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.

11. DSDM
Development
Methodology

12. 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.

13. 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]

15. 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

16. 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

17. 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.)

18. 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.

19. 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:
a) The increment might not 100% complete or,
b) 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.

20. DSDM Team
Model

21. 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

22. 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.

23. 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.

24. 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 colours – A role that straddles two separate areas of
interest, e.g. Business Analyst, has both a business and a
solution/technical focus

25. 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.

26. 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

27. 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.

28. 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.

29. 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/)

30. 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.

31. 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.

32. 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