The Dynamic Systems Development Method (DSDM) advocates that projects should do just “Enough Design Up Front” in order to understand and clarify the structure of the overall solution and to create an agile plan for delivery of the project. This is seen as the key differentiator for DSDM. In a DSDM project, analysis and design activity undertaken covers the full breadth of the project but deliberately avoids going into detail. This approach promotes agility in developing the required solution whilst avoiding the risk of “No Design Up Front” that makes many larger and more strongly governed organizations nervous.
The DSDM approach is based on eight principles that help direct and shape the attitude and mindset of the team. Compromising any of these principles undermines the DSDM’s philosophy, which is: “best business value emerges when projects are aligned to clear business goals, deliver frequently and involve the collaboration of motivated and empowered people”.
The DSDM Principles
Focus on the business need
Every decision taken during a project should be viewed in the light of the overriding project goal – to deliver what the business needs to be delivered, when it needs to be delivered. A project is a means to an end, not an end in itself. In order to fulfil this principle, teams need to understand the true business priorities, establish a valid business case, ensure continuous business sponsorship and commitment, and guarantee delivery of the minimum usable subset.
Deliver on time
Delivering a solution on time is quite often the single most important success factor. Late delivery can often undermine the rationale for a project, especially where market opportunities are involved. Even for projects without a need for a fixed end date, delivery on time is still the best way to demonstrate control over evolution of the solution. In order to fulfil this principle, teams need to timebox the work, focus on business priorities, always hit deadlines, and build confidence through predictable delivery.
Collaborate
Teams need to work in a spirit of active cooperation and commitment. Collaboration encourages increased understanding, greater speed and shared ownership. In order to fulfil this principle, teams need to involve the right stakeholders at the right time, encourage pro-active involvement from business representatives, ensure that all members of the team are empowered to take decisions on behalf of those they represent, and build a one-team culture.
Never compromise quality
The level of quality to be delivered should be agreed on at the start. All work should be aimed at achieving that level of quality. If the business agrees that the features in the Minimum Usable SubseT meet the agreed acceptance criteria, then the solution should be “good enough” to use effectively. In order to fulfil this principle, teams need to agree the level of quality from the outset, before development starts, ensure that quality does not become a variable, test early and continuously to the appropriate level, build in quality by constant review, and design and document appropriately.
Build incrementally from firm foundations
One of the key differentiators for DSDM from other agile practices is the concept of establishing firm foundations for the project before committing to significant development. First, the scope of the business problem needs to be understood and then the proposed solution is designed, but not in such detail that the project becomes paralyzed by overly detailed analysis of requirements. Once the foundations for development have been established, incremental delivery of the solution can happen in order to deliver real business value as early as practical. Incremental delivery encourages stakeholder confidence, offering a source of feedback for the use in subsequent timeboxes. In order to fulfil this principle, teams need to carry-out appropriate analysis and enough design up front to create strong foundations, and formally re-assess priorities and informally re-assess ongoing project viability with each delivered increment.
Develop iteratively
DSDM uses a combination of iterative development, frequent demonstrations and comprehensive review to encourage feedback. As part of this evolutionary process, teams need to embrace change. The concept of iteration is at the heart of everything developed with the DSDM approach. It is very rare that anything is created perfectly first time and it is important to recognize that projects operate within a constantly changing world. In order to fulfil this principle, teams need to build business feedback into each iteration, recognize that most detail should emerge later rather than earlier, embrace change, use iterative development to encourage creativity, experimentation and learning, and allow for change to happen.
Communicate continuously and clearly
Project failure is often due to poor communication. DSDM practices are specifically designed to improve communication effectiveness for both teams and individuals. In order to fulfil this principle, teams need to encourage informal, face-to-face communication at all levels, run daily team stand-up sessions, use workshops, use visual communication practices such as modelling and prototyping, demonstrate the evolving solution early and often, keep documentation lean and timely, manage the expectations of the stakeholder at all levels throughout the project, and always aim for honesty and transparency in all communication.
Demonstrate control
It is essential to be in control of a project at all times and to be able to demonstrate this. This is best done by referencing to a plan for the work being done, which is clearly aligned with agreed business objectives. It is also vital to ensure transparency of all work being performed by the team. In order to fulfil this principle, teams need to make plans and progress visible to all, measure progress through focus on delivery of products rather than completed activities, manage proactively, evaluate continuing project viability based on the business objectives, and use an appropriate level of formality for tracking and reporting.
