Software Project Management

Module Code & Module Title
CC7176NI Software Project Management
Assessment Weightage & Type

50% Individual Coursework
Semester
2019 Spring
Student Name: Manish Verma

London Met ID: 18030931
College ID: NP01MS7S190011
Assignment Due Date: 11th June 2019
Assignment Submission Date: 11th June 2019
Word Count (Where Required):
I confirm that I understand my coursework needs to be submitted online via Google Classroom under the
relevant module page before the deadline in order for my assignment to be accepted and marked. I am
fully aware that late submissions will be treated as non-submission and a mark of zero will be awarded.
Table of Contents
Chapter 1 Memorandum ................................................................................................................. 1
Chapter 2 Methodologies ................................................................................................................ 2
2.1 Software Development Approaches ...................................................................................... 2
2.2 Methodologies ....................................................................................................................... 3
2.2.1 Kanban ............................................................................................................................ 4
2.2.2 Dynamic System Development Method (DSDM).......................................................... 5
2.3 Selection of DSDM ............................................................................................................... 8
2.4 Rejection of Kanban .............................................................................................................. 9
Chapter 3 RACI Matrix ................................................................................................................ 11
3.1 RACI Matrix on Process level ............................................................................................ 12
3.2 RACI Matrix on Activity Level .......................................................................................... 14
Chapter 4 Project Plan .................................................................................................................. 17
4.1 Team Structure .................................................................................................................... 17
4.1.1 Team Role Description ................................................................................................. 18
4.2 User Stories ......................................................................................................................... 19
4.3 Prioritization and Estimation............................................................................................... 21
4.4 Timebox Planning ............................................................................................................... 23
4.5 Project Plan ......................................................................................................................... 24
Chapter 5 Project Brief ................................................................................................................. 29
5.1 Project definition ..................................................................................................................... 31
5.1.1 Background ...................................................................................................................... 31
5.1.2 Project Objective .............................................................................................................. 31
5.1.3 Desired Outcomes ............................................................................................................ 31
5.1.4 Project Scope and Exclusions .......................................................................................... 32
Project Scope ......................................................................................................................... 32
Exclusions.............................................................................................................................. 32
5.1.5 Constraints and Assumptions ........................................................................................... 32
5.1.6 Project Tolerances ............................................................................................................ 33
5.1.7 The User(s) and Any Other Known Interested Parties ..................................................... 33
5.1.8 interfaces .......................................................................................................................... 34
5.2 Outline business case .............................................................................................................. 35
5.2.1 Reason .............................................................................................................................. 35
5.2.2 Benefits Expected ............................................................................................................. 35
5.2.3 Risks ................................................................................................................................. 36
5.2.4 Cost................................................................................................................................... 36
5.2.5 Time ................................................................................................................................. 36
5.3 Project Product Description .................................................................................................... 36
5.4 Project Approach .................................................................................................................... 37
5.5 Project Management Team Structure...................................................................................... 37
5.6 Role Descriptions .................................................................................................................... 37
Chapter 6 PRINCE2 and DSDM .................................................................................................. 38
6.1 PRINCE2 ............................................................................................................................. 38
6.2. DSDM ................................................................................................................................ 39
6.3 Critical Comparison of PRINCE2 and DSDM ................................................................... 40
6.3.1 Integration at Process Level ......................................................................................... 41
6.3.2 Integration in Roles ...................................................................................................... 44
6.3.3 Integration at Deliverables............................................................................................ 46
References ..................................................................................................................................... 49
Appendix ....................................................................................................................................... 50
List of Figures
Figure 1 A example of digital Kanban board ................................................................................................ 4
Figure 2 DSDM process diagram.................................................................................................................. 5
Figure 3 Roles and Responsibilities in DSDM ............................................................................................. 7
Figure 4 Team structure .............................................................................................................................. 17
Figure 5 PRINCE2 and its elements ........................................................................................................... 38
Figure 6 PRINCE2 Stages .......................................................................................................................... 39
Figure 7 PRINCE2 and DSDM integration ................................................................................................ 40
List of Tables
Table 1 Difference between Traditional and Agile Software Development Approach ................................ 3
Table 2 Process level RACI Matrix............................................................................................................. 12
Table 3 Activity level RACI Matrix ........................................................................................................... 14
Table 4 Team role description .................................................................................................................... 18
Table 5 User Stories .................................................................................................................................... 19
Table 6 User Stories Prioritization table with Story Points ........................................................................ 21
Table 7 Timebox 1 Plan .............................................................................................................................. 23
Table 8 Timebox 2 Plan .............................................................................................................................. 23
Table 9 PRINCE2 and DSDM mapping at process level ........................................................................... 41
Table 10 PRINCE2 and DSDM mapping at Roles level ............................................................................ 44
Table 11 PRINCE2 and DSDM mapping at Deliverables level ................................................................. 46
Table 12 Budget Calculation ...................................................................................................................... 50
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Chapter 1 Memorandum
Date: 19th May 2019

From: Mr. Manish Verma, Project Manager, Synergy Solutions Inc.
To: Board of Synergy Solutions Inc.
Subject: Memorandum on the setting up of a Project Management Team.
Greetings Sir/Madam,
The purpose of present memo is to define the project process and plan for the development of
company’s new product “Zippy”, a Document Collaboration System. I am setting up a project
management team who will be responsible from initiation to completion of the project. This
document will also discuss about the timeline and budget of the project and will introduce you to
the project team, process and communication mechanism.
Synergy Solutions Inc. already have a product line in place. As a company continues to expand,
the integration of Zippy to the current product line will play vital role in the growth of the company
in coming years. The purposed product is a Document collaboration system. Using this product,
teams can create, share and collaborate, with one single tool. A team can create product plan,
meeting notes, policies; the use case are unlimited. Creating an open and accessible tool which can
help a team to work together seamlessly and see their work come to life is the main aim of the
project. After analysis of different software development approaches, Agile approach was found
best suited for this project. Dynamic System Development Method (DSDM) is an agile
methodology of software development. DSDM will be used from initiation to completion of this
project. The calculated decision to proceed with DSDM was taken after critically analyzing
different agile methodologies. I am sure DSDM can deliver a quality business-oriented product.
Also, to manage the project, define management team and appoint roles in the team, structured ser
of PRINCE2 standards are used. A PRINCE2 project brief document is in this document where
steps are defined.
As a project manager, it’s my job to ensure every stakeholder is in loop regarding the progress of
the project and consulted when required. Agile value states that face to face communication should
be given priority. So, we will be using synchronous communication mechanism which include
daily stand-ups, facilitated workshop, meetings and video conferencing with people in different
development center. Communication will be done based on RACI matrix, which is also included
in this document. The project will take off on 3rd June 2019 and is estimated to complete by 11th
February 2020. The project requirements will be prioritized and developed incrementally in 4
weeks’ time-box. Each time-box completion can be considered as a milestone. The estimated cost
of this project is $391,500 which includes all the cost related to resources, technology and people.
The budget calculation is included in the appendix. The details about the management team and
project team structure is also included in this document. The cross-functional team is formed to
deliver value generating product for the growth of the company.
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Chapter 2 Methodologies
2.1 SOFTWARE DEVELOPMENT APPROACHES
The approach used to structure, control and plan an information system is called software
development approach. It helps to design and develop a complex system with efficient and flexible
processes. Some processes are light weight and talk only about set of principles and guidelines,
while other such as “Extreme Programming” are technically heavy and say exactly what is to be
done to build the software. The main aim of software development approaches helps to improve
the development process by making it more efficient and improve overall quality of the software.
Software development approach is selected based on need and requirement of the project. The
main approach to develop information system are Traditional and Agile.
Traditional approaches are based on a series of sequential phases which are undertaken one after
another. These linear phases include requirement, design and architectural, development, testing
and deployment. In some traditional approaches, these phases are further divided. Traditional
SDAs require complete and stable set of requirements at the start of the project. Once all the
requirements are documented, the project is moved to design and architectural phase. In this phase,
the software is represented in technical models and diagrams. Based on these models and design,
actual development takes place in development phase. In this phase, the tasks are broken down in
smaller tasks and is completed by the team. In testing phase, the developed product is tested and
verified against the requirements. The outcome of all the phases are documented to track the
progress and guide the development of the project. In traditional SDA, the success of project
generally depends on how well the requirements clear to team beforehand. Changing requirement
after requirement phase is completed becomes problematic as it breaks the cycle. Some examples
of traditional software development approach are Waterfall model, Prototype model, V-shape,
Sawtooth etc. (Rohil & Syan, 2012)
Agile Approach on the other hand focuses on incremental and iterative development of information
system. Unlike traditional approaches, requirement continuously evolves through feedback and
collaboration with stakeholders. Agile approach is adaptive in nature and flexible to change during
any time in project. There are several unique agile approaches to develop information system but
all of them share same vision and value given by Agile Manifesto.
Agile approaches are based upon the Manifesto for Agile Software Development.
i. Individuals & interaction over Processes and tools
ii. Working software over comprehensive documentations
iii. Customer collaboration over contract negotiation
iv. Responding to change over following a plan
The key to success of project is communication, adaptive planning, proper analysis and flexibility
to change. Agile approach promotes these factors and help build self-organized and cross
functional team. Agile uses evolutionary and time-boxed iterative development which ensures
rapid and continuous development. The software is developed in small batch with customer
collaboration and feedback, which give solid product at the end. This is a huge advantage over
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traditional approach where product is delivered only at the end of the project. Scrum, Kanban,
Feature Driven Development, DSDM, Crystal etc. are few agile approaches used for efficient
software development today.
Below are some fundamental differences between traditional and agile approach of software
development.
Table 1 Difference between Traditional and Agile Software Development Approach
Traditional Approach Agile Approach

