AgilePM® Process Model The DSDM Process

(Page 28) Pre-Project

Feasibility Assessment

Foundation Summary
Eight Principles The composition of DSDM Feasibility
Terms of
(Page 20) (Page 16) Reference Business Case
Focus on the business need Prioritised Req’s List
 Understand the true business priorities “Best business value emerges when projects are aligned Foundations
 Establish a sound Business Case to clear business goals, deliver frequently and involve the Solution
 Seek continuous business sponsorship & commitment collaboration of motivated and empowered people.” Architecture Definition
Development
Approach Definition
Deliver on time
 Timebox the work Delivery Plan
 Focus on business priorities Philosophy Management
 Always hit deadlines p16
Evolutionary Assemble Approach Definition
Development Review
Collaborate 8 Principles p20
 Involve the right stakeholders, at the right time Deploy Solution
throughout the project 6 13 14 5 Increment
(phases) roles
 Ensure that the members of the team are Deployment Project Review

Practices
Products
Evolving Solution

People
Process
empowered to take decisions Report
 Actively involve the business representatives
Models
 Build a one-team culture Timebox Plan
Prototypes
p28 p32 p38 p50, Timebox Review Record
Never compromise quality 54, 60 Supporting Materials Benefits
 Set the level of quality at the outset
Post-Project Assessment
Testing & Assurance
 Ensure that quality does not become a variable Common sense and pragmatism
 Design, document and test appropriately
 Build in quality by constant review
 Test early and continuously Five Practices 5 Instrumental Success Factors (ISFs)
(Pages 50, 54, 60, 62) (Pages 24 - 26)
Build incrementally from firm foundations


Do enough design up front to create strong foundations
Strive for early delivery of business benefit where
1 MoSCoW
Must Have - Not more than 60% effort
Should Have - Approximately 20% effort
4 Modeling
 Models improve
communication
WHY
WHERE
Embracing the DSDM Approach
 All stakeholders and participants
understand and accept the DSDM
possible Challenge ideas
Could Have - Approximately 20% effort  project approach
 Continually confirm the correct solution is being built  Examples are, Train WHO
 Formally re-assess priorities and ongoing project Won’t Have this time Effective Solution Development Team
Maps, Sketches for
viability with each delivered increment WHAT HOW  Focus on four elements
directions, how to

2
- Empowerment, Stability, Skills, Size
DSDM Timeboxes assemble furniture
Develop iteratively and equipment WHEN Business Engagement – Active
 Take an iterative approach to building all products Structured Timebox
 Build customer feedback into each iteration Typically 2-4 weeks and Ongoing
 Ensure active and ongoing business
 Accept that most detail emerges later rather than sooner

Close-Out
Investigation Refinement Consolidation engagement by:
Kick-Off

 Embrace change - the right solution will not emerge WHY Rationale, ends and means - Commit of business time throughout
without it WHAT Data & Relationships - Day-to-day collaboration
 Be creative, experiment, learn, evolve @10-20% @60-80% @10-20% WHERE Locations - A supportive commercial relationship
of effort of effort of effort WHEN Events’ time & scheduling
Communicate continuously & clearly WHO People and Responsibilities Iterative Development, Integrated
 Run daily team stand -up sessions HOW Process & Outputs Testing and Incremental Delivery
 Use facilitated workshops Free Format Timeboxing
Typically 2-4 weeks  Timebox delivers complete and potentially
 Use rich communication techniques such as deployable increment of the solution

5
modeling & prototyping Ensure testing is fully integrated
Close-Out

Iterative Development
Kick-Off

 Present instances of the evolving solution early and often  Benefit from early ROI
 Keep documentation lean and timely  Be as short as possible, typically taking a or two, with
 Manage stakeholder expectations throughout the project Iterative Development several cycles happening with Timebox Transparency
 Encourage informal, face to face communication at all levels  Be only as formal as it needs to be - in most cases  Make progress visible to all
limited to an informal cycle of:  Utilise Team Boards and Daily Stand-ups
- Thought - a consideration of what needs to

3
Demonstrate control  Underpins Demonstrate Control principle
 Use an appropriate level of formality for tracking Facilitated Workshops be done
and reporting  Workshop owner must work with the facilitator to - Action - to complete the work considered (PAQ) Project Approach Questionnaire
 Make plans and progress visible to all focus the workshop - Conversation - to review whether the outcome PAQ  Will 5 Success Factors be met?
 Measure progress through focus on delivery of  Set time aside for planning the workshop meets the need and to understand what  Assess risks and options if not
products rather than completed activities  Independent facilitator further work is needed if this is not the case
 Manage proactively  Empower the participants  Involve the appropriate members of the Solution
 Evaluate continuing project viability based on the  Workshop outputs are recorded & circulated Development Team relevant to the work being done.
business objectives

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