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Dynamic Systems Development, DSDM
1.
Dynamic Systems Development
Method, DSDM A whitepaper by John C Goodpasture, PMP November, 2009 ©Copyright 2009 John Goodpasture, all rights reserved www.sqpegconsulting.com Page 1 of 10
2.
Dynamic Systems Development
Method DSDM is an agile methodology for small teams that is process centric, seeking to provide repeatable project results while respecting the need for customer value delivered incrementally. The focal point for a DSDM project manager shifts from the traditional emphasis on tasks and schedules to sustaining progress, getting agreement on requirement priorities, managing customer relationships, and supporting the team culture and motivation. Jim Highsmith Dynamic Systems Development Method, DSDM, is an agile method that has its roots in the work of an early leader, in this case James Martin, who is generally credited with invention of Rapid Application Development, RAD.1 But unlike other agile methods, DSDM itself was developed by a committee drawn from industry and academia who were seeking a standard framework and process for RAD to promote efficiencies. The initial framework was published in 1995 and has been subsequently maintained and revised by the DSDM Consortium.2 Somewhat like Feature Driven Because of the robustness of the total Development, FDD, and unlike the other framework, DSDM is probably the closest agile methods that only loosely embrace of the agile methods to the Rational Unified process, DSDM is very process-centric, Process, RUP, supported by the Rational thereby giving guidance to project managers tool set and Rational’s parent, IBM.3 RUP about how to get started and how to move is more practice-specific and tool-centric, deliberately to a successful finish. In fact, giving more ‘how-to’ guidance than DSDM, DSDM has a very specific multi-step but otherwise DSDM and RUP track well at process definition, with relatively fine grain the process level. steps. In addition to process, DSDM has a set of For instance—and unlike all other agile core principles, nine in all, that are the methods—DSDM formally embraces guidance for DSDM projects. In the same business assessment of the project leading to way that managers are encouraged to tailor a business case decision; then, like FDD, processes to meet circumstances, so also DSDM moves quickly to architecture and they are encouraged to tailor principles. domain modeling. Process is supported by a robust set of practices, tools and artifacts, There are a set of management practices, although managers are encouraged to shape development practices, and process the methodology to their particular ‘products’ that are recommended as part of circumstances. the framework. DSDM is not prescriptive about the exact form and content of the ©Copyright 2009 John Goodpasture, all rights reserved www.sqpegconsulting.com Page 2 of 10
3.
products, like the
‘risk tool’ or the ‘time-box consultants do have templates to support plans’; in other words, there are no each of the products. templates provided by the DSDM Consortium. Rather, products are And, of course, there is the team, the project introduced and described, allocated to the manager, and the stakeholders. DSDM process steps, but each project manager is defines a role and responsibilities for each, encouraged to adapt the product specifically in effect embracing the XP [Extreme for their project circumstances. However, Programming] idea of the ‘whole team’ as commercial tool vendors and professional participants in the project community. Getting into DSDM • DSDM provides a checklist of prerequisites and initial conditions necessary for success • Because of its iterative process-centric format, flexibility afforded tool selection, and compatibility with traditional goals for repeatable project A Project Management Tip experiences, DSDM is a relatively easier methodology to adopt if coming from a traditional PDLC • There is much less emphasis than XP and SCRUM about letting developers interact directly with users to invent product ‘on-the-fly’ The mind-set of DSDM is to deliver customer value on time “Delivering on time” is a common refrain in the literature and practice of DSDM. To do so, DSDM embraces practices similar to other agile methods insofar as DSDM is incremental, not big-bang like a plan driven PDLC [project development lifecycle], and relies on time-boxes to regulate deliveries. Like EVO , DSDM formalizes requirements requirements can be dropped during an prioritization. The requirements backlog is iteration if necessary to meet a time-box managed with a practice that has the curious constraint. The project as a whole is not acronym MoSCoW.4 successful unless all the ‘must have’ requirements are delivered; the system is not Following the MoSCoW rules,5 fully functional unless all the requirements, requirements are graded ‘Must have’, regardless of priority, are in production. Of ‘Should have’, ‘Could Have’, and ‘Want to course, the latter condition may not be have, but won’t have this time’. Each time- economically possible, even though desired. boxed iteration is planned to deliver some DSDM embraces close-at-hand user part of the requirements backlog, usually a interaction with the development team and mix of the ‘must haves’ and lesser priorities, feedback from operational evaluation of but at least the ‘must haves’; lesser priority product increments. The up-shot is that the ©Copyright 2009 John Goodpasture, all rights reserved www.sqpegconsulting.com Page 3 of 10
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product backlog will