Fundamentals System developed through detailed Highly adaptive, planning and changes
planning and documentation before done continuously throughout the
development development
Development Lifecycle Models Incremental models
models
Requirements Complete and detailed before Continuously evolving through
development interaction
Client Low High
involvement
Cost of restart High Low
Size Large team and project Small teams and project
Primary High Safety Quick Value
Objective
(Stoica, et al., 2013)
Agile approach helps to develop right quality product. It involves stakeholders and increases
productivity of the team. Time-to-market is highly improved, thus increased revenue. So, we will
be using Agile approach to develop this project.
2.2 METHODOLOGIES
Methodology is a set of process, practices and procedures used to complete a project. Software
development methodology is a way of managing a software project which focus on area as follows:
Software Requirements, Software Design, Software Construction, Software Testing, and Software
Maintenance. (IEEE Computer Society, 2014)
There are several methodologies that can be used for software development. I have selected two
software development methodologies for this project. In this chapter, I will be describing about
both methodologies in brief and compare them to provide rationale for selection of one and
rejection of other.
The two methodologies are given below:
i. Kanban
ii. Dynamic System Development Method (DSDM)
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2.2.1 Kanban
Kanban is based on a very simple principle, “agree on a limit to work in progress and pull new
work from queue only when something is finished and use visualization to help in achieving that”.
Kanban is a Japanese work for visual sign or card. Kanban is also the name of signaling system in
manufacturing for pulling materials between process when needed instead of pushing it out
according to a schedule or a plan. It was invented by Toyota as a part of Toyota production system.
Kanban is also called “lean manufacturing”
Kanban board is an agile project management tool used in Kanban to help visualize the work-flow
and limit the work in progress. The board can be a physical board, or a digital board as shown in
the example below. A Kanban board consist three main columns; “To do” “In progress” and
“done”. A work in progress limit is agreed before the start of the project and is the number of tasks
that can be in the “in progress” column. Kanban does not define any concise role in project and
focuses on continuous flow of the project providing continuous delivery.
Figure 1 A example of digital Kanban board
(Rehkopf, n.d.)
There are three principles of Kanban which are given below:

i. Limit the amount of work in progress
ii. Visualize what you do
iii. Enhance flow
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2.2.2 Dynamic System Development Method (DSDM)

DSDM is an iterative approach to software development which follows agile principles. Its mainly
focuses on business need, prioritization, collaboration and delivering on time. It was created in
1994 when project managers using Rapid Application Development (RAD) sought more strict
guidelines and governance to this new iterative way of working. The success of DSDM lies in its
philosophy i.e. “that any project must be aligned to clearly defined strategic goals and focus upon
early delivery of real benefits to the business.” (Agile Business Consortium Limited, n.d.)
DSDM has eight principles which are as follows:
The eight Principles of DSDM are as follows:
i. Focus on the business need
ii. Deliver on time
iii. Collaborate
iv. Never compromise quality
v. Build incrementally from firm foundations
vi. Develop iteratively
vii. Communicate continuously and clearly
viii. Demonstrate control
The DSDM project process takes place in four main phases: Feasibility, Foundation, Evolutionary
Development and Deployment. These four main phases are start with Pre-project phase and
followed by post-project phase. These phases stay in line with the eight principles of DSDM.
Figure 2 DSDM process diagram
(RENDER, 2018)
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Pre-Project:
The main aspect of this phase is to make sure that there is a clear objective of what project needs
to deliver and have a clear vision for the project. In this phase, it is made sure that the product
developed have a strategic value to the business. The input from this phase is documented in Terms
of Reference (TOR) and based on it, next phase is started.
Feasibility:
In the feasibility phase, the benefits are identified from the proposed solution and the cost and time
required for the completion of project is identified. Outline plan is prepared which include the
benefits, cost and time estimations. A feasibility assessment document is produced which help to
make the decision about viability of the project.
Foundation:
In this phase, we take the understanding from feasibility phase and analyze to understand the scope
of the project, business problem and its solution. It also defines how will the project carried out,
and by whom, when and where.
Evolutionary Development:
The purpose of this phase is to evolve the product iteratively from the firm foundation established
in the previous phase. The solution development team user different techniques like MoSCoW
prioritization, timeboxing, iterative development, modelling and facilitated workshop to develop
a solution that meets the business requirements.
Deployment:
The solution with is developed in previous phase is deployed and brought into operation in this
phase. This phase is completed in three activities: Assemble, Review and Deploy.
• Assemble: Before an actual deployment, everything that require for a working product is
assembled. It might not be a huge work from small project but in larger project, its
significantly more.
• Review: After assembling every element, its reviewed to check everything is working as it
should and ensure that the release meets the standards and requirement of the iteration.
• Deploy: Once the release element is reviewed and approved, the actual deployment is done,
and the release is brought in operation.
Post-Project: After the final deployment is done, the developed solution is checked and monitored
by analyzing the effectiveness of product, solving the problem and generating value for the
business.
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Roles and Responsibilities:

DSDM promoted one-team culture in which business, management, technical and process-
oriented people work together. DSDM assigns very concise roles and responsibilities to these
people who work together avoid any communication barriers.
Figure 3 Roles and Responsibilities in DSDM
(Agile Business Consortium Limited, n.d.)
The color scheme in the above figure represents the area of interest.
Orange color - Business interests, roles representing the business view
Green color - Solution/technical interests, roles representing the solution/technical view
Blue color - Management interests, roles representing the management/leadership view
Grey color - Process interests, roles representing the process view
Mix of two colors - A role that includes two separate areas of interest, e.g. Business Analyst, has
both a business and a solution/technical focus
Detailed description of each role is given in the final chapter of this document.
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2.3 SELECTION OF DSDM

From the two software development methodologies, DSDM is more suited for this project. The
explanation for choosing DSDM are given below.
Explanation 1
Case Scenario The product “Zippy” us a new product added in the current lineup. This product
will play a vital role in the growth of the company. So, the product must add
value to the company.
Attribute Ensure product add value to the company
Reasoning The DSDM methodology is fit for this project as DSDM give emphasis on
business need and building right product that will add value to the company.
Explanation 2
Case Scenario The product will play vital role for the growth of the company. As a project
manager, I need to provide tentative timeframe for the start and end of the
project and the budget required
Attribute Estimating the timeframe and budget.
Reasoning DSDM method can be useful in this case as in DSDM, we extensively spend
much time planning the project. This is done in feasibility and foundation phase
which help us to come up with a delivery plan for the project. In these phases,
we can estimate the start and end of the project and budget required to complete
the project is estimated.
Explanation 3
Case Scenario The developed product will be used my many different teams like HR,
marketing etc. So, input from different types of stakeholder is important to
develop a right product.
Attribute Incorporating stakeholder in project.
Reasoning DSDM highly promoted collaboration. DSDM incorporated right stakeholder
to build the right product through out the project. DSDM roles like Business
Visionary and Business Advisors make sure to incorporate advice, feedback
and requirement from different kinds of functional teams.
Explanation 4
Case Scenario All the features required in the product does not need to be developed and
shipped at once. At start, a working product can be delivered and released then
the features can be added incrementally.
Attribute Incremental timeboxed development.
Reasoning In DSDM, development is can done in timeboxes with prioritized requirement
list. In the first timebox, we can develop a working product with ‘must have’
features so that time-to-market is less, and we can develop rest incrementally.
In DSDM we can provide timeline of incremental release as timeboxed are of
fixed length.
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Explanation 5
Case Scenario As synergy Inc. is a large software company and already have its product line,
the new product from the same company should must meet the quality and
standard of the current product lineup. So, a quality standard should be set.
Attribute Value testing and quality of product.
Reasoning In DSDM, quality never becomes a variable. A level of quality is agreed before
the start of the development and its ensured that the quality is never
compromised. Testing and review is done continuously throughout the
development till deployment so make sure of it.
Explanation 6
Case Scenario As a large-scale product, clear roles and responsibilities must be defined.
Attribute Roles and Responsibilities
Reasoning DSDM assigns concise roles to everyone involved in the project team which
help to break the communication barrier and take responsibility for their work.
2.4 REJECTION OF KANBAN

