project-management-methodology

Choosing the Best Project Management Approach for Your Team: The Cynefin Framework. (2019,
February 06). Retrieved May 12, 2019, from https://enterprise-knowledge.com/choosing-the-best-project-
management-approach-for-your-team-the-cynefin-framework/

Boone, D. J. (2015, December 07). A Leader's Framework for Decision Making. Retrieved May 12, 2019,
from https://hbr.org/2007/11/a-leaders-framework-for-decision-making

Page 25
APPENDIX: PAQ

Project Approach Questionnaire (PAQ)

Project: ALPHA LAW FIRM (DIGITAL PLATFORM) Name : SIDDHANT SUNIL LAL

Date : 15 MAY 2019 Position : PROJECT MANAGER

Where
Indicate the closest collective opinion appropriate,
comment on
issues or risks
related to a
Strongly Strongly more negative
Ref Statement Agree
Agree Neutral Disagree
Disagree response to
this aspect of
the DSDM
approach
Not all have
experience in
the Agile
DSDM
framework
All members of the project understand and accept
and hence
1 the DSDM approach (Philosophy, Principles and X
there are
Practices)
DSDM coach
and
Workshop
Facilitator in
place.
Yes, they are
The Business Sponsor and the Business Visionary keen to be
2 demonstrate clear and proactive ownership of the X involved
project. throughout
the project
Some visions
could be
vague for the
The business vision driving the project is clearly
development
3 stated and understood by all members of the X
team and
project team
hence the
daily
meetings.
All project participants understand and accept that
4 on-time delivery of an acceptable solution is the X
primary measure of success for the project
Hence, the
The requirements can be prioritised, and there is priority
5 confidence that cost and time commitments can be X requirement
met by flexing the scope of what's delivered. list using
MoSCoW
All members of the project team accept that
requirements should only be defined at a high
6 X
level in the early phases of the project and that
detail will emerge as development progresses.

Page 26
 Therefore,
constant help
from Team
All members of the project team accept that
Leader and
change in requirements is inevitable and that it is
7 X Project
only by embracing change that the right solution
Manager to
will be delivered.
all the
development
team.
The Business Sponsor and Business Visionary Yes, they are
understand that active business involvement is keen to be
8 essential and have the willingness and authority to X involved
commit appropriate business resources to the throughout
project. the project
It is possible for the business and solution
development members of the Solution
9 X
Development Team to work collaboratively
throughout the project.
Empowerment of all members of the Solution The team
Development Team is appropriate and sufficient to was
10 support the day-to-day decision-making needed to X accordingly
rapidly evolve the solution, in short, focussed recruited by
Timeboxes the law firm
The DSDM roles and responsibilities are
This is briefly
appropriately allocated, and all role holders
11 X defined under
understand and accept the responsibilities
section 6.
associated with their role.
The team was
The Solution Development team has the
appropriately
appropriate collective knowledge and skills (soft
12 X screened and
skills and technical skills) to collaboratively
recruited by
evolve an optimal business solution.
the law firm
Each member
in the
development
Solution Development Team members are
team is
allocated to the project at an appropriate and
13 X assigned
consistent level sufficient to fully support the
work
DSDM timeboxing practice
according to
their area of
expertise.
Tools and collaborative working practices within
the Solution Development Team are sufficient to Already in
14 X
allow effective Iterative Development of the place.
solution.
Hence, a
All necessary review and testing activity is fully
software test
15 integrated within the Iterative Development X
lead is
practice.
appointed.
As per the
framework,
Project progress is measured primarily through the the project is
16 incremental, demonstrable delivery of business X to be
value. delivered
iteratively
(incremental)
There are no mandatory standards or other
constraints in place that will prevent the
17 X
application of the DSDM Philosophy and
Practices on this project.

------------------------------------------------------------
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