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Application of DSDM to a Large Project White Paper

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  Application of DSDM to a Large Project White Paper
SKU: wp03
£14,95 GBP
($24,00 / € 18,87)
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The Application of DSDM to a Large Project White Paper.

This White Paper will be sent as an email attachment within 48 hours of cleared Payment.


Category: DSDM White Papers

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White Paper Synopsis

This White Paper provides advice and guidance on the effective application of DSDM to large projects. It first defines a large project as opposed to programmes. There are many different ways of defining the size of a project.
For the purposes of the White Paper large is defined as being ‘outside the usual DSDM envelope’, measured as:

more than 5 developers per team;
more than 5 development teams;
more than 1,000 function points per development team;
more than 6 months elapsed time.

These measures are not absolute. In practice it will be the number of thresholds which are exceeded and the extent to which they are exceeded which will indicate how far outside the DSDM envelope a project is and how significant the issues addressed in the White Paper will be to the project.

Capability and experience
In embarking on any systems development project an organisation must understand its capability and experience in relation to the needs of the project. DSDM projects are no different in this respect and the question which should be asked is not simply: ‘How large is it?’, but: ‘How large is it in relation to our capability to deliver and experience?
The White Paper identifies a number of questions that an organisation must ask itself as a means of understanding its capability and experience. The purpose of asking these questions is to minimise the risk to the project by establishing that the only significant aspect of the project which is new or represents an area of uncertainty relative to other projects undertaken is the ‘scaling up’ of DSDM.

Applying the DSDM principles
The White Paper focuses at length on applying the nine DSDM principles to large projects. The discussion identifies and addresses people, process and technology issues. However, issues arising from the increased number of people involved in a large project - be they developers, business users, stakeholders - dominate the discussion and highlight the main area of attention on a large DSDM project.

Further analysis of the discussion reveals a number of recurring themes which reinforce this notion. Closer examination of these themes reveals a common thread - formalisation. A relatively informal approach may work successfully on a small DSDM project (it could even be described as a characteristic of the approach).

However, it will not necessarily be appropriate on a large project where the increase in scale, principally in terms of people, will demand a higher degree of formalisation. The key is to apply just sufficient formalisation to overcome the issues of scale without compromising the principles and benefits of DSDM through over-bureaucracy.

Breaking down large projects
One of the most practical means of addressing a large project is to break it up into smaller, more manageable sub-projects. The White Paper provides some guidelines for doing this, describing various means of partitioning projects - into a number of concurrent or sequential sub-projects.

Increased size may also imply increased risk. By breaking down a project into a number of stages from proof of concept through pilot to phased full implementation is a means of containing this risk.

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