Justification 1
Case Scenario The project needs to be delivered in time as its important for the growth of the
company. Therefore, an estimate start, and end time must be given to the
management.
Attribute Estimate start and end date of project.
Reasoning In Kanban, there is no formal method of estimating hard deadlines. Tracking
project progress is hard and a task may take longer than expected. So, Kanban
is not appropriate for this project.
Justification 2
Case Scenario The product has a strategic value to the company, so the product must be
developed with the vision in mind.
Attribute Project Vision
Reasoning Kanban does not give any long-term vision for the project. It only focuses on
the current ongoing tasks on the Kanban board. This may be good for the short
cycle but won’t help with the long-term vision of the project. Kanban is only
good for smaller projects.
Justification 3
Case Scenario As a large-scale product, clear roles and responsibilities must be defined.
Attribute Roles and Responsibilities
Reasoning Kanban does assign any concise roles and responsibilities to the team members.
If clear roles are not assigned in a project like this, there can be a
communication gap, where no one assumes responsibility for an activity.
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Justification 4
Case Scenario This product will require lot of planning before start of project where feasibility
study, quality criteria, risk assessment plans, delivery plan are set, and
milestones need to be created.
Attribute Lack of planning upfront
Reasoning In Kanban, only “to do” to “doing” to “done” are planned in the Kanban board.
It does not focus on feasibility study and making plans before start of the
project.
Justification 5
Case Scenario The product consists of many features which might not be required at the
beginning.
Attribute Prioritization in timebox
Reasoning In Kanban, there is no urgency marker present is the tasks in the Kanban board,
so defining task priority is difficult.
Conclusion:
DSDM have many advantages over Kanban so DSDM is selection for the completion of this
project. In DSDM, we are required to perform detailed feasibility study and planning before
starting the project to remove any variable. Basic foundations are agreed which allows everyone
involved in the project understand the scope and characteristics of the purposed product. These
fundamentals ensure that final solution meets the business need and decreases the probability of
developing wrong product. Prioritization and timeboxing ensures that most value generating
features are delivered at first. DSDM incorporated stakeholders in the process of developing a on
time and on budget product where quality is not a variable. That’s why DSDM is chosen for the
completion of this project.
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Chapter 3 RACI Matrix

RACI matrix is a chart that help us identity roles and responsibilities of the people involved in a
project. The RACI chart maps processes and activities with the roles in the project. It can bring
lots of advantage to a project help a project run smoothly. While it’s not necessary for every project
but having a RACI chart helps in streamlining communication in the project and avoid overloading
people with work by setting clear expectations.
RACI is made up of 4 terms which are described below:
Responsible The person or group of persons who is responsible for
doing the work.
Accountable The person who makes sure the work is done and
ultimately answerable for that work.
Consulted The person who is expert on the subject matter related with
work and is consulted for the completion
Informed The person who should be kept up to date with the
progress of the work.
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3.1 RACI MATRIX ON PROCESS LEVEL

This RACI matrix maps the role with PRINCE2 processes.
Table 2 Process level RACI Matrix
Technical Coordinator
Business Ambassador
Workshop Facilitator
Solution Developer
Business Visionary
Technical Advisor
Business Sponsor
Business Advisor
Business Analyst
Project Manager
Solution Tester
Roles
Team Leader
Agile Coach
Process
Project Level Solution Development Support Level

Level
Directing a Project Process R R I
Starting up a Project Process R C C I C C
Initiating a Project Process R C C R C C I I I C C
Controlling a Stage Process C C C R/ C R I I C C C
A
Managing Product Delivery I I C I C R/ R/ R/ C C C C
Process A A A
Managing a Stage Boundary I I R/ R/
Process A A
Closing a Project A C I R I I I I I
Directing a Project Process:

This process runs from start to end of the project and Project board is responsible for it. Project
board in DSDM is loosely represented by Project level members. Business Sponsor and Business
Visionary are responsible for initiating monitoring and closure of the project whereas Technical
Co-Ordinator is informed about the progress.
Starting up a Project Process:
This is the short pre-project process where viability of the project is defined in a document called
Project Mandate. Business sponsor is responsible with consultation from Business visionary,
analyst and Business Ambassador and the project is initiated.
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Initiating a Project process:

This process deals with the business case of the project. Business sponsor and Project manager are
responsible for undertaking this process with consultation of Business Visionary, Technical
coordinator, Team leader and advisors. Rest of the solution development team is formed and
informed about the initiation of the project.
Controlling a Stage Process:
This process is the responsibility of Project Manager where he ensures the project is on track and
the work is assigned to the solution development team. The project manager reports back to
business sponsor and business visionary.
Managing Product Delivery Process:
In this process, the work is done by the solution development team as per the requirement making
them responsible and accountable for the work. The advisors are consulted, and the project level
member are kept up-to date with the progress. The work is done in DSDM methodology so DSDM
coach and workshop facilitator are consulted.
Managing a Stage Boundary Process:
In this process, project manager is responsible inform performance of the current stage to project
board and plan next stage.
Closing a Project:
In this process, the project is formally closed with number of activities performed by project
manager. The Business visionary is consulted about the final product and business sponsor is
accountable to wrap up the project. The advisors and team is informed about the closure of the
project.
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3.2 RACI MATRIX ON ACTIVITY LEVEL

This RACI matrix maps the activities of DSDM with the project roles.
Table 3 Activity level RACI Matrix
Technical Co-Ordinator
Business Ambassador
Workshop Facilitator
Solution Developer
Business Visionary
Technical Advisor
Business Sponsor
Business Advisor
Business Analyst
Roles
Project Manager
Solution Tester
Team Leader
Agile Coach
Activities
Project Level Solution Development Level Support Level

1. Pre-Project
1.1 Identify Roles R/A C
1.2 Terms of Reference A C R C
2. Feasibility
2.1 Feasibility Assessment A/C C C R R I I I C C C
2.1.1 Identify Benefit A/C C C C R I I I C C C
2.2.2 Estimate Cost and time A/C C C C R I I I C C C
2.2.3 Outline Solution A/C C C C R I I I C C C
2.3 Outline Plan A C C R C
3. Foundation
3.1 Determine Business Case R/A R C C R C C
3.2 Describe & prioritize requirements R/A C R I I I C C
3.3 Solution Architecture Definition A R C R/A I C C
3.4 Development Area Definition
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3.4.1 Solution Review Strategy R C C C I I I C C

3.4.2 Solution Development Standards R A C C C C C C
3.5 Management Area Definition A C C R C C C
3.6 Create Delivery Plan I A C R C C C C C
3.7 Identify Delivery Mgmt Techniques A C C R C I I I I C C
4. Evolutionary Development
4.1 Elaborate PRL C R R/A C C C
4.1 Planning Timebox A A R R R R
4.2 Creating Functional Solution I I I C R/A R/A R I C C C
4.3 Solution Testing
4.3.1 Business Acceptance Testing I I C R/A R R
4.3.2 Technical Testing I I R/A I R
4.4 Planning Deployment Phase I I C R C A C C
4.5 End of Timebox assessment I C R/A R R
5 Deployment
5.1 Deploy Solution A C I I R R R R C C
5.2 End of Project assessment A C C R C C R R
6. Post Project
6.1 Benefits Assessment A R R C C
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Pre-Project:
In this phase, project management roles are identified by business sponsor. Term of reference is
created. Business Sponsor is accountable for the creation with consultation of Project Manager
and Business Analyst.
Feasibility:
Business Analyst is responsible for the feasibility assessment of the project which includes the
estimation of cost, budget and time. Business sponsor must make sure about the completion of
feasibility study which is performed with the consultation of every member in project level.
Business Ambassador and Advisors are also consulted for their input. Based on the feasibility
study, Project Manager is responsible to prepare the outline plan.
Foundation:
There are number of activities in foundation phase where Business Case needs to deliver. All
project level people are involved with consultation of Business Analyst, Ambassador and advisor.
PRL is created by Business analyst and approved by Business Visionary ensuring that
requirements align with business vision and the project team is informed about it. Solution
Architecture Definition is defined by Business analyst with consultation of business level people.
Solution development standard and review strategy is created by Technical Coordinator with help
of solution development team. Delivery plan is also created by the technical team. Delivery
management techniques maintained by Project manager and business analyst.
Evolutionary Development:
In this phase the timeboxes are planned first by the solution development team. Then the product
is designed, developed and documented. Solution development team in responsible for the
developed and project manager is informed about the progress. Business acceptance tests plan are
created with consultation of Business Analyst, and tests are carried by solution tester. Similarly,
Technical test plans are created and carried out. Deployment plans are created by Project Manager
with consultation from development team and technical coordinator and is informed to the project
board. Team leader ensured end of timebox assessment is held.
Deployment:
The Project sponsor make sure that the solution is deployed by the solution development team. At
the end retrospective is held by the Project manager with the development team.
Post Project:
Benefits Assessment is done by the Business Visionary about the effectiveness of the solution
deployed.
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Chapter 4 Project Plan

4.1 TEAM STRUCTURE
The detailed project management team structure is illustrated in the diagram below.
Figure 4 Team structure
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4.1.1 Team Role Description

Table 4 Team role description
Name Organizational Role Project Role

Shona Brookes Chair of the Board
Mike Simons CEO and Co-Founder Business Sponsor
Sri Kennedy Chief Technical Officer Technical Coordinator
James Russell Chief Financial Officer
Helen Beer Chief People Officer
Jay Viswanath Director of Project Management Unit
Satya Singh Chief Business Development Officer Business Visionary
Kathy Simons President and Director - Australia
Sasan Salem Director of Sales and Marketing
Steve Fernandez Director - Nepal
Bernard Bolsei Director - US
Heather Sordello Director - EMEA
Manish Verma Project Manager
The Board and Chair of the Board Shona Brookes will act as the Project Governance Authority for
this project. The CEO and Co-Founder of the company, Mike Simons will be the Business Sponsor
for this project and responsible for the success of the project. The CTO, Sri Kennedy will lead the
technical aspect of the project and act as the Technical Coordinator. The engineering team on
Nepal development center will be developing the product under the supervision of Technical
Coordinator. The engineering manager also act as the technical advisor for this project. Chief
Business Development officer Satya Singh is the Business Visionary of the product who will be
working for the vision of the product. Business Analyst, Ambassador and Business advisors will
be working in the interest of business need under the visionary. I am the project manager based on
Nepal reporting to the Director of Nepal development center working under the Director of Project
Management Unit. The Team leader and solution development team will be reporting me regarding
the day to day management of progress. The Business Analyst, Business Ambassador, Solution
development team will evolve the product which will meet the vision of the Business Visionary.
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Manish Verma
4.2 USER STORIES