change, as in all other However, there still must be respect for agile methods. As the backlog changes, so business milestones and investment will the priorities within the backlog. Thus, limitations regardless of changing backlog the must have count will be a moving target. count. On-time at milestones • DSDM distinguishes itself with its overt acknowledgement that meeting a milestone is more valued than completing a requirements backlog. A project management tip • Except for FDD, all agile methods embrace time- boxes for schedule control; all embrace backlog management to control scope, but DSDM, like EVO, ‘overbooks’ the iteration on the chance that more will be delivered if things go well The process thinking in DSDM is iterative and incremental DSDM borrows a page out of Winston Royce’s iterative waterfall. There are five processes under the ‘project’ phase as given in Table WP2-1; the other two phases, neither of which has formally defined process steps, are pre-project qualification and post-project close-out. In the ‘project’ phase, the first two Design and Build Iteration, and processes, Feasibility Study and Business Implementation are intended to be iterative, Study, are sequential, intended to be done to be re-visited more than once during a only once. However, the subsequent three project as the user evaluates increments in processes, Functional Model Iteration, production and offers feedback. Table WP2-1 DSDM Processes Process step Commentary Pre-Project Phase No process step specified • The opportunity is evaluated in the context of whether a project is the right solution and whether DSDM is the right Project Phase: methodology. Feasibility Study • See Figure 2-2 for the top left side of the process flow ‘V’ model • Essentially build the business plan and the first iteration of the project balance sheet. Project Phase: Business Study • Determine resources, product vision, and general approach to implementation • Top-level requirements, technology needs, and other ©Copyright 2009 John Goodpasture, all rights reserved www.sqpegconsulting.com Page 4 of 10
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Table WP2-1 DSDM
Processes Process step Commentary supporting data for a business decision are assembled • Develop models, prototypes, and other artifacts to ascertain Project Phase: proper sequencing for required functionalities Functional Model • Somewhat like a spiral, determine feasibility Iteration • Ultimately, form a consensus of a functional model of the product Project Phase: Design • Design and build the final product and Build Iteration • Agree on a release schedule to production • Train users Project Phase: • Deliver system Implementation • Assess satisfaction • No specific practices Post Project Phase • Develop a post-project plan for maintenance Incremental is quite different from iterative. the project. Things stop and start, and at the However, like its agile peers, DSDM is stop all things need to be put away and made incremental as well as iterative. By tidy. These are all efforts to be managed as incremental we mean that at certain part of the team’s workload. scheduled release points, coordinated with the customer, product is put into production. Every agile method faces these problems. As Jennifer Stapleton writes in her book, By incremental we also mean that at the end “DSDM: Business Focused Development”, of every iteration, whether or not there is a addressing incremental delivery is not go-live for the customer, product is finished uniquely a DSDM problem, incremental and put into the product base. Of course, delivery having “…no distinct DSDM being incremental imposes a small tax on flavour.”6 Principles guide day-to-day activity The nine DSDM principles guide project managers and team members day-to-day. It is not doctrine that all nine principles must be present in every project, but certainly Principle 1 and 5 should be on everybody’s list. In Table WP2-2 you will find the nine principles of DSDM. Table WP2-2 DSDM Principles Principle Commentary 1. There must be end-user involvement Like SCRUM, users are embedded in the that is active and engaged team for best results 2. DSDM teams are empowered by Delegation to the lowest level is known as decision policy to make their own the principle of subsidiary function ©Copyright 2009 John Goodpasture, all rights reserved www.sqpegconsulting.com Page 5 of 10
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Table WP2-2 DSDM
Principles Principle Commentary decisions Like all agile methodologies, the only 3. Project management and measure of success that really counts is development teams are committed to product delivery frequent delivery of product Planning for products is valued over planning activities Business use fitness captures the idea of 4. The primary quality measure is fitness usefulness, applicability, and effectiveness for business use for the purpose intended 5. Development should be iterative and It is not possible to accurately, completely, delivery should be incremental to ensure and efficiently describe all the business convergence to the best-value business requirements before some familiarity with solution the product is attained Configuration management systems and 6. All development changes to the doctrine are applied so that changes to the product base are reversible product base can be backed out if necessary 7. Requirements developed during the The high level baseline serves as the business study are baselined at a high foundation of the domain model level in the business case Testing is an everyday occurrence; testing occurs at many levels: unit, integration, 8. Testing is built-in to the development system. methodology, not bolted on at the end Testing is primarily a verification activity to ensure compliance to design 9. Collaboration and co-operation among Collaboration for the greater good is the the project staff and with stakeholders is essence of teamwork required for success Management practices and process products empower the project manager DSDM separates management and technical practices. The practices are supported by a number of process products.8 Many are found within the other agile methods—time-boxing, for instance; others, like MoSCoW already discussed, are somewhat unique. DSDM planning need not be too precise and iteration, somewhat equivalent to the prescriptive early on; planning should be planning sessions described in the book; and ‘just enough’ just in time; and plans must be various implementation plans to guide allowed to adapt and evolve. DSDM, modeling, prototyping, building, and testing. suggests there be many plans: Feasibility and business studies, somewhat equivalent Project management is equivalent to to a business plan; a time-box plan for each managing the project balance sheet: ©Copyright 2009 John Goodpasture, all rights reserved www.sqpegconsulting.com Page 6 of 10
