The DSDM Agile Project Framework (2014 Onwards)

Handbook

Appendix C Index

This index is in alphabetical, word by word order. It does not cover the Contents list or Foreword. Location references are to chapter and section number, e.g.



benefits realisation, 16.5.6



indicates that information on the realisation of benefits can be found in Chapter 16, section 16.5.6.



Abbreviations: App = Appendix; Fig = Figure; Tab = Table



_____________________________________________________________________________________



acceptance criteria

see also iterative development

confirming in Timebox, 13.3.2

defining whether met, 11.4.5

general, 11.4.2

on reverse of User Story cards, 15.3.3

quality perspective, 16.6.3



Agile Alliance, 2.1-2



Agile projects

see also projects

choosing DSDM as Agile approach, 2.6

differences between Agile approaches and DSDM, 2.4

introduction of Agile term, 2.1

relationship with DSDM, 2.2



application

difference from other Agile approaches, 2.4

difference from traditional approaches, 2.3

reasons for choosing DSDM, 2.6



Assemble activity, 6.6.1

see also Deployment phase



benefits

of facilitated workshops, 9.2

of using DSDM, 2.7

Benefits Assessments, 8.2.14

see also milestone products



benefits realisation, 16.5.6



Bennekum, Arie van, 2.1



Big Visible Charts (BCVs), see Team Boards



​Business Advisors

collaboration, 4.4

responsibilities, 7.12.1; 11.4.4

role, 7.2.2.3, 7.12

Timeboxes, 13.3.3

use in Solution Development Team, 5.3.2



Business Ambassadors

collaboration, 4.4

decision-making, 5.3.1

responsibilities, 7.9.1; 11.4.4

role, 7.2.2.2, 7.9

time commitment, 5.4.1

Timeboxes, 13.3.2-3.3, 13.4



Business Analysts

collaboration, 4.4

measurement of benefits, 16.5.6

modelling skills, 12.4.7

responsibilities, 7.7.1; 15.4.1, 15.4.3

role, 7.2.2.1-2.2.2, 7.7

Timeboxes, 13.3.2



Business Cases, 8.2.2

see also evolutionary products



business engagement in project

see also Instrumental Success Factors (ISFs)

