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Introduction to DSDM
1. Meeting a Need
Steve Messenger
Director DSDM Consortium
www.dsdm.org
2. The Next Hour…
• History of Development
• Where DSDM fits in
• The Key Points
• It’s not all theory
• The bit in the middle
• Offshore
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3. Development is as Easy as ABC!
Choose Vendor Throw Over the Wall
Create
Specification
Receive Perfect System
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4. As Easy as ABC?
No User Involvement
Poor Collaboration
And Cooperation
don’
Systems That don’t
meet Requirements
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5. What is actually being used?
7%
13%
Ne ve r us e d
16%
R are ly us e d
S o m e tim e s
us e d
O fte n us e d
A lways us e d
45%
19%
Source: Standish Group Research Note, 1999
www.dsdm.org
6. RAD – The Wild West
Your
Your
software’s on
software’s on
it’s way sir
it’s way sir
www.dsdm.org
7. Enter… DSDM – 1993
• Deliver Business Value from
IT
• Recognized:
– Nothing built perfectly first time
– There will be business change
– People are key to success – involve all
stakeholders
– Can move forward as soon as enough is
known
• But managed
– Quality
– Control
– User Expectation
www.dsdm.org
8. Manifesto for Agile Software
Development - 2001
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
www.dsdm.org
9. Individuals and interactions over
processes and tools
• DSDM PRINCIPLES
– Active user involvement is imperative.
– DSDM teams must be empowered to make
decisions.
www.dsdm.org
10. Working software over
comprehensive documentation
• DSDM PRINCIPLES
– Fitness for business purpose is the essential
criterion for acceptance of deliverables.
– The focus is on frequent delivery of products
– Requirements are baselined at a high level.
– Testing is integrated throughout the life-cycle.
www.dsdm.org
11. Customer collaboration over
contract negotiation
• DSDM PRINCIPLES
– A collaborative and co-operative approach
between all stakeholders is essential.
www.dsdm.org
12. Responding to change over
following a plan
• DSDM PRINCIPLES
– Iterative and incremental development is
necessary to converge on an accurate
business solution.
– All changes during development are
reversible
www.dsdm.org
13. Tenets of Project Management
• Frozen specs and the
abominable snowman are alike:
they are both myth and they
both melt when sufficient heat is
applied.
www.dsdm.org
14. The DSDM Lifecycle
•Scope / Prioritise Requirements •Will Proposed Solution Satisfy?
•Outline Development •DSDM Suitable / Risks?
•Identify User Classes •Possible technical solutions
•Risks •Time / cost estimates
•Technical Basis
•Deliver System
•Demonstrate / Agree Functionality
•Train Users
•Record Non-Functional Requirements
•Operational Handover
•Determine future requirements
•Build in non-functional
requirements
•Make fit for delivery
www.dsdm.org
15. Tenets of Project Management
• A user will tell you anything you
ask about and nothing more
www.dsdm.org
18. Team Dynamics
• Tightly-Managed Teams Self-Directed Teams
Take Initiative
– Take Directions
Focus on team Contributions
– Seek Individual Rewards
Concentrate on solutions
– Focus on Low-Level
Cooperate
Objectives
Continually Improve
– Compete
Take steps to prevent
– Stop at pre-set goals
emergencies
– React to emergencies
Roles
www.dsdm.org
19. Tenets of Project Management
• You can con a sucker into
committing to an unreasonable
deadline, but you can’t bully him
into meeting it
www.dsdm.org
21. The DSDM Philosophy
Time fixed
Implementation
Timebox
DBI
Time fixed
FMI
Increment n
Increment m
Time fixed
Increment 1
Project
Time fixed
www.dsdm.org
22. Prioritisation Using MoSCoW
• Must – has to be done
– C. 60%, < 75%
• Should – important but may
be worked around short-term
– 20%
• Could – may be left out if
necessary
– 20%
• Won’t – add to list to be done
next time
www.dsdm.org
28. Quality in DSDM
• Quality Planned from start
– Product Quality Criteria
• Facilitated Workshops
• Continuous Focused User Involvement
• Reviews
– Prototypes
– Supporting Documents
• Testing Throughout Lifecycle
• Base-lined Requirements
• Configuration Management
www.dsdm.org
29. Testing Principles
• Validation
– Product is Fit For Business Purpose
• Benefit Directed
– Concentrate testing on key areas
• Error Centric
– Purpose is to find errors
• Integrated Throughout the Lifecycle
– And users involved throughout
• Independent
• Repeatable
– Test Scripts / Testing tools
www.dsdm.org
30. Case Study – The Boston Globe
• 18 Months wasted
previously
• One Team – Grindel’s
Den!