Table 5 User Stories
S.no. User Story
1 As a user, I want to create document so that I can make notes, list product
requirements, plans, logs, etc.
2 As a user, I want to add multimedia contents like gifs, images to my document so that
my document looks creative and interesting.
3 As a user, I want my team to work with me on a same document at same time so that
we can collaborate and bring efficiency to work.
4 As a user, I want some predefined templates for most used document types so that I
won’t have to format a document repeatedly.
5 As a user, I want to comment on existing documents file so that I can provide my
feedback.
6 As a user, I want to access my documents from mobile so that I can work and stay
updated on the go.
7 As a user, I want to add comment in certain line of page in the document so that I can
be more specific with my feedback.
8 As a user, I want my personal space which can be accessed by me so that I can keep
my personal notes and to-do lists.
9 As a team, we want a team space where team member can share and create pages so
that it’s easy to search and collaborate with the team.
10 As a manager, I want a separate project space where I can organize pages project wise
so that it’s easy to navigate and find pages for particular project.
11 As a user, I want to see changes made to a page of file so that I can track changes and
go back to previous version of document.
12 As a user, I want to move or copy pages to another space so that I can organize the
space properly.
13 As a user, I want to delete my unused files so that my space is not cluttered.
14 As a user, I want to give read or write permission of my page to other user so that they
can see and review my work.
15 As an admin, I want to create teams of different people so that they can user Zippy to
collaborate.
16 As an admin, I want to add new user to Zippy so that they can use the product.
17 As an admin, I want to remove user from Zippy after they resign so that user list
remains updated.
18 As a user, I want to have two factor authentications so that no one can access my
account.
19 As an admin, I want user to change password after first sign-in so that they can choose
their own password.
20 As an admin, I want user to create strong password so that security is maintained and
password in not guessed or cracked by other.
21 As an admin, I want user to change password every 90 days so that it can prevent from
password leaking.
22 As a user, I want to access Zippy with my current password so that I won’t have to
remember multiple passwords.
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Manish Verma
23 As a user, I want to embed tweets, YouTube videos and articles in my document so

that it can enhance and make my document more informative.
24 As a Product Owner, I want this service to withstand disasters so that user can get high
availability and face minimum downtime.
25 As a Technical manager, I want the ability to increase server nodes so that the service
could run smoothly during heavy load.
26 As a Technical Manager, I want to distribute load to multiple server nodes so that it
can improve service responsiveness.
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Manish Verma
4.3 PRIORITIZATION AND ESTIMATION

DSDM approach sets cost, quality, and time at the outset, and adjust the project deliverables to
meet the set criteria by prioritizing the deliverables. DSDM’s fundamental factor is to ensure
frequent and timely delivery of business-oriented products.
Team have to time-box work, focus on business priorities and always meet deadline. It can be
achieved by MoSCoW prioritization. This technique drives its name from first letters of the phrase
“Must have,” “Should have,” “Could have,” and “Would like to have”. The features listed under
these MoSCoW labels in higher to lower priority. “Must have” requirements are those without
which the product will have no value. Similarly, “Would like to have” requirements are not that
important at this time. The “Musts” are given higher priority than others. The Pareto principle also
knows are 80/20 rule says that, 20% of the features should generate 80% of the value. The product
is developed incrementally and deliverables in each time-boxed increment are categorized in Ms,
Ss, Cs, and Ws.
After the prioritization is done, the user stories are estimated with Story Point estimation technique.
Story point estimation is a process of assigning unitless value that can define how long a story will
take to complete in relation to another story. At first a base story is selected and defined an integer
value, and in comparison with that story, we give value to another story. Five factors are considered
while assigning point to a story. They are: Complexity, Business Value, Risks, Amount of work,
Dependencies. Here I am using Fibonacci series number to give story point to prioritized list of
user stories.
Table 6 User Stories Prioritization table with Story Points
Priority ID User Story Story

Point
Must Have M01 As a user, I want to create document so that I can make notes, 1
list product requirements, plans, logs, etc.
M02 As a user, I want to add multimedia contents like gifs, images 3
to my document so that my document looks creative and
interesting.
M03 As a user, I want my team to work with me on a same 8
document at same time so that we can collaborate and bring
efficiency to work.
M04 As a user, I want to comment on existing documents file so 3
that I can provide my feedback.
M05 As a user, I want my personal space which can be accessed by 2
me so that I can keep my personal notes and to-do lists.
M06 As an admin, I want to create teams of different people so that 8
they can user Zippy to collaborate.
M07 As an admin, I want to add new user to Zippy so that they can 5
use the product.
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Manish Verma
Should S01 As a user, I want some predefined templates for most used 8
Have document types so that I won’t have to format a document
repeatedly.
S02 As a user, I want to add comment in certain line of page in the 5
document so that I can be more specific with my feedback.
S03 As a team, we want a team space where team member can 3
share and create pages so that it’s easy to search and
collaborate with the team.
S04 As a manager, I want a separate project space where I can 3
organize pages project wise so that it’s easy to navigate and
find pages for particular project.
S05 As a user, I want to delete my unused files so that my space is 3
not cluttered.
S06 As an admin, I want to remove user from Zippy after they 5
resign so that user list remains updated.
S07 As an admin, I want user to create strong password so that 5
security is maintained and password in not guessed or cracked
by other.
Could Have C01 As a user, I want to move or copy pages to another space so 5
that I can organize the space properly.
C02 As an admin, I want user to change password every 90 days so 5
that it can prevent from password leaking.
C03 As a Product Owner, I want this service to withstand disasters 21
so that user can get high availability and face minimum
downtime.
C04 As a Technical manager, I want the ability to increase server 13
nodes so that the service could run smoothly during heavy
load.
C05 As a Technical Manager, I want to distribute load to multiple 21
server nodes so that it can improve service responsiveness.
Would like W01 As a user, I want to access my documents from mobile so that 8
to have I can work and stay updated on the go.
W02 As a user, I want to see changes made to a page of file so that I 13
can track changes and go back to previous version of
document.
W03 As a user, I want to have two factor authentications so that no 8
one can access my account.
W04 As an admin, I want user to change password after first sign-in 8
so that they can choose their own password.
W05 As a user, I want to access Zippy with my current password so 13
that I won’t have to remember multiple passwords.
W06 As a user, I want to embed tweets, YouTube videos and 8
articles in my document so that it can enhance and make my
document more informative.
22
Manish Verma
4.4 TIMEBOX PLANNING

As we know the size of our solution team is 10 members so for this project we are choosing the
timebox of 4 weeks or 20 working days. The average velocity of our solution team in the past
has been 25 story points per timebox. So, for this project out team will start with 25 story point
per timebox and plan the timebox.
Table 7 Timebox 1 Plan
ID User Story MoSCoW Story Remarks
Points
M06 As an admin, I want to create teams of different Must 8
people so that they can user Zippy to collaborate.
M07 As an admin, I want to add new user to Zippy so that Must 5
they can use the product.
M01 As a user, I want to create document so that I can Must 1
make notes, list product requirements, plans, logs,
etc.
M03 As a user, I want my team to work with me on a same Must 8
document at same time so that we can collaborate and
bring efficiency to work.
M04 As a user, I want to comment on existing documents Must 3
file so that I can provide my feedback.
Objective: Deploy a working product where user can create, collaborate and provide workshop.
Table 8 Timebox 2 Plan
ID User Story MoSCoW Story Remarks
Point
M05 As a user, I want my personal space which can be Must 2
accessed by me so that I can keep my personal notes
and to-do lists.
M02 As a user, I want to add multimedia contents like gifs, Must 3
images to my document so that my document looks
creative and interesting.
S01 As a user, I want some predefined templates for most Should 8
used document types so that I won’t have to format a
document repeatedly.
S02 As a user, I want to add comment in certain line of Should 5
page in the document so that I can be more specific
with my feedback.
S03 As a team, we want a team space where team member Should 3
can share and create pages so that it’s easy to search
and collaborate with the team.
S04 As a manager, I want a separate project space where I Should 3
can organize pages project wise so that it’s easy to
navigate and find pages for particular project.
Objective: Incremental update where personal, team and project space are available and user able
to create more engaging document with templates, images and inline comment.
23
Manish Verma
4.5 PROJECT PLAN