active involvement of business roles, 5.4.2

commitment of time, 5.4.1

general, 5.4

supportive commercial relationships, 5.4.3



business needs, focussing on, 4.2



Business Sponsors

decision-making, 5.3.1

responsibilities, 7.3.1

role, 7.2.2.1, 7.3

Business Visionaries

approval of changes to requirements, 16.4.3

collaboration, 4.4

decision-making, 5.3.1

measurement of benefits, 16.5.6

responsibilities, 7.4.1; 17.2.1

role, 7.2.2.1, 7.4

Timeboxes, 13.3.3



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change, responding to, 2.2



change control, 16.4.3

see also project control



chat facilities, 14.2.3

see also communication



collaboration

see also teams; workshops

barriers to, 14.3.2

collaborative people, 14.3.3

collaborative testing, 16.3.2

collaborative workspaces, 14.2.3

customer collaboration, 2.2

definition, 14.3.1

effective collaboration, 14.3.2

estimating in groups, 16.2.3

general, 4.4; 14.1, 14.4

leadership, 14.3.7

T-shaped skills, Fig 14d

workplace culture, 14.3.6



commercial relationships, 5.4.3

see also stakeholders



common sense, 3.1, 3.5



communication

see also modelling; workshops

co-located teams, 14.2.6

communication skills, 14.2.1

day-to-day, 14.2.5

see also Team Boards; Daily Stand-ups

distributed teams

communication models, Figs 14a-b

general, 14.2.7

examples of poor communication, 14.1

general, 4.8; 14.4

planning effective communication, 14.2.2

types of communication, 14.2.3

use of specialist terminology, 14.2.1

within Solution Development Teams, 5.3.3-3.4

words v. pictures, 14.2.4, Fig 14c



composition of DSDM, Fig 3a



conferencing methods, 14.2.3

see also communication

control, see project control



cost, as project variable, 3.3, Fig 3b



Could Have priorities

see also MoSCoW prioritisation

definition, 10.2.3

difference from Should Have priorities, 10.4.2

percentage of requirements, 10.4.1

project metrics, 10.5



creation of DSDM, 1.1; 2.1



customer collaboration, 2.2

see also collaboration



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Daily Stand-ups

attendance at, 7.2.3

general, 13.5; 14.2.5.1

transparency of process/progress, 16.4.2

updating of Timebox Plans, 8.2.11



decision-making, 5.3.1; 9.2



definitions, 1.1.-2



deliverables, verification, 11.4.4-4.5



Delivery Approach Definitions, 8.2.5

see also evolutionary products



delivery of solutions

general, 3.4.1-4.2; 4.1

incremental, 4.6; 5.5



Delivery Plans, 8.2.6; 16.2.2

see also evolutionary products; Project Increments



Deploy activity, 6.6.3

see also Deployment phase



Deployed Solution, 8.2.10



Deployment phase

see also process

Assemble activity, 6.6.1

Deploy activity, 6.6.3

modelling, 12.4.5

objective, 6.6

project closure, 6.6.4

project planning, 16.5.5

quality assurance, 16.6.6

Review activity, 6.6.2

simple v. complex deployment, 6.6.5



Development Approach Definitions, 8.2.5

see also evolutionary products



documents

see also products

as means of communication, 14.2.3

value of, 8.3



DSDM, choice of as Agile approach, 2.6



DSDM Coach

responsibilities, 7.15.1

role, 7.2.2.3, 7.15

DSDM Consortium, 1.1-3



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EDUF, 1.2



email, 14.2.3

see also communication



empowerment

general, 16.2.1

Solution Development Teams, 5.3.1; 16.4.4



end-to-end testing, 16.6.6

see also testing



Enough Design Up Front (EDUF), 1.2

see also Foundations phase



Epics, 15.3.2-3.3, 15.4.1-4.2

see also User Stories



estimates, 16.2.3

see also project planning



Evolutionary Development phase

see also process

modelling, 12.4.4

objectives, 6.5

planning, 16.5.4

quality issues, 16.6.3-6.5

requirements during, 15.4.3



evolutionary products

see also products

Business Cases, 8.2.2

Delivery Plans, 8.2.6; 16.2.2

Development Approach Definitions, 8.2.5

Evolving Solutions, 5.5; 8.2.10

Management Approach Definitions, 8.2.7

Prioritised Requirements Lists (PRL), see Prioritised Requirements Lists (PRL)

Solution Architecture Definitions, 8.2.4

Timebox Plans, 8.2.11; 16.5.4

Timebox Review Records, 8.2.12; 13.3.2



Evolving Solutions, 5.5; 8.2.10



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face-to-face communication, 14.2.3

see also communication



facilitated workshops, see workshops

Feasibility Assessments, 8.2.8

see also milestone products



Feasibility phase

see also process

completion of Project Approach Questionnaires, 5.7

modelling, 12.4.2

objectives, 6.3

planning, 16.5.2

requirements activity, 15.4.1

risk analysis, 16.6.1

use of Terms of Reference in, 8.2.1



features, as project variable, 3.3, Fig 3b





Foundation Summaries, 8.2.9

see also milestone products



Foundations phase

agreeing development strategy, 11.2

agreeing lifecycle of project, 6.8

analysis and design, 1.2

decision-making boundaries, 5.3.1

Enough Design Up Front, 1.2

modelling, 12.3.2, 12.4.3

objectives, 6.4

planning, 16.5.3

project variables, 3.3

quality issues, 16.6.2

re-assessment of Project Approach Questionnaires, 5.7

requirements activity, 15.4.2

returning to during project, 6.4



free format Timeboxes

see also Timeboxes

diagram, Fig 13b

general, 13.4



functional requirements (FRs), 15.2.1.1

see also requirements



glossary, App A

governance processes, products used in

Benefits Assessments, 8.2.14

Feasibility Assessments, 8.2.8

Foundations Summaries, 8.2.9

general, 8.1, Fig 8a

Project Review Reports, 8.2.13

Terms of Reference, 8.2.1

Timebox Review Records, 8.2.12



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incremental delivery of solutions, 4.6; 5.5



individuals/interaction, 2.2

see also collaboration



Information Radiators, see Team Boards



Instrumental Success Factors (ISFs)

business engagement

  active involvement of business roles, 5.4.2

  commitment of time, 5.4.1

  general, 5.4

  supportive commercial relationships, 5.4.3



DSDM project approach, 5.2

general, 5.1, 5.8

incremental delivery, 5.5

iterative development, 5.5

Project Approach Questionnaires, see Project Approach Questionnaires (PAQ)