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communicating with executives,
mentoring so long as they are not unduly intrusive and self-organizing teams, managing value detrimental to efficiency and on-time earnings, and communicating with performance. customers. Estimates are made for two purposes: to Risk management, as described by the determine business feasibility of the project DSDM Consortium is risk management 101, before it is approved; and to facilitate pretty much as described by PMI in their planning and ‘control’ during the ‘project’ body of knowledge. phase. Most of the recommended estimating ideas are generic and found in any project Measurements run the gamut from counting management text. widgets, watching resource consumption, evaluating efficiencies, to the all important Process products include models, measurements for success. scorecards, and plans of various types, nearly two dozen by count. As previously For the latter, the DSDM method is value noted, templates and specifics are not focused: is the customer satisfied; were offered since DSDM is considered an open requirements transformed into product; and framework that can accommodate many tool were the must-have requirements delivered sets and specific utilities. on time? Unlike other agile methods for the most part, Quality is defined as ‘fitness for business there is a genuine commitment to purpose’ measured by customer satisfaction documentation in the form of studies, with performance, functionality, and models, and scorecards for management, features. Inspections and audits are allowed and product documentation for the user. Project management choices • DSDM offers project management a lot of choice so that the methodology can be shaped [note, methodology shaping is a Crystal concept] to circumstances A project management tip • The framework is open; many products are suggested and described; principles can be flexibly applied and still be within the parameters for DSDM Summary and take-away points • Our theme for this discussion is that DSDM is an agile methodology for small teams that is process centric, seeking to provide repeatable project results while respecting the need for customer value delivered incrementally. • DSDM is an open framework that supports a five step iterative process, with project managers and team members guided by a number of principles for project success. The ©Copyright 2009 John Goodpasture, all rights reserved www.sqpegconsulting.com Page 7 of 10
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methodology employs practices
and products—tools, plans, and scorecards—to manage an iterative methodology that comports well with the Agile Manifesto. • DSDM directs management attention to being on-time at customer milestones, delivering at least must-have functionality and lesser priority needs where possible. • DSDM has a near-neighbor in RUP principles and practices; RUP is more tool specific and offers templates for plans and scorecards, but is otherwise largely compatible. • DSDM is certainly a respectable member of the family of agile methods. ©Copyright 2009 John Goodpasture, all rights reserved www.sqpegconsulting.com Page 8 of 10
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Endnotes 1 Martin, J.
“Rapid Application Development”, Prentice-Hall, Upper Saddle River, NJ, 1991. Prior to writing this book, Martin, from England, was a researcher at IBM. RAD is a method, somewhat like the spiral, which relies heavily on prototyping as a means to begin development. It is ‘light weight’ in terms of documentation, and rather informal in terms of method structure. Hence, the motivation for DSDM as a more structured version of RAD and a more complete methodology. 2 The DSDM consortium is an industry-member organization, headquartered in England, that is responsible for the DSDM framework and supporting artifacts, www.dsdm.org 3 A comparison of DSDM to RUP is given in a whitepaper at dsdm.org: Editor, “White Paper: DSDM and Rational Unified Process (RUP)”, DSDM Consortium, 1999 4 The ‘o’s in MoSCoW are there just to make a ‘fun’ word out of the MSCW initials according to the DSDM consortium, http://www.dsdm.org/version4/2/public/moscow.asp 5 See MoSCoW Rules at http://www.dsdm.org/version4/2/public/moscow.asp, accessed August 2009 6 Stapleton, J. [Editor] “DSDM: Business Focused Development – 2nd Edition”, Addison-Wesley, 2003, pg 22 7 See http://www.dsdm.org/services/faqs.asp, accessed August, 2009 8 For a complete description of principles, practices, and products, view the DSDM manual online at http://www.dsdm.org/products/dsdm_version_4_2.asp ©Copyright 2009 John Goodpasture, all rights reserved www.sqpegconsulting.com Page 9 of 10
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About the author John
C. Goodpasture, PMP and managing principal at Square Peg Consulting, is a program manager, coach, author, and project consultant specializing in technology projects, strategic planning, project office operations. He is the author of books, articles, and web logs in the field of project management. He blogs at johngoodpasture.com, provides presentations at www.slideshare.com/jgoodpas, and his work products are found in the library at www. sqpegconsulting.com. ©Copyright 2009 John Goodpasture, all rights reserved www.sqpegconsulting.com Page 10 of 10
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