SEP Dynamic Software Development Methods.pptx

DSDM, or Dynamic Software Development Method, stands as one of the Software Engineering Practices. It is an agile development methodology designed to deliver high-quality software solutions rapidly and efficiently.

With this comprehensive presentation. Delve into its Introduction to grasp its fundamental concepts, followed by an exploration of its Importance and Benefits in modern software development practices. Discover the Eight Principles that underpin DSDM's methodology and learn about its unique framework. Understand the types of applications that are Unsuitable for DSDM and gain insight into the DSDM LifeCycle/Framework and Team Model. Navigate through the Challenges associated with implementing DSDM and compare it with other Agile methods. Finally, draw upon the insights provided to reach a Conclusion about the significance of DSDM in the realm of software development

Note: Please check the links provided in the presentation for a better understanding and to learn more about agile development approaches.

"I created this presentation as part of my academic requirements."

1. Dayananda Sagar College of Engineering Masters of Computer Application SEP Presentation:- Title: Dynamic Software Development Methods (DSDM) By :  Prajwal Shelar Guided By: Dr.  Jayanthi R Semester III  ( Academic year 2023-24 )

2. Contents Introduction to DSDM Importance and Benefits Eight Principles Methodology Unsuitable Applications DSDM LifeCycle /Framework DSDM Team Model Challenges with DSDM DSDM and other Agile methods Conclusion

3. Introduction to DSDM DSDM is an Agile method that focuses on the full project lifecycle,It   was created in 1994, after project managers using RAD (Rapid Application Development) sought more governance and discipline to this new iterative way of working. Definition of DSDM : Dynamic Software Development Method (DSDM) is an agile development methodology that focuses on delivering high-quality software solutions quickly and efficiently.  DSDM is based on the Agile Manifesto and its values and principles. It is a framework that provides a set of guidelines, processes, and best practices for developing software in an iterative and incremental manner.  It is an associate degree agile code development approach that provides a framework for building and maintaining systems. 

4. Introduction to DSDM  The DSDM philosophy is borrowed from a modified version of the sociologist principle—80 % of An application is often delivered in twenty percent of the time it’d desire deliver the entire (100 percent) application. DSDM is An iterative code method within which every iteration follows the 80% rule that simply enough work is needed for every increment to facilitate movement to the following increment. The remaining detail is often completed later once a lot of business necessities are noted or changes are requested and accommodated. The DSDM tool ( www.dsdm.org )

5. Importance of Agile Development Agile development methods have become increasingly popular in recent years due to their ability to deliver high-quality software solutions quickly and efficiently. Agile development emphasizes collaboration, flexibility, and adaptability, allowing teams to respond quickly to changing requirements and deliver value to the business. Agile development methods also promote transparency and communication, ensuring that all stakeholders are informed and involved in the development process.

6. Benefits of using DSDM Faster time to market: DSDM's iterative and incremental approach allows teams to deliver working software quickly, reducing the time to market. Increased collaboration: DSDM emphasizes collaboration between stakeholders and development teams, ensuring that everyone is involved in the development process and has a clear understanding of the project goals and requirements. Improved quality: DSDM's focus on testing and quality assurance throughout the development process helps ensure that the final product meets the business's needs and is of high quality.

7. Benefits of DSDM Adaptability: DSDM's iterative and incremental approach allows teams to adapt to changing requirements and priorities, ensuring that the final product meets the business's needs. Reduced risk: DSDM's emphasis on risk management and testing throughout the development process helps reduce the risk of project failure. Improved communication: DSDM's focus on communication and collaboration ensures that all stakeholders are informed and involved in the development process, reducing misunderstandings and miscommunications.

8. Agile Manifesto in the context of DSDM DSDM aligns with the Agile Manifesto's values and principles, emphasizing collaboration, communication, delivering working software, and adapting to changing requirements. Here's a summary of how DSDM aligns with the Agile Manifesto Values: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

9. Eight Principles of DSDM Focus on the business need. Deliver on time. Collaborate. Never compromise quality. Build incrementally from firm foundations. Develop iteratively. Communicate continuously and clearly. Demonstrate control.