Solution Development Teams, see Solution Development Teams (SDT)

testing, 5.5

transparency, 5.6



​ISFs, see Instrumental Success Factors (ISFs)



iterative development

controlling, 11.3

general, 4.5, 4.7; 11.5

Instrumental Success Factors, see Instrumental Success Factors (ISFs)

overview, 11.1

planning

 general, 11.2

 requirement focus, 11.2.1

 solution focus, 11.2.2



quality

acceptance criteria, 11.4.2, 11.4.5

criteria, 11.4.1

general, 11.4

validation, 11.4.3

verification, 11.4.3-4.5



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Kanban Boards, see Team Boards

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leadership, 14.3.7

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Management Approach Definitions, 8.2.7

see also evolutionary products



management by exception, 16.4.4

see also project control



Manifesto For Agile Software Development, 2.1-2

milestone products

see also products

Benefits Assessments, 8.2.14

Feasibility Assessments, 8.2.8

Foundation Summaries, 8.2.9

Project Review Reports, 8.2.13

Terms of Reference, 8.2.1



Minimum Usable SubseT (MUST), 3.3; 10.2.1

see also MosCow prioritisation



modelling

see also models

‘as is’ v. ‘to be’, 12.4.7

Deployment phase, 12.4.5

Evolutionary Development phase, 12.4.4

Feasibility phase, 12.4.2

Foundations phase, 12.4.3

general, 12.5

perspectives, 12.3.2, Fig 12a,

Post-project phase, 12.4.6

Pre-project phase, 12.4.1

purpose 12.1-2

techniques, 12.3.2



models

see also modelling; prototypes

‘as is’ v. ‘to be’, 12.4.7

definition, 12.2

target audiences, 12.3.1

types, 12.1



MoSCoW prioritisation

Could Have items, 10.2.3, 10.4.2

general, 3.3; 10.1, 10.9

managing business expectations, 10.5

Must Have items, 10.2.1, 10.4.4

priorities

 assigning, 10.8

 balancing, 10.4.1, Fig 10a

 defining, 10.4.2

 levels of priority for requirements, 10.3

relationship to Business Vision, 10.6.1

re-prioritising at end of Project Increment, 10.4.4

review during project, 10.4.3

Should Have items, 10.2.2, 10.4.2

use in practice, 10.7

Won’t Have this time items, 10.2.4



MUST, 3.3; 10.2.1



Must Have priorities

see also MoSCoW prioritisation

definition, 10.2.1

percentage of requirements, 10.4.1

re-prioritising at end of Project Increments, 10.4.4

review, 10.4.4

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non-functional requirements (NFRs), 15.2.1-2.2, 15.5.1

see also requirements

_____________________________________________________________________________________



observers at workshops, 9.3.3.4

see also workshops



outcome-based measurement, 16.4.1, Fig 16a

see also project tracking



overview of Handbook, 1.3

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PAQs, see Project Approach Questionnaires (PAQ)



participants in workshops, 9.3.3.3

see also workshops



philosophy, 3.1, 3.5, Fig 3a



planning, see project planning



Post-project phase

see also process

objectives, 6.7

modelling, 12.4.6

planning benefits realisation, 16.5.6



pragmatism, 3.1, 3.5



Pre-project phase

see also process

objectives, 6.2

modelling, 12.4.1

planning, 16.5.1



principles

Build Incrementally from Firm Foundations (Principle 5), 4.6

Collaborate (Principle 3), 4.4

Communicate Continuously and Clearly (Principle 7), 4.8

Deliver on Time (Principle 2), 4.3

Demonstrate Control (Principle 8), 4.9

Develop Iteratively (Principle 6), 4.7

Focus on the Business Need (Principle 1), 4.2

general, 3.1, 3.5, Fig 3a; 4.1, 4.10

Never Compromise Quality (Principle 4), 4.5



prioritisation of requirements, see MoSCoW prioritisation



Prioritised Requirements Lists (PRL)