S. no. Activity Deliverables Start Date End Date Durati Resources
on
1 Pre-Project TOR 03/06/2019 05/06/2019 3
1.1 Identify Roles 03/06/2019 03/06/2019 1
1.2 Prepare TOR 04/06/2019 05/06/2019 2 Business
Sponsor
2 Feasibility Multiple 06/06/2019 12/06/2019 5
2.1 Feasibility Feasibility 06/06/2019 11/06/2019 4 Business
Assessment Assessment Analyst,
document Business
Sponsor
2.1.1 Identify Benefit 06/06/2019 06/06/2019 1
2.1.2 Estimate Cost and 07/06/2019 10/06/2019 2
time
2.1.3 Outline Solution 11/06/2019 11/06/2019 1
2.2 Outline Solution Outline Plan 12/06/2019 12/06/2019 1 Project
document Manager
3 Foundation 13/06/2019 25/06/2019 9
3.1 Determine Business 13/06/2019 13/06/2019 1 Business
Business Case Case Visionary,
Document Sponsor
3.2 Describe & Prioritized 14/06/2019 17/06/2019 2 Business
prioritize Requirement Visionary
requirements List
3.3 Create Solution Solution 18/06/2019 18/06/2019 1 Business
Architecture Architecture Analyst
Definition Definition
3.4 Development Solution 19/06/2019 20/06/2019 2
Area Definition Foundation
3.4.1 Solution Review 19/06/2019 19/06/2019 1 Technical
Strategy Coordinat
or,
Business
Analyst
3.4.2 Solution 20/06/2019 20/06/2019 1 Technical
Development Coordinat
Standards or
3.5 Management Management 21/06/2019 21/06/2019 1 Project
Area Definition Foundation Manager
Document
3.6 Create Delivery Delivery 24/06/2019 24/06/2019 1 Project
Plan Plan Manager,
Business
Visionary
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Manish Verma
3.7 Determine Delivery 25/06/2019 25/06/2019 1

Delivery Control Pack
Management
Techniques
4 Evolutionary Multiple
Development
4.1 TIMEBOX 1 Objective of 26/06/2019 23/07/2019 20
Timebox 1
4.1.1 Elaborate PRL 26/06/2019 26/06/2019 1 Project
Manager
4.1.2 Planning Timebox 27/06/2019 27/06/2019 1 Team
Timebox Plan, leader
Timebox
Review
Record
4.1.3 Creating Evolving 28/06/2019 11/07/2019 10 Solution
Functional Solution, Developm
Solution Supporting ent team
Documentati
on
4.1.4 Solution Testing Solution 12/07/2019 18/07/2019 5 Solution
Assurance Testing
Pack team
4.1.4.a Business 2 Team
acceptance leader,
Testing Solution
Tester
4.1.4.b Technical Testing 3 Team
leader,
Solution
Tester
4.1.5 Planning Deployment 19/07/2019 19/07/2019 1 Project
Deployment Plan Manager
Phase
4.1.6 Deployment 22/07/2019 23/07/2019 2
4.1.6.a Deploy Solution Deployed 1 Solution
Solution Developm
ent team
4.1.6.b End of Timebox Timebox 1 Project
assessment Retrospectiv Manager
e Report
4.2 TIMEBOX 2 Objective of 24/07/2019 20/08/2019 20
Timebox 2
4.2.1 Elaborate PRL 1 Project
Manager
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Manish Verma
4.2.2 Planning Timebox 1 Team

Timebox Plan leader
4.2.3 Creating Evolving 10 Solution
Functional Solution, Developm
Solution Supporting ent team
Documentati
on
4.2.4 Solution Testing Solution 5 Solution
Assurance Testing
Pack team
4.2.4.a Business 2 Team
acceptance leader,
Testing Solution
Tester
4.2.4.b Technical Testing 3 Team
leader,
Solution
Tester
4.2.5 Planning Deployment 1 Project
Deployment Plan Manager
Phase
4.2.6 Deployment 2
4.2.6.a Deploy Solution Deployed 1 Solution
Solution Developm
ent team
4.2.6.b End of Timebox Timebox 1 Project
assessment Review Manager
Report
4.3 TIMEBOX 3 21/08/2019 17/09/2019 20
4.4 TIMEBOX 4 18/09/2019 15/10/2019 20
4.5 TIMEBOX 5 16/09/2019 12/11/2019 20
4.6 TIMEBOX 6 13/11/2019 10/12/2019 20
4.7 TIMEBOX 7 11/12/2019 07/01/2020 20
4.8 TIMEBOX 8 08/01/2020 04/02/2020 20
5 Post Project 05/02/2020 11/02/2020 5
5.1 Benefit Benefit Business
Assessment Assessment Visionary
Assumptions
• Total working days per week is 5.
• Saturday and Sunday are not counted in the date calculations.
• Development team size is of 10 member and their average velocity in past was 25 SP.
• Only two timeboxes further broken down above. Only start and end date are given for
other timeboxes.
• The last timebox assessment account for the whole project assessment.
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Manish Verma
Deliverables:
Terms of Reference: A high level document with purposed solution and which provides
justification for feasibility phase.
Feasibility Assessment document: This document includes high level estimation of budget, cost
and time and feasibility of the solution from business and technical point of view.
Outline Plan document: This document includes overview of how project should be managed
and how the solution should be delivered.
Business Case document: This document provides the reasoning to start the project. It
incorporated the business problem and its solution.
Prioritized Requirement List: This document lists out all the requirement that are needed to
develop the solution of the purposed business problem. This document can be updated throughout
the project.
Business Foundation: This document describes about the business involvement required to
develop the project.
Solution Foundation: This document provides information on how the solution is going to
evolved. It includes information about the approach of development, development standards and
review strategy.
Management Foundation: This document describes how the project will be governed be the
management and how DSDM principles will be applied throughout the project.
Delivery Plan: This described the scheduling of delivery of the project in line with the outline
plan.
Delivery Control Pack: This is a live document with includes reports on status of the project, risk
log and change management document.
Timebox Plan: This includes what requirements are to includes in the timebox and objective of
that timebox in line with delivery plan.
Evolving Solution: This is the solution developed as per the requirements in the timebox plan.
Solution Assurance Plan: This document includes Business Acceptance test cases and Technical
test unit records.
Deployment Plan: This includes detailed plan about the deployment of the solution after it is
developed.
Deployed Solution: This is the solution or an increment of the solution which is deployed in live
business.
Timebox Review Report: This report contains information about the timebox performance in
regards with people, project and technology.
27
Manish Verma
Benefits Assessment: This document is created after reviewing the effectiveness of the deployed
solution and how the solution is helping to solve the intended business problem.
28
Chapter 5 Project Brief
Document Information
Project name: Zippy, a document collaboration system
Date: Date of the last approved version of this document
Author: Manish Verma, Project Manager
Owner Mike Simons
Document code: 1
Version: v1
Note: this document may not be valid anymore. Please check the configuration management system for
the latest approved version of the document.
Approval
Date Name and Signature
Copyright © AXELOS Limited 2016. AXELOS® and PRINCE2® are registered trade marks of AXELOS Limited.
Used under permission and in accordance with the Terms and Conditions of Sale. All rights reserved.
29
Contents
1. Project definition ........................................................................................................... 31
2. Outline business case .................................................................................................... 35
3. Project product description ........................................................................................... 36
4. Project approach............................................................................................................ 37
5. Project management team structure .............................................................................. 37
6. Role descriptions ........................................................................................................... 37
30
5.1 Project definition
5.1.1 BACKGROUND
Synergy Solutions is a large software company based in Australia with development centers in Australia,
Nepal, US and across Europe. Synergy already have its core product line for project management and issue
tracking. As per the growth plan of the company, Synergy is willing to add new product to its existing
product line. The current products of this company provide its customer easy way to manage project and
track issue, but there is no easy way to collaborate with team while working on a project. Currently, different
techniques like sharing folder over network, emails are used to share assets and project documentation in a
company. There is no way for multiple people to work on one single document and provide feedback in the
team. Organizing and grouping document according to project and departments is very tedious using this
system. The intended product “Zippy” is a document collaboration system which can overcome all these
business problems. The addition of this product will enhance the current product line of the company. Apart
from project management, the product can also be used for other different purposes like planning, creating
meeting log, policies etc and present them in an interactive way. The use case of this product is huge, so
the project is initiated.
5.1.2 PROJECT OBJECTIVE

The main objectives of this project are given below.
• Objective 01: Start the project on 3rd June 2019 and end on 11th February 2020.
• Objective 02: Complete the project with the cost of $391,500.
• Objective 03: Develop the project with continuous testing and review to ensure quality.
• Objective 04: Ensure the project is useful to different functional departments within an organization.
• Objective 05: Ensure the project is beneficial for the growth of the company in coming years by
increasing sales and bringing in new customers.
5.1.3 DESIRED OUTCOMES

