Dynamic system development method atern (DSDM) was the
development methodology that was preferred to develop the app.
Reasons for the
Users are highly involved in the development of
the system so, they are more likely to get a grip on the software development
In this model, basic functionality is delivered
quickly, with more functionality being delivered at frequent intervals
This method provides an easy access by
developers to end-users
In this kind of development, approach projects
are delivered on time and within a specific budget (tatvasoft.com,
making people work together effectively
The DSDM atern has eight principles ,failure to meet one of
the principles the project could go sideways .
Focus on the business need.
Every decision taken during the project was viewed in the light of the
overriding project goal – to provide what the business needs to be delivered,
when it needs to be delivered. In fulfilling this principle the team :
Understood the true business
Recognized a valid business
Safeguarded continuous business
sponsorship and commitment
Deliver on time
Providing a solution on time is a
necessary upshot for a project and is quite often the single most important
success factor. Late delivery can often impair the foundation for a project,
especially where market opportunities or legal deadlines are involved.in order
to deliver on time the team had to:
on the business priorities
confidence through predictable delivery
increased understanding, greater speed and shared ownership, which facilitates
teams to perform at a level that surpasses the sum of their parts.in order to
fulfill the collaboration principle the team had to :
Involve the stakeholders, at the
right time, throughout the project.
Inspire pro-active participation
from the business representatives.
Guarantee that all members of
the team are empowered to take decisions on behalf of those they represent.
Build a one-team culture.
Never compromise quality
The level of quality to be provided should be agreed at
the start. All work should be intended at attaining that level of quality – no
more and no less.
To fulfill this principle the team had to:
level of quality from the outset, before development begins.
quality does not become changeable.
test continuously and test to the suitable level.
quality by constant review.
Build incrementally from firm foundations
DSDM advocates incremental provision of the solution in order to deliver
real business benefit as early as is practical. Incremental delivery inspires
stakeholder confidence, offering a source of feedback for use in subsequent
Timeboxes and may lead to the early recognition of business benefit.
In order to satisfy this principle, DSDM teams need to:
Carry-out appropriate analysis and enough design up front (EDUF) to
create strong foundations
Formally re-assess priorities
and informally re-assess ongoing project viability with each delivered
DSDM uses a combination of
Iterative Development, frequent demonstrations and full review to inspire
timely feedback. Accepting change as part of this evolutionary process allows
the team to converge on an accurate business solution. In order to fulfil this
principle the team needed to:
Build business feedback into each iteration
Know that most detail should arise later
rather than sooner
Embrace variation – the right solution will
not evolve without it
Use iterative development to inspire
ingenuity, trialing and learning
Communicate continuously and clearly
DSDM practices are specifically
designed to improve communication effectiveness for both teams and individuals.
In order to fulfil this
principle, the team needed to:
Inspire casual, face-to-face communication
at all levels.
Run daily team stand-up sessions.
Use Workshops, with a facilitator where
Use visual communication practices such as
Modelling and Prototyping.
Demonstrate the Evolving Solution early and
Keep documentation lean and timely
Handle the expectations of the stakeholder
at all levels throughout the project
Constantly target for honesty and
transparency in all communication
It is vital to be in control of a
project at all times and to be able to demonstrate that this is the case.
In order to fulfil this
principle, the team, especially the Project Manager and Team Leader, needed to:
Make plans and progress visible to all.
Measure development through focus on
delivery of products rather than finished
Weigh ongoing project viability based on
the business objectives.
Use a correct level of formality for
tracking and reporting.
Task 2 – 12 Marks
1) Abdifatah Mohamed
Ø Graphic Designer
Ø Worked as a
designer for 5 years and has over 20 complete successful projects under his
Ø Intinially he will
be involved heavily later he is just required if changes are made
2) Steve Mucheru
Ø Accessibility specialist
Ø Works as a
freelancer ,worked with big companies like Google Apple Samsung and he has
completed over 50 projects
Occasional involvement as much focus is given to the feedback from relevant users who
are involved in testing the app at various stages during the project
Ø Human computer
Ø Works as a
freelancer HCI specialist for 2 years and has over 10 complete
Involved heavily at near completion of the project
as HCI is focused on the interfaces between people (users) and
Ø 1 complete
Ø She will be
heavily involved in the project
the role of the Business Sponsor in a way which explains the importance of the
must be able to guarantee that decision making is effective and rapid.
must ensure availability of funds and other resources
is responsible for the business case throughout the project
must hold a sufficiently senior position in the organization to be resolve
must ensure on-going feasibility of the project in line with business case
b) Identifies a suitable candidate for the Business
Sponsor role from the four people listed above
· Moira Glendinning
c) For each of the three people who were not selected,
provide TWO (2) reasons why they would not be suitable for the role