see also evolutionary products

general, 8.2.3

Timebox PRLs, 10.3

undelivered products, 13.3.4

User Stories, 15.4.2

Won’t Have this time requirements, recording, 10.2.4



PRL, see Prioritised Requirements Lists (PRL)



process

configuration of for projects, 6.9

Deployment phase, 6.6-6.6.5

diagram, Fig 6a

Evolutionary Development phase, 6.5

Feasibility phase, 6.3

Foundations phase, 6.4

general, 3.5, Fig 3a

lifecycle of project, 6.8

overview, 6.1, 6.10

Post-project phase, 6.7

Pre-project phase, 6.2



products of DSDM process

diagram, Fig 8a

evolutionary products

Business Cases, 8.2.2

Delivery Plans, 8.2.6; 16.2.2

Development Approach Definitions, 8.2.5

Evolving Solutions, 5.5; 8.2.10

Management Approach Definitions, 8.2.7

Prioritised Requirements Lists, see Prioritised Requirements Lists (PRL)

Solution Architecture Definitions, 8.2.4

Timebox Plans, 8.2.11; 16.5.4

Timebox Review Records, 8.2.12; 13.3.2



general, 3.5, Fig 3a; 8.1, 8.3



milestone products

Benefits Assessments, 8.2.14

Feasibility Assessments, 8.2.8

Foundation Summaries, 8.2.9

Project Review Reports, 8.2.13

Terms of Reference, 8.2.1



streamlining of, 1.2



Project Approach Questionnaires (PAQ)



general, 5.7

template, App B

use in tailoring DSDM

 general, 17.1-2, 17.3

 individual PAQ statements, 17.2.1



project control

demonstrating control, 4.9

management by exception, 16.4.4

responding to change, 16.4.3



Project Increments

see also Timeboxes

changes to Solution Development Teams, 5.3.2

general, 3.4.1

incremental planning, 16.5.7

Must Have requirements, 10.3

re-prioritising requirements at end of, 10.4.4; 16.5.7

reviews of Business Case, 8.2.2



project-level roles

see also roles

Business Analysts, 7.7

Business Sponsors, 7.3

Business Visionaries, 7.4

engagement, 7.2.3

general, 7.2.2.1

Project Managers, 7.6

Technical Coordinators, 7.5



Project Managers

see also projects

responsibilities, 7.6.1; 14.3.7; 16.2.1

role, 7.2.2.1, 7.6



project outcomes, 3.2



project planning

Deployment phase, 16.5.5

diagram, Fig 16b

estimates, 16.2.3

Evolutionary Development phase, 16.5.4

Feasibility phase, 16.5.2

Foundations phase, 16.5.3

general, 16.1, 16.7

incremental planning, 16.5.7

level of detail, 16.2.2

outcome-based planning, 16.2.1

planning horizons, 16.2.2

Post-project phase, 16.5.6

Pre-project phase, 16.5.1

testing, see testing

Timeboxes, 16.5.4



Project Review Reports, 8.2.13

see also milestone products



project tracking

general, 16.4

outcome-based measurement, 16.4.1, Fig 16a

transparency, 16.4.2



project variables, 3.3, Fig 3b

projects



see also Agile projects; Project Managers

addressing problems using DSDM, 2.5

business engagement in, 5.4-4.3

closure following deployment of solution, 6.6.5

control of, see project control

difference between traditional approach and DSDM, 2.3

historic failure of, 2.1

lifecycle, 6.8

outcomes, 3.2

planning, see project planning

tailoring DSDM to project, 17.2-2.1

tracking, see project tracking



prototypes, 12.3, 12.4.2-3

see also modelling

_____________________________________________________________________________________



quality

as project variable, 3.3, Fig 3b

assurance, 8.2.5; 16.6.5

compromising, 4.5

impact assessments, 16.6.5

iterative development

 acceptance criteria, 11.4.2

 general, 11.4

 quality criteria, 11.4.1

 validation, 11.4.3

 verification, 11.4.3-4.5



project planning

Deployment phase, 16.6.6

Evolutionary Development phase, 16.6.3-5

Feasibility phase, 16.6.1

Foundations phase, 16.6.2



questionnaires, see Project Approach Questionnaires (PAQ)