The desired outcomes of this project are to deliver a product which can help its user to create, share and
collaborate with ease. The outcomes desired from the project are given below.
• Outcome 01: The product will let people and team within an organization to create documents.
• Outcome 02: The product will let its user to collaborate and work together in single document.
• Outcome 03: The product will let its user to organize documents by grouping related documents.
• Outcome 04: The product will let users to provide feedback and speed up review process.
• Outcome 05: The product will be integrated with current project management system of the
company to product robust and powerful project management system.
31
5.1.4 PROJECT SCOPE AND EXCLUSIONS
Project Scope
The scope of this project is to overcome the business problems stated above in the background. The project
is to develop a document collaboration system where user can create documents in their spaces, work
together on same document and provide feedback with the help of comments. The project is initiated to
overcome the poor handling and management of documents and enable collaborative working in a team.
The product can be used by different functional departments of an organization as per their need. The
engineering team will be responsible for the development of the product.
The high-level description of deliverables covered by the scope of the project are as follows:
Components Description
Create and Share Pages Create pages for meeting logs, policies, plan and share with team or
everyone within the organization
Search and organize Space Organize related pages as per the requirement and search for pages
with ease
Feedback and inline comments Provide feedback with inline and page comments.
Exclusions
The scope of this project is to develop a document collaboration system. The project only incorporates
deliverables mentioned above. The following components are not within the scope of project and are
excluded.
• The product is not a cloud storage and file sharing system.
• The product is not for creating confidential documents.
• The product will not be available on other languages except English.
As the project will be developed by the engineering team located in the development center of Nepal, there
will be no involvement of engineering team from US, Europe and Australia. All the required human
resource is already present in this development center, so recruiting people for the project is not required.
5.1.5 CONSTRAINTS AND ASSUMPTIONS

There are limitations placed on the project and team must work within that limitations. These constraints
are generally applied to scope, cost and time. They are interrelated to each other and any changes is made
to any one of them may impact the project objective.
• Scope: The scope of the project is set above, and the team is going to work within that scope. If any
changes are made in the scope by the stakeholders, the project plan, time and budget will change
effecting the project objective.
32
• Cost: The budget for the project is $391,500 which is estimated by calculating the work involved in
the project and cost of resources required to complete the project. The changes in the amount of
work or cost of resources or budget cut from management could affect the project objective.
• Time: The start date of the project is 3rd June 2019 and the project closes on 11th Feb 2020. The
estimation of this time frame is done considering multiple factors. Inaccuracy in estimation, outside
interference could change time frame hampering the project objective.
Assumptions made during planning of the project are:

• It is assumed that basic resources like materials, workstation, internet, electricity is available to
complete the project.
• It is assumed that the team member will follow DSDM ceremonies.
• It is assumed that the materials required for the project will arrive as planned.
• It is assumed that server space is available in data center for hosting the product.
5.1.6 PROJECT TOLERANCES

Tolerance level are set for cost, time, scope, quality benefits and risks. If the limitation falls within the
tolerance level, escalation to higher management is not required.
• Cost: Cost is fixed in DSDM approach. Any variation will require in intervention of higher
management.
• Time: Time is also fixed in DSDM approach. Any variation will require in intervention of higher
management.
• Scope: As the project will take about 9 months to complete, a slight scope variation is tolerable to
make sure scope is not outdated with time.
• Quality: Variation in quality is not tolerable as in DSDM, standards are set in the planning stage
and are strictly followed throughout the project.
• Benefit: Tolerance in variation of benefit is set to minimum and must be reported to the management
if noticeable variation is seen.
• Risk: Risk tolerance level is set to low and if something is seen above that level, it reported to the
management.
5.1.7 THE USER(S) AND ANY OTHER KNOWN INTERESTED PARTIES

All the stakeholders are informed about the initiation, development and completion of the project. The stake
holder includes board member, Chief Executive Officer, Chief Technology Officer, Chief Business
Development Officer, Directors, President, Engineering team and the customer who are going to use the
product.
33
5.1.8 INTERFACES
Following components are going to be impacted or need to change after completion of the project.
• Website and brochures will need to be updated to include this product.
• Sales team will need to be trained to provide demo and pitch the product to possible customers.
• Marketing team will need to start marketing campaign for the product.
34
5.2 Outline business case
5.2.1 REASON
Synergy Solutions Inc. is a large development company based in Australia. It has its development centers
in Nepal, US, Australia and across Europe. The company have already developed few products in its
product line. The includes products like project and issue tracking system. In order to expand the product
line and speed up the growth of the company, Synergy is planning to develop and add new product to its
existing product line up. Zippy is a document collaboration system which will help to overcome number of
problems existing in an organization related to project management and document sharing.
Document sharing, and collaboration is a very challenging thing in an organization. As per feedback from
some customers, network shared folders are being user to share documents within a team in an organization.
There is no easy way to work together and collaborate with team members. Also reviewing documents and
providing feedback is done over email. Grouping related files must be done manually which is not very
efficient. The purposed product can overcome all these issues. The versatile product can be used for creating
and organizing project documentation, policies, planning while related documents can be organized in
spaces and collaborative editing can be done in a team. The tool will make reviewing and providing
feedback easy with page and inline comments. The features of this product will make work easy and
efficient in an organization. The customers using out current project management products will have no
problem in adapting this product, also this product have the capability of attracting new customer to the
company. The product can be integrated to the company’s existing project management products to create
a one of a kind robust project management system. The product will give us a competitive advantage and
can help in the growth of the company so, this project should be started.
5.2.2 BENEFITS EXPECTED

There are several benefits expected by Synergy Solutions Inc. from this product which are listed below:
• The addition of this product will expand the product line and portfolio of the company.
• This product will play prominent role to contribute towards the growth of the company.
• This product will help the company to gain competitive advantage in the industry.
• This product will help the company to gain new customers and retain old ones.
• This product can be integrated with the existing product to create a powerful project management
system.
• This product can be used internally to share and collaborate.
There are several benefits expected from the product which are listed below:
• The product will help create content and collaborate with teams.
• The product will help to keep work and documents organized.
• The product speed up review process with the help of page and inline comments.
• This product will help to produce dynamic and interactive documents.
35
5.2.3 RISKS
Following are some immediate risks in starting this project which must be analysed after approval of this
project:
• Feasibility study taking longer than expected resulting in late start of the project.
• Inaccurate estimations in team of time, cost and scope.
• Stakeholder having inaccurate understanding and expectations from the project.
• Lack of communication between project board and development team.
• Delay in procurement process and financial reimbursement.
5.2.4 COST
The project will be developed by the team of 10 inhouse developer and testers. The resources required for
the project including human resource and material cost is estimated $391,500. The detailed budget
calculation is provided in the appendix.
5.2.5 TIME
The project is expected to take off on 3rd June 2019. The project will be developed incrementally in
timeboxes. Total of 8 incremental timebox of 4 weeks will be required to complete the project. The project
is expected to complete on 11th February 2020. The detailed plan of timescale is given provided in the
project plan.
5.3 Project Product Description

Quality Criteria: The product should address all the business need and able to overcome the
business problem mentioned above.
The product should meet all the objectives mentioned above.
The outcome of the product should meet the outcome product outcome mentioned
above.
Quality Tolerances: The quality should never be a variable and meet the set criteria for acceptance of
the project.
Quality Method: Requirements written in user story form for better understanding of the
requirement by the team.
MoSCoW prioritization of the user stories to deliver high value product.
Continuous testing of the product and review before deployment.
Business acceptance testing to align product with the business need.
Quality Business Ambassador

Responsibilities: Solution Testing team
36
5.4 Project Approach
The project will be developed by the full-time in-house developers of our development center in Nepal.
The development team have all the skills required to develop the project and they are familiar with the
company and company’s specific need. The developers will be available whenever needed so the chances
of miscommunication with the team will be low. The team will have good understanding of the requirement
and business need of the project so in-house developer will be developing this project.
Dynamic Systems Development method (DSDM) methodology will be adopted to develop this project.
DSDM is an agile development approach which can bring number of advantages to the project. DSDM
enables to deliver the important modules first with prime focus on quality and business needs. The time-to-
market will be low with DSDM as the project will be developed in timeboxed and updated with new features
incrementally. DSDM will help to maintain the delivery deadline and project budget while cope with the
changing business requirements. There is lot of planning and communication with stakeholder is involved
in this approach, so DSDM is chosen for the development of this project.
5.5 Project Management Team Structure

The detailed diagram of the project management team structure is given in the Project Plan section of this
document.
5.6 Role Descriptions

The details of role involved in this project are given in the Project Plan section of this document.
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Manish Verma
Chapter 6 PRINCE2 and DSDM

6.1 PRINCE2
PRINCE2 (PRoject IN Controlled Environment) is a free to use project management standard
developed by UK government and currently jointly owned by AXELOS Ltd. It is a process-based
approach which provides scalable method suitable for any type of project in any industry making
it a popular choice amongst organizations around the world. This project management framework
enables an organization to plan, manage and control a project.
PRINCE2 is composed of 4 integrated elements. They are:
• Principles
• Themes
• Process
• Project environment
Figure 5 PRINCE2 and its elements
(AXELOS Limited, 2017)

Everything is PRINCE2 is based on these principles which works as the foundation of the
framework. There are seven principle of PRINCE2 which must be applied to the project.
• Continued business justification: The project must have a justified reason for initiation and
the reason should remain valid till the end of the project.
• Learn from experience: The project team should improve from the lessons learnt from their
previous work.
• Defined roles and responsibilities: The team should have a clear roles and responsibilities
set to make sure right people are assigned for the right task.
• Manage by stages: The project should be planned, controlled and manages in different
stages.
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Manish Verma
• Manage by exception: The people working in the project should be given right amount of
authority to make the work efficient.
• Focus on products: Product definition, delivery, quality should be focused.
• Tailor to suit the project: The project approach should be tailored to suit the size,
complexity, importance and environment of the project.
(AXELOS Limited, 2017)
Figure 6 PRINCE2 Stages
(ILX Group, n.d.)