10. DSDM Development Methodology

11. Unsuitable Applications for DSDM Safety-critical applications require a high degree of reliability and predictability, as failures can result in serious harm or loss of life. Air traffic control systems , for example, require a high degree of reliability and predictability to ensure the safety of passengers and crew. Medical devices , such as pacemakers or insulin pumps, also require a high degree of reliability and predictability to ensure the safety of patients. - DSDM is not recommended for safety-critical applications due to the high degree of reliability and predictability required., these applications require a more rigorous testing and validation process, which may not be feasible within the time constraints of DSDM.

12. DSDM LifeCycle / FrameWork Pre-project phase Feasibility phase [Phase 1] Business Study [Phase 2] Functional Model Iteration [Phase 3] Design and Build Iteration [Phase 4] Implementation [Phase 5]

13. DSDM LifeCycle / FrameWork Pre-project phase : Define the project's scope, objectives, and benefits Identify potential risks and constraints Produce a project mandate, which outlines the project's goals and objectives and provides authorization to proceed Feasibility phase [Phase1]: Conduct a feasibility study to assess the technical, financial, and operational feasibility of the project Produce a feasibility report, which outlines the project's technical and financial requirements, as well as any potential risks and constraints

14. DSDM LifeCycle /Framework Business Study [Phase2]:  It establishes the use and knowledge necessities that may permit the applying to supply business value; additionally, it is the essential application design and identifies the maintainability necessities for the applying. Requirements gathering Requirements analysis Risk identification Cost estimation Benefits realization Stakeholder management Project planning Decision making

15. DSDM LifeCycle /Framework Functional Model Iteration [Phase 3]  It produces a collection of progressive prototypes that demonstrate practicality for the client. The intent throughout this unvarying cycle is to collect further necessities by eliciting feedback from users as they exercise the paradigm.  (Note: All DSDM prototypes are supposed to evolve into the deliverable application.)

16. DSDM LifeCycle /Framework Design and Build Iteration [Phase 4] It revisits prototypes designed throughout useful model iteration to make sure that everyone has been designed during a manner that may alter it to supply operational business price for finish users. In some cases, useful model iteration and style and build iteration occur at the same time.

17. DSDM LifeCycle /Framework Implementation [Phase 5] It places the newest code increment (an “operationalized” prototype) into the operational surroundings. It ought to be noted that:  The increment might not 100% complete or, Changes are also requested because the increment is placed into place. In either case, DSDM development work continues by returning to the useful model iteration activity. MoSCoW Prioritization: (Must Have, Should Have, Could Have, Won't Have this time) is primarily used to prioritise requirements, although the practice is also useful in many other areas.

18. DSDM Team Model

19. DSDM Team Model The project-level roles (Business Sponsor, Business Visionary, Technical Coordinator, Project Manager and Business Analyst) are the directors, managers and coordinators of the work for the project, where necessary.  The project-level roles: Build projects around motivated individuals Trust the teams, confident that everyone will work to the best of their ability Give the teams the environment and support they need

20. DSDM Team Model The Solution Development Team roles are Business Ambassador, Solution Developer, Solution Tester, Business Analyst and Team Leader. These roles form the “engine room” of the project. They shape and build the solution and are collectively responsible for its day-to-day development and for assuring its fitness for business purpose The membership of each Solution Development Team should be stable throughout a project, however, in the worst case, each Solution Development Team should remain stable for a Project Increment.  Each member of the Solution Development Team is an empowered individual who takes personal ownership for their area of responsibility and represents the interests of their peers.

21. DSDM Team Model The supporting roles: (Business Advisors, Technical Advisors, Workshop Facilitator and DSDM Coach) provide assistance and guidance to the project on an ad hoc basis throughout the lifecycle. The Advisor roles may be filled by one or more subject matter experts, as necessary. 

22. DSDM Team Model Orange - Business interests, roles representing the business view Green - Solution/technical interests, roles representing the solution/technical view Blue - Management interests, roles representing the management/leadership view Grey - Process interests, roles representing the process view Mix of two colo urs – A role that straddles two separate areas of interest, e.g. Business Analyst, has both a business and a solution/technical focus

23. DSDM Team Model (Levels of Engagement) Engagement Levels: All DSDM roles need appropriate engagement to fulfill responsibilities. Project-Level Roles: Engage in high-level reviews, planning, and key decision-making sessions. Day-to-Day Engagement: Project-level roles are not daily but focus on Timebox beginnings, ends, and key review points. Solution Development Team Roles: Actively engaged on a daily basis, shaping, building, reviewing, and testing solutions. Daily Stand-up: All roles must attend to maintain common progress understanding and address issues. Communication and Collaboration: Continuous, open, honest communication and collaboration are crucial. Observer and Leader Role: Project-level roles engaging at a lower level should do so as observers and issue owners, not managers.