Rapid Application Development (RAD), 1.1; 2.1



requirements

categories

 general, 15.2.1

 functional requirements (FRs), 15.2.1.1

 non-functional requirements (NFRs), 15.2.1.2



changes to, 16.4.3

defining through User Stories, see User Stories

definition, 15.2

DSDM lifecycle phases

 Evolutionary Development phase, 15.4.3

 Feasibility phase, 15.4.1

 Foundations phase, 15.4.2

 general, 15.4

general, 15.1, 15.5



responsibilities

see also roles

Business Advisors, 7.12.1

Business Ambassadors, 7.9.1

Business Analysts, 7.7.1

Business Sponsors, 7.3.1

Business Visionaries, 7.4.1

DSDM Coaches, 7.15.1

Project Managers, 7.6.1

Solution Developers, 7.10.1

Solution Testers, 7.11.1

Team Leaders, 7.8.1

Technical Advisors, 7.13.1

Technical Coordinators, 7.5.1

Workshop Facilitators, 7.14.1



Return on Investment (ROI), 10.6.1



Review activity, 6.6.2

see also Deployment phase



reviews

deliverables, 11.4.4

Timeboxes, 13.3.2-3.3

risk analysis, 16.6.1

ROI, 10.6.1



roles

see also responsibilities

Business Advisors, 7.12

Business Ambassadors, 7.9

Business Analysts, 7.7

Business Sponsors, 7.3

Business Visionaries, 7.4

DSDM Coaches, 7.15

DSDM Team Model, 7.2.1, Fig 7a

fulfilment, 7.2.4

general, 7.1, 7.16

levels of engagement, 7.2.3

project-level, 7.2.2.1

Project Managers, 7.6

Solution Development Teams, 7.2.2.2

Solution Developers, 7.10

Solution Testers, 7.11

supporting, 7.2.2.3

Team Leaders, 7.8

Technical Advisors, 7.13

Technical Coordinators, 7.5

Workshop Facilitators, 7.14

_____________________________________________________________________________________



Scrum

using DSDM alongside, 2.6

white paper/pocketbook, 1.2



‘servant leaders’, 14.3.7



Should Have priorities

see also MoSCoW prioritisation

definition, 10.2.2

difference from Could Have priorities, 10.4.2

project metrics, 10.5



soft skills, 14.2.1



Solution Architecture Definitions, 8.2.4

see also evolutionary products



Solution Developers

responsibilities, 7.10.1; 11.4.4

role, 7.2.2.2, 7.10







Solution Development Teams (SDT)

co-location, 5.4.2

empowerment, 5.3.1; 16.4.4

engagement, 7.2.3

Evolutionary Development phase, 6.5

general, 5.3

responsibilities, 16.2.1, 16.5.4

roles

 Business Ambassadors, 7.9

 Business Analysts, 7.7

 general, 7.2.2.

