Dynamic Systems Development Model - Case Study Example

Agile Project Management: Case Study and Agile Project Management: Case Study The Combat Identifications Server (CIdS) Technology Demonstrator Project (TDP) is a project for the Ministry of Defense where agile project management framework was applied effectively. The chosen agile framework was the Dynamic Systems Development Model (DSDM) which produced high quality results (General Dynamics, 2010). Reasons why the DSDM agile framework was selected for the CIdS TDP project The department of defense had realized that it was time to adopt modern technology, and whatever approach to project management that was adopted would have to be able to deliver high quality success within the given time frame and within the affordable budget. As Stapleton (2003) notes, the reason why DSDM agile framework was adopted is not only because of their reputation for high quality delivery projects, but also because of the sensitivity of the project. In addition, DSDM have been proved for their MoSCoW approach, which has been applied and yielded success in past projects. In addition, DSDM is known for their iterative and incremental approaches that are a great determinant of success in agile projects (Stapleton, 2003). The Ministry also chose this agile framework because of its earlier project management experiences where there was budget overrun, time constraints and lesser successes (General Dynamics, 2010). In addition, the ministry needed a technically complex project, and this could definitely not have been achieved by employing the traditional project management approaches. The other reason that saw DSDM being contracted for the project was due to its ability to stick to its principles that guide its success, and the ability of this agile framework to bridge the gap between prime contractors and customers to a successful integrated project. Problems being addressed The main problems that the project team tried to solve were schedule deadlines, costs and technical applications of the project. The ministry of Defense saw the dire need for up-to-date technological applications that would help reduce cases of mistaken identity in the heat of the battle, and this would be achieved through the Combat Identifications Server (CIdS) Technology Project (TDP) (General Dynamics, 2010). These problems could not be adequately addressed through the traditional model. To address the problems, the agile framework adopted some of its most basic and well known techniques. DSDM is known for applying eight basic principles that are guidelines that lay the foundation for the success of the framework (Layton, 2012). These techniques are a focus on what the business needs, timely delivery, collaboration, and un-compromised quality of product, foundations that are incrementally firm, iterative development, continuous and clear communication and control demonstration (Stapleton, 2003). In this particular project, three techniques were most outstanding. This included continuous and clear communication, time boxing and collaboration. These techniques were not only crucial for ensuring that the project was delivered on time, but was also within the budget and was of high quality. In my opinion, the approach and techniques applied above was the best chance that the project had to register success, timely delivery and quality within the allotted budget. DSDM have earlier registered success in other projects, and even though this was a sensitive program, involving software adoption and technical capabilities, the approach was best suited for the project. Clear communication, change from the traditional project management paradigm approach to the new agile approach was definitely a wise and suitable approach. How project teams and coaches master methodology to solve business problems The project teams and coaches have to master the agile methodology to ensure that they adequately solve business problems. To do this, they not only go through extensive training, but also get involved to get exposure and experience. In addition, they have to consider that the people, stick to philosophies and laid down procedures. To ensure success, the team members and coaches have an open mind and, hence, understand that all businesses have different needs, and that the requirements are different. However, the results in all the different cases should be quality success (Adkins, 2010). For example, in the DSDM, the following structure illustrates what guides them. The principles, however, on my opinion are the most effective (Stapleton, 2003). When the team and coaches get the principles that govern the framework, they will definitely be able to fulfill their obligations. Agile approached projects versus traditional project management approach The flexibility around which agile project managements are based results to businesses reaping more businesses as compared to those that apply traditional project management approaches. In my opinion, businesses that adopt agile frameworks for project managements have higher chances of succeeding and reaping higher benefits (Puri, 2009). These benefits are evidenced by the differences between the two approaches. To begin with, in agile approaches, the teams are self motivated and are allowed to fulfill deliverables as they may want, the only requirement being that they stick to the rule. On the other hand, teams on the traditional approaches are not flexible and are usually under controlled supervision of the project manager, working with schedules that are not only detailed, but also agreed at on the onset of the project, making it hard to initiate changes once the project starts (Puri, 2009). Secondly, the requirements and needs of the project are usually developed during the agile project development whereas, traditionally, the needs and requirements are usually identified at the onset of the project. The agile projects, therefore, make it easier to produce a more efficient and successful project compared to traditional approaches. In addition, the agile approaches allow user testing and frequent customer feedback and, hence, there are higher chances of realizing and correcting mistakes and implementing the collected feedback. This has higher benefits compared to traditional approaches where the user test and feedback takes place when the project nears completion, which might result to expensive correctional fixes (Layton, 2012; Puri, 2009). From the few differences above, my opinion is that businesses that adopt an agile project framework have higher chances for reaping greater benefits. Roles of an agile coach Gone are the days when coaches were found in executive suits and in the athletics and sports field. The agile project development team has a coach who plays a major and vital role in the success of any project. From the above case study and other cases where coaches have been involved to deliver successful projects, there are common roles and responsibilities. To begin with, the agile coaches have the role of training the team members and mentor them for efficient success. People have a tendency of attending agile training programs, but do not put what has been learnt into action (Adkins, 2009). The coaches, therefore, ensure that the training acquired by the team members is put into action and the team is constantly mentored. Secondly, the coach is responsible for facilitating the involved team with necessary knowledge, act as the advisor and a consultant. In addition, the coaches have a role of identifying risks and advice on any corrective action, as well as ensuring that their team is following the laid processes in agile frameworks. The coach also has a role in giving advice on planning and to encourage the owners of products, just like the Department of Defense above, to develop and write their own user stories. In my opinion, an agile coach is a great determinant of how successful a project will be executed. The coach acts as the foresight of the team, and when the other team members are busy carrying out their own assigned responsibilities, the coach analyses the success of the project at different stages, foresees any risks, gives advice where it is needed and ensures that the training acquired by the team is aptly applied. The coach is usually a person who has vast and long-term experience in agile projects which, therefore, is critical for success of the project (Puri, 2009). References Adkins, L. (2010). Coaching Agile Teams: A Companion for Scrum Masters, Agile Coaches and Project Managers in Transition. Boston: Addison- Wesley Professional. General Dynamics. (2010).Improving Outcomes through Agile Projects Management. Retrieved from . Layton, M. (2012). Agile Project Management for Dummies. New York: John Wiley and Sons. Puri, C. (2009). Agile Management: Feature Driven Development. New York: Routledge. Stapleton, J. (2003). DSDM: Business Focused Development. 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