• 2 Major Deliveries
– 8 Weeks
– 12 weeks
• Frequent Review
Sessions
• System also
implemented in
NYTimes
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31. Case Study – Insurance Claims
• Well Known City
Underwriter
• SSADM Project failed (2
years)
• Short Business Study
• Workshops
• One Team
• Split development
• New system
implemented in 9
months
www.dsdm.org
32. Case Study – Pharmaceutical
Dispensing
• Heavily Controlled
Environment
• All principles of
DSDM Used
• Separate Testing
Phase
• System that Users
Own
www.dsdm.org
33. DSDM and Validation
Validation Planning Validation Summary
Validation Planning Validation Summary
Reporting and Certification
Reporting and Certification
Response
Business Process Definition and Performance Qualification
Business Process Definition and Performance Qualification
GMP Assessment
GMP Assessment
Verify
Verify
Design Qualification (after stepwise refinement)
Design Qualification (after stepwise refinement)
Cut over
PROTOTYPING REVIEWS
PROTOTYPING REVIEWS
Check
Evolving Design Installation and Operational
Evolving Design Installation and Operational
Qualification
Qualification
Verify
Verify
Bespoke Programming and
Bespoke Programming and
Configuration
Configuration
Check
Prototyp
e and
Pilot
www.dsdm.org
34. DSDM and Validation
Validation Planning Validation Summary
Validation Planning Validation Summary
Reporting and Certification
Reporting and Certification
Response
Business Process Definition and Performance Qualification
Business Process Definition and Performance Qualification
GMP Assessment
GMP Assessment
Verify
Verify
Design Qualification (after stepwise refinement)
Design Qualification (after stepwise refinement)
Cut over
PROTOTYPING REVIEWS
PROTOTYPING REVIEWS
Check
Evolving Design Installation and Operational
Evolving Design Installation and Operational
Qualification
Qualification
Verify
Verify
Bespoke Programming and
Bespoke Programming and
Configuration
Configuration
Check
Prototyp
e and
Pilot
www.dsdm.org
35. Bridging the Gap
Starting Directing Controlling Managing Ending
a Project a Project a Stage Stage Boundaries a Project
Management Project Business Change
Controls
Mgmt. Org. Case Control
Tools Quality
MoSCoW
Prioritisation
Planning Risk Mgmt Architecture Timeboxing Estimating
Feasibility Study Business Study Development Implementation
Prototyping Configuration. Mgmt
Modelling Testing Analysis
Facilitated
Workshops
Project Team Org
Refactoring Pair Programming
Delivery
Sustainable Continuous Collective Code Test-driven Simple Coding
Pace Integration Ownership Development Design Standards
www.dsdm.org
36. DSDM and PRINCE
PRINCE DSDM
Business Case Project Mandate
Project
Plan
Acceptance
Project Brief Outline Plan
Start-up Criteria
Feasibilty Study
These control
documents are
prepared and
updated throughout Feasibility Report
the project as
Communication
required
Plan
Project Business Study
Initiation
Initiation + Planning Document
Checkpoint Report Management
Project
Aspects
Approach
B.A.D.
OutlinePrototyping S.A.D.
Plan
Management
Aspects
Quality Log
Stage Plan
Stage 1+ Planning
End Stage Report
Risks / Issues /
Exceptions / Project may run to
Lessons Logs several stages Functional Model Functional Model
Work Packages /
Iteration
Timebox Plans
Implementatinn
Strategy
Product Checklist Stage x + Planning Stage Plan
Design and Build
End Stage report
Requests for Implementation
Iteration
Change
Close End Project Report Project Review User
Delivered System Design Prototypes Tested System
Document Documentation
Change Control
Log
Trained Users
Post Project
Post-implementation Review
Specialist
Management
Product
Mixed
Product
Product
www.dsdm.org
37. Offshore
• Many offshore projects fail or are delayed
• Solution: DSDM Offshore
– Amended standard DSDM
– Only one team!
– Several extra roles needed
– Existing roles need additional tasks
– Additional risks
– Few additions to phases
• Communication is vital
www.dsdm.org
38. There Is One Team!
New Roles
New Responsibilities for Existing Roles
www.dsdm.org
39. Summary
• Framework for Agile
Development
• Flexibility with Control
• Users Integrated into the
process
• Defined Lifecycle
• Defined Products
• Defined Roles
• Quality not compromised
www.dsdm.org
• www.dsdm.org