 Solution Developers, 7.10

 Solution Testers 7.11

 Team Leaders, 7.8

size, 5.3.4

skills, 5.3.3

stability, 5.3.2



Solution Increments, 4.6; 5.5; 8.2.10; 16.4.1



Solution Testers

responsibilities, 7.11.1; 11.4.4

role, 7.2.2.2, 7.11



solutions, delivery of

general, 3.4.1-4.2; 4.1

incremental delivery, 4.6; 5.5



stakeholders

collaboration, 14.3.4

communication with, 14.2.2

definition, 3.1

obtaining buy-in through workshops, 9.2

sharing of knowledge, 4.4



Structured Timeboxes

see also Timeboxes

close-out, 13.3.5

consolidation, 13.3.4

diagram, Fig 13a

general, 13.3

investigation, 13.3.2

kick-off, 13.3.1

refinement, 13.3.3



supporting roles

see also roles

Business Advisors, 7.12

DSDM Coaches, 7.15

engagement, 7.2.3

general, 7.2.2.3

Technical Advisors, 7.13

Workshop Facilitators, 7.14

_____________________________________________________________________________________



tailoring DSDM to projects, 17.1-3



TDD, 16.3.6



Team Boards, 13.5; 14.2.3, 14.2.5.1; 16.4.2



Team Leaders

see also teams

collaboration, 4.4

responsibilities, 7.8.1; 14.3.7; 16.5.4

role, 7.2.2.2, 7.8



Team Models, 7.2.1, Fig 7a

see also responsibilities; roles



teams

co-located, 14.2.6

distributed, 14.2.7

DSDM concept, 14.3.4

leaders, see Team Leaders

team goals, 14.3.5

team spirit, developing through workshops, 9.2

teamwork, 4.4



Technical Advisors

responsibilities, 7.13.1

role, 7.2.2.3, 7.13

use in Solution Development Team, 5.3.2



Technical Coordinators

responsibilities, 7.5.1; 11.4.4

role, 7.2.2.1, 7.5



teleconference Stand-ups, 13.5; 14.2.3

see also Daily Stand-ups



Terms of Reference, 8.2.1; 15.4.1

see also milestone products



Test-driven Development (TDD), 16.3.6

see also testing



testing

collaboration, 16.3.2, 16.6.4

deliverables, 11.4.4

general, 4.5

independence, 16.3.5

Instrumental Success Factors, 5.5

integration into project, 16.3.1

prioritisation, 16.3.4

quality issues, 16.6.4-6.6

repeat testing, 16.3.3

test-driven development, 16.3.6



Themes, 15.3.2-3.3, 15.4.1-4.2

see also User Stories



time

as project variable, 3.3, Fig 3b

commitment of business time to project, 5.4-4.1

delivering on time, 4.3



Timebox Plans, 8.2.11; 16.5.4

see also evolutionary products



Timebox Prioritised Requirements List, 10.3

see also Prioritised Requirements List (PRL)



Timebox Review Records, 8.2.12; 13.3.2

see also evolutionary products



Timeboxes

daily stand-ups, see Daily Stand-ups

dealing with changes to, 13.6

definition, 13.1

free format

 diagram, Fig 13b

 general, 13.4

general, 13.7-8, Fig 13c

horizons, 16.2.2

incremental delivery of solution, 5.5

length, 13.1

MoSCoW prioritisation, 10.3

project planning, 16.5.4

solution-focussed iterative development, 11.2.2

structured

 close-out, 13.3.5

 consolidation, 13.3.4

 diagram, Fig 13a

 general, 13.3

 investigation, 13.3.2

 kick-off, 13.3.1

 refinement, 13.3.3

styles, 13.2

User Stories, 15.4.3



Timeboxing

application, 13.7-8, Fig 13c

general, 3.3; 13.1

outcome-based measurement, 16.4.1, Fig 16a



transparency, 5.6

_____________________________________________________________________________________



User Stories

cards, 15.3.3

definition, 15.3.1

Evolutionary Development phase, 15.4.3

example, 15.3.3

Feasibility phase, 15.4.1

format, 15.3.2

Foundations phase, 15.4.2

general, 10.1; 12.3.2

guidance on creating, 15.3.4



_____________________________________________________________________________________



verification of deliverables, 11.4.4-4.5

_____________________________________________________________________________________



‘Waterfall’ approach to projects, 2.1, 2.3



Won’t Have this time priorities, 10.2.4, 10.4

see also MoSCoW prioritisation



working software, 2.2



Workshop Facilitators

managing workshops, 9.3.1-3.2, 9.3.3.2

responsibilities, 7.14.1

role, 7.2.2.3, 7.14; 9.1

running workshops, 9.3.4.1-3.4.4



Workshop Owners, 9.3.3.1, 9.3.4.1, 9.3.4.6



Workshop Scribes, 9.3.3.2, 9.3.4.5



workshops

activities

 define and plan, 9.3.4.1

 document, 9.3.4.5

 general, 9.3.4

 prepare, 9.3.4.2

 run, 9.3.4.3

benefits, 9.2

general, 4.4; 9.1, 9.6

group dynamics, 9.3.2

process, 9.3.1

retrospectives, 9.3.4.4; 13.3.5

roles in facilitated workshops

 general, 9.3.3

 observers, 9.3.3.4

 participants, 9.3.3.3

 workshop facilitator, 9.3.3.2

 workshop owner, 9.3.3.1

success factors, 9.4

unfacilitated, 9.5