The theme concerns aspects of the project management that must be continuously addressed
through out the project. The processes or stages describe who is responsible for performing the
theme at different points in the project. The stages and its time frame can be expressed in the
diagram above. We will be discussing more about each stage in detail later in this chapter. Every
project is different so, the themes and processes must be tailored to suit the project environment.
6.2. DSDM
Dynamic System Development Method (DSDM) is an agile project management framework which
gives emphasis on business need and quality to deliver an on-time and on-budget project. This
approach focuses on involvement of stakeholders, requirement prioritization, prototyping,
timeboxing, facilitated workshops and deliver the project in iterative and incremental way. DSDM
approach have 8 core principles which must be followed through out the project which is divided
in 6 phases. DSDM clearly defines dedicated roles and responsibilities in the team. The principles,
phases and roles are explained chapter 2 of this document.
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Manish Verma
6.3 CRITICAL COMPARISON OF PRINCE2 AND DSDM

Both DSDM and PRINCE2 are product-based and business focused methodologies. Both
approaches can be used to manage IT or non-IT project. They are applicable to all sizes and types
of organization. The diagram below shows the common area between these two methodologies
and explains how DSDM can work with integrated with PRINCE2 and provide agility to it.
Figure 7 PRINCE2 and DSDM integration
(Alnoukari & Alzoabi, 2009)

Below we are going to critically compare the process, roles and deliverables of DSDM and
PRINCE2 and evaluate how they integrate in with each other in all three areas.
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Manish Verma
6.3.1 Integration at Process Level

PRINCE2 consists of 6 processes from start to end of the project lifecycle. Each process consists
of numerous activities. DSDM also have 6 process in its lifecycle. In the table below, we are the
process and activities are going to be mapped and compared.
Table 9 PRINCE2 and DSDM mapping at process level
SN PRINCE2 Processes DSDM Process
1. Directing a Project:
This process run from start to the end of the
project. This process is performed by the
project board who are the key decision makers
on the project where they are required to
verify whether the project is continuously
justifying the business need. The project
board manages and assigns necessary
resources for the next stages if the business
needs are justified. The board also monitors
and track progress of the project via reports
from the project manager which help to make
decision about changes and risks. The project
board user the management style
“Management by exception” to manage the
project.
The activities involved in this stage are:
• Authorize the initiation of the project.
• Authorize the project stages.
• Authorize the project closure.
2 Starting up a project: In DSDM, the first phase is called the Pre-

This is the first process which occurs before Project phase. The main aspect of this
the project is initiated so it is also called the phase is to make sure that there is a clear
pre-project process. This main objective of objective of what project needs to deliver
this process is to identify and ensure if the and have a clear vision for the project. In
idea is viable and justifiable from business this phase, it is made sure that the product
point of view. In this process, it is made sure developed have a strategic value to the
that the project can deliver value to the business. Business visionary and
business. Team and individual are appointed, Business sponsors are identified, and
and roles are assigned to them to plan from the Term of reference is created. The
initiation of project. The activities involved in activities involved in this stage are:
this process are: • Identifying roles and scope of the
• The project board appoints the project.
executives and project manager. • Plan for the feasibility phase.
• Design and appoint the project
management team. For our project, this stage is similar to the
• Prepare outline business case. Starting up a project process of
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Manish Verma
• Prepare the project brief and plan the PRINCE2. These phases include similar
initiation process. activities which involves identifying the
business case and viability of starting the
project. If the business case is viable and
generate value to the company, it is
documented to plan the next stage. The
project team is also appointed in these
phases.
3 Initiating a Project: In DSDM, Feasibility and Foundation
This process is performed by the project phase address the activities of Initiating
manager where firm foundation of the project Process of PRINCE2. In the feasibility
is established to make sure the organization phase, the benefits are identified from the
understands the work to be done and commit proposed solution and the cost and time
to the project. In this phase, the project plan required for the completion of project is
and detailed business case is written. The identified. Outline plan is prepared which
business case helps to identify the benefits include the benefits, cost and time
expected from the project. This process estimations. A prioritized requirement list
identifies the project product, product quality, is produced in the foundation phase. In
estimates the project timeline and costs, risk, this phase, business, solution and
and commitment of resources. All these are management foundation document is
then assembled in the PID (Project Initiation created which explains about the roles of
Documentation). The PID includes people, team structure, communication
documents like Project definition, Project approach and project approach.
approach, Business case, Project management
team structure, Role descriptions, Quality
management approach, Change control
approach, Risk management approach,
Communication management approach,
Project plan, Project controls. The activity
involved in this stage are:
• Estimation of timeline and cost.
• Identifying the requirements.
• Identifying risk and commitment of
resources.
• Preparing project plan and Project
Initiation Document.
4 Controlling a Stage: In DSDM, the risk logs, issue and change
In this process, the Project Manager does request logs are documented in the live
most of the work which include allocating document created in the Foundation
work to the team, reviewing and reporting phase known as Delivery control pack
progress to the project board, identify risk and which is reported to the project level team
change and take corrective actions. This members. In DSDM, the work is done in
process is performed in each stage throughout timeboxes, so the authorization and
the initiation stage. The activities involved in assigning work is done in the timebox
this stage are: planning step of the evolutionary
• Assign work package to the team. development. The timebox planning is
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Manish Verma
• Review work progress. done before every timebox and work is

• Review completed work packages assigned to the team. The progress of the
• Identify issues and risks and escalate. timebox is tracked and reported to the
• Take corrective actions project manager.
Managing Product Delivery: In DSDM, this process is similar to
This process is carried out by the team and the execution of timebox and completing the
team manager. During this process, the work work assigned in the timebox. After
package assigned in the previous process is timebox planning, the work is performed
verified and the work is completed. This is the by the development team. The work is
process where all the product is designed, tested technically, and business
developed and tested to ensure it matches with acceptance testing is also done. After the
the intended requirements. After the work is work is tested and reviewed, it is sent out
completed and checked if it falls within the for deployment. The work is brought in
quality criteria, it is then delivered to the production in the deployment phase. This
project manager. The activities involved in process is repeated in every timebox and
this process are: the progress update is provided to the
• Accept a work package project manager.
• Execute a work package
• Deliver a work package
5 Managing Stage Boundary: In DSDM, after every timebox, a
The process is performed by the project retrospective held where the performance
manager at the end of each stage except the of the timebox is analyzed by the team.
final stage. During this process, the project Based on these retrospectives, an
manager prepares the report on the improvement plan is created for next
performance of the existing stage. The timebox. Next timebox’s work planning
detailed planning of next stage is also done in also done at the starting of the timebox.
this process by the project manager. The
project manager reports the progress to the
project board. The activities involved in this
stage are:
• Recording and reporting the
performance of the current stage.
• Planning the next stage.
6 Closing the project: In DSDM, the project is closed after
This process is performed by the project finishing the last timebox. After the last
manager at the end of the final stage of the timebox, retrospective is held where the
project. During this process, the acceptance of team discuss about the overall
the project’s product is obtained from the use performance of the timeboxes and
and operational team. Different activities are prepare the lesson learnt report. The
performed in this stage and based on that, the project level members confirm the
project board confirms the closure of the closure of the project. Post-project, the
project. The activities performed in this stage business visionary prepares the benefit
are: assessment report.
• Prepare end project report
• Prepare lesson learnt report.
• Acceptance record
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Manish Verma
6.3.2 Integration in Roles

Both PRINCE2 and DSDM assigns roles and responsibilities in the project management team.
Assigning concise role help in the smooth operation of the project. In the table below, we are going
to compare the different roles of PRINCE2 and DSDM.
Table 10 PRINCE2 and DSDM mapping at Roles level
S.no. PRINCE2 Roles and Responsibilities Possible Mapping in DSDM

1 Project Board: There is no possible mapping for project
The project board is the highest management board in the DSDM team structure. The
level of the project. The project consists the project governance body can function as
role of Executive, Senior User and Senior project board, but they are not part of the
Supplier. They are accountable to Corporate DSDM team.
and Programme management for the success
of the company. They are accountable for the
success of the project, directing and
providing guidance to the project manager,
providing funding and assuring effective
decision making.
2 Executive: Business Sponsor:

