Chapter 20: Appendix C Index
Previous chapter: 19 Appendix B Project Approach Questionnaire (PAQ)
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
_____________________________________________________________________________________
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
_____________________________________________________________________________________
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
_____________________________________________________________________________________
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
_____________________________________________________________________________________
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
_____________________________________________________________________________________
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
_____________________________________________________________________________________
Kanban Boards, see Team Boards
_____________________________________________________________________________________
leadership, 14.3.7
_____________________________________________________________________________________
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
_____________________________________________________________________________________
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
_____________________________________________________________________________________
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