24. Challenges with DSDM Requires a high level of discipline and commitment May not be suitable for all types of projects Requires a strong and experienced development team Can be challenging to manage and control

25. DSDM and Other Agile Methods Similarities: Agile values and principles, iterative and incremental development, frequent delivery of products Differences: DSDM has a more formal and structured approach, with defined roles, techniques, and processes. DSDM is often combined with XP to supply a mixed approach that defines a solid method model (the DSDM life cycle) with the barmy and bolt practices (XP) that are needed to create code increments. 

26. Conclusion DSDM is a powerful and effective agile development method Offers a comprehensive framework for planning, managing, executing, and scaling agile process and iterative software development projects Requires a high level of discipline, commitment, and experience Suitable for projects with tight time constraints and a strong focus on schedule and quality.

27. Other Agile Project Management Frameworks Scrum Kanban Guide Extreme Programming Lean Development  Crystal Methodology Agile Methodology  Feature Driven Development (FDD) (Detailed Explanation and Tools:  https://www.toolsqa.com/ )

28. Reference Stapleton, J. (1997). Dynamic Systems Development Method: A Practical Guide to Rapid Application Development. New York: John Wiley & Sons. Stapleton, J. (2003). Dynamic Systems Development Method: Agile Project Management with DSDM Atern. London: Addison-Wesley. DSDM Consortium. (2014). DSDM Agile Project Management Framework. Retrieved from https://www.dsdm.org/sites/default/files/DSDM%20Agile%20Project%20Management%20Handbook%20V4_1.pdf Ambler, S. W. (2002). Agile Modeling. Hoboken, NJ: John Wiley & Sons. Beck, K. (2000). Extreme Programming Explained: Embrace Change. Boston: Addison-Wesley. Highsmith, J. (2002). Agile Software Development Ecosystems. Boston: Addison-Wesley. Larman, C., & Vodde, B. (2009). Scaling Lean & Agile Development: Thinking and Organizational Tools for Large-Scale Scrum. Upper Saddle River, NJ: Addison-Wesley.

29. References (2002). Agile Software Development. Boston: Addison-Wesley. Martin, R. C. (2009). Agile Software Development, Principles, Patterns, and Practices. Upper Saddle River, NJ: Pearson Education. Fowler, M., & Highsmith, J. (2001). Planning Extreme Programming. Boston: Addison-Wesley. Lindstrom, B., & Nilsson, M. (2010). Agile in Large Enterprises: A Pattern Language for Scaling Agility. Upper Saddle River, NJ: Addison-Wesley. Abrahms, B. (2004). Agile Estimating and Planning. Upper Saddle River, NJ: Pearson Education. Ambler, S. W. (2002). Agile Modeling. Hoboken, NJ: John Wiley & Sons. Beck, K. (2000). Extreme Programming Explained: Embrace Change. Boston: Addison-Wesley. Highsmith, J. (2002). Agile Software Development Ecosystems. Boston: Addison-Wesley.

30. References Schwaber, K., & Beedle, M. (2017). Agile Estimating and Planning. Upper Saddle River, NJ: Pearson Education. Cohn, M. (2013). Agile Estimating and Planning. Upper Saddle River, NJ: Pearson Education. Cockburn, A.  Larman, C., & Vodde, B. (2009). Scaling Lean & Agile Development: Thinking and Organizational Tools for Large-Scale Scrum. Upper Saddle River, NJ: Addison-Wesley. Schwaber, K., & Beedle, M. (2017). Agile Estimating and Planning. Upper Saddle River, NJ: Pearson Education. Cohn, M. (2013). Agile Estimating and Planning. Upper Saddle River, NJ: Pearson Education. Implementation of telecommunications cross-industry collaboration through agile project management L. Ranjaliba Saragih , M. Dachyar * , Teuku Yuri M. Zagloel Department of Industrial Engineering, Universitas Indonesia, Depok 16424, Indonesia