Executive is the chair of the project board. In DSDM, the role of the Business
Executive is ultimately accountable for the Sponsor has the similar responsibilities
success of the project and is the key decision as the Executive. The business sponsor is
maker. This role is responsible for responsible for the ongoing viability of
continuous viability and ensure the project is the project throughout its run time.
value for money and fulfills the demand of Business sponsor owns the business case
the business. The executive will own the and ensures the funding and resources
business case and provide the funding for the are available for the completion of the
project. project.
3 Senior User(s): Business Visionary:
The senior user represents the interest of the The Business Visionary is the role that
user of the project. This role is responsible maps the role of Senior User to some
for specifying the needs and requirement of extent. The business visionary is
the, reviewing the project product from the responsible for building the product
user point of view and communicating about vision, delivering the high-level
the project with the user representative and requirement of the project. This role is
determine the benefits of the project. also responsible to ensure inputs from
stakeholders and monitor the progress of
project is consistent with the vision and
ensure that the business has benefit from
the project.
4 Senior Supplier(s): There is no possible mapping for this role
The senior supplier represents the interest of in DSDM.
the suppliers who are designing, facilitating,
procuring and implementing to the project in
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Manish Verma
the project board. This role is accountable for

the quality of products delivered by the
suppliers.
5 Project Manager: Project Manager:
The project manager is responsible for day- The project manager role of DSDM is
to-day management of the project on behalf responsible for managing the day-to-day
of the project board. The project manager is working environment. The project
responsible for planning of the work, manager performs high-level planning
authorizing the work packages, monitoring and scheduling and monitors the
and reporting the progress and taking the progress of the work done. Project
corrective action. This role ensures that the manager makes sure the team is
product is delivered with in the specified empowered and responsible to mitigate
tolerance of risk, time, cost, quality and any issue escalated by solution
benefits. development team. Project manager is
responsible to manage risks and report to
the senior business or technical role to
resolve them.
6 Team Manager: Team leader:
Team manager is responsible for production The team leader in DSDM loosely maps
of the project product allocated by the project to the Team manager role. The team
manager in given timescale and budget. The leader facilitates the team to focus on on-
team manager reports to and take directions time and on-budget delivery of the
from project manager. The role of project product. Team leader is also responsible
manager is optional and can be played by the for facilitating reviews, retrospective
project manager too. daily stand-ups and report the progress to
project manager.
7 Project Assurance: Business Ambassador:
Project Assurance monitors all aspects of The role of business ambassador can be
project’s performance and works roughly mapped to the project assurance
independently from the project manager. role. The Business ambassador work
Project assurance is aligned to the interests with the solution development team to
of primary stakeholder; business, users and ensure that the evolved solution is as per
suppliers. the business expectation and does not
report to the project manager.
8 Change Authority: Business Visionary:
This role can be played by a person or group The business visionary can be the change
delegated by project board for consideration authority in DSDM. All the changes are
of request of change in the project. This role reported and approved by the business
can also be played by the senior user. visionary.
9 Project Support: DSDM coach, advisors and Workshop
This is an optional role and can also be Facilitator:
played by the project manager. The business and technical advisors,
DSDM coach and workshop facilitator
are present for the project support.
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Manish Verma
6.3.3 Integration at Deliverables

There are multiple deliverables produced in every process and activity of both PRINCE2 and
DSDM. In the table below, the deliverables of PRINCE2 is mapped with the deliverables of
DSDM.
Table 11 PRINCE2 and DSDM mapping at Deliverables level
S.no. PRINCE2 Deliverables Possible mapping with DSDM

1 Benefits Review Plan: This includes Benefits Realization Plan: This is the
planning of how and when benefit of the document created in the deployment
product can be assessed. phase where the benefit assessment of
the product is planned.
2 Business Case: The document provides Business Case: This document provides
justification for the project in term of time, vision and justification to start the
cost, risk and benefits. project. It incorporated the business
problem and its solution and determines
the project can deliver value for money.
3 Checkpoint Report: This is a document Timebox review record: This is the
provided by the team manager to the project document where the feedback and
manager informing about the progress of progress achieved till that point is
work package. recorded. This document provided by the
team manager to the project manager.
4 Communication Management Strategy: Management Approach Definition: It
This describes the communication strategy defined how the project will be managed
used to communicate between project and and how stakeholders will engage in the
stakeholder. project.
5 Configuration Item Record: This No mapping with DSDM products.
document describes and control the
configuration item like product, its
component or release.
6 Configuration Management Strategy: No mapping with DSDM products.
Defines how and by whom the configuration
item record will be maintained.
7 Daily Logs: Record of daily issues and No mapping with DSDM products.
concern to handled by project manager.
8 End Stage Report: This report consists Timebox review record: This is the
detail about the end of stage. document where the feedback and
progress achieved till that point is
recorded. This document provided by the
team manager to the project manager.
9 End Project Report: The report given to Project Review Record: A document
project board after handing over the product updated incrementally after each
and assessing product with PID. deployment. In the final increment, the
document is creating whole project
assessment.
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Manish Verma
10 Exception Report: Define the plan for an No mapping with DSDM products.
exceptional situation.
11 Highlight Report: Report of stage progress Delivery Control Pack: This document
and status report to the project board on includes Risk logs, Change Control
regular basis. records and periodic reports to sponsors.
12 Issue Register: Log of all formally managed Delivery Control Pack: This document
issue. includes Risk logs, Change Control
records and periodic reports to sponsors.
13 Issue Report: Assessment of impact and No mapping with DSDM products.
mitigation of all formally managed issue.
14 Lesson Log: The log of all the lesson learnt Timebox review record: This is the
from the current or previous project. document where the feedback and
progress achieved till that point is
recorded.
15 Lesson Report: Documents all the lesson Project Review Record: A document
learnt that can be useful for future projects. updated incrementally after each
deployment. In the final increment, the
document is creating whole project
assessment and lesson learnt are
recorded.
16 Project Plan: Describes what, when, how Outline Plan document: This document
and by whom aspect to achieve the project includes overview of how project should
objective. be managed and how the solution should
be delivered.
17 Product Description: Describes the Solution Architecture Definition:
purpose, composition, derivation and quality Describes the business and technical
criteria for a product aspect of the solution delivery.
18 Product Status Account: This provides Delivery Control Pack: This document
information about the state of products includes Risk logs, Change Control
within defined limits. records and periodic reports to sponsors.
19 Project Brief: States the purpose, cost, time, Business Case: This document provides
quality, tolerance and constraints of the vision and justification to start the
project. project. It incorporated the business
problem and its solution and determines
the project can deliver value for money.
It also includes the estimated cost,
timeframe of the project.
20 Project Initiation Document: Set of Solutions Foundation: Set of
documents containing information to start, documents consisting BAD, SAD and
manage and control the project. DAD containing information to start,
manage and control the project.
21 Project Product Description: Defines Solution Architecture Definition:
project scope and requirements, customer Describes the business and technical
quality expectation and acceptance criteria aspect of the solution delivery.
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Manish Verma
22 Quality Management Strategy: Defined Solution Development Standards: In

techniques and standards to maintain the this document, the standard and
quality of the project. techniques are set to maintain the quality
of the developed product.
23 Quality Register: Contains all planned and No mapping with DSDM products.
completed quality activities.
24 Risk Management Strategy: Defines Risk Assessment document: All the
procedures, roles, tools and techniques to risks are identified in the feasibility stage
apply risk management. and mitigation plan is defined.
25 Risk Register: This document Records Risk log: Risk log is part of the delivery
identified project risks, their status and control pack where all the risks are
history. recorded.
26 Work Package: This contains information Timebox Plan: This contains
about creating product. information about the work to be
undertaken in the timebox.
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Manish Verma
References
Agile Business Consortium Limited, n.d. What is DSDM. [Online]
Available at: https://www.agilebusiness.org/what-is-dsdm
[Accessed 19 May 2019].
Alnoukari, M. & Alzoabi, Z., 2009. INTRODUCING DISCIPLINE TO XP: APPLYING PRINCE2 ON XP PROJECTS.
[Online]
Available at:
https://www.researchgate.net/publication/200450416_Introducing_Discipline_to_XP_Applying_PRINCE
2_on_XP_Projects
[Accessed 09 June 2019].
AXELOS Limited, 2017. Managing Successful Projects with PRINCE2®. 6th ed. s.l.:The Stationery Office.
IEEE Computer Society, 2014. Guide to the Software Engineering Body of Knowledge. 3.0 ed. s.l.:IEEE.
ILX Group, n.d. PRINCE2 Processes. [Online]

Available at: https://www.prince2.com/eur/prince2-processes
Rehkopf, M., n.d. What is a kanban board?. [Online]

Available at: https://www.atlassian.com/agile/kanban/boards
RENDER, J., 2018. A Full Lifecycle Agile Approach: Dynamic Systems Development Methodology (DSDM).
[Online]
Available at: https://agile-mercurial.com/2018/07/09/a-full-lifecycle-agile-approach-dynamic-systems-
development-methodology-dsdm/
Rohil, H. & Syan, M., 2012. Analysis of Agile and Traditional Approach for Software Development.
International Journal of Latest Trends in Engineering and Technology, I(4), pp. 1-10.
Slegten, K., 2016. Dynamic Systems Development Method. [Online]

Available at: http://www.students.science.uu.nl/~slegt001/me/final_5767202_Slegten.pdf
Stoica, M., Mircea, M. & Ghilic-Micu, B., 2013. Software Development: Agile vs. Traditional. Informatica
Economică, 17(4), pp. 64-76.
Weese, S., 2010. PRINCE2® Management Products. [Online]

Available at: https://blog.learningtree.com/prince2-management-products/
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Manish Verma
Appendix
Budget Calculation:
Table 12 Budget Calculation
Work Packages Duration Resources Man Materials Cost

Day/Cost
Pre-Project Activities 3 2 350 2100
Feasibility Phase activities 5 4 300 6000
Foundation Phase Activities 9 6 350 18900
Timebox 1 20 11 200 4000 48000
Timebox 2 20 11 200 44000
Timebox 3 20 11 200 44000
Timebox 4 20 11 200 44000
Timebox 5 20 11 200 44000
Timebox 6 20 11 200 44000
Timebox 7 20 11 200 44000
Timebox 8 20 11 200 5000 49000
Post Project Activities 5 2 350 3500
Total Estimated Budget 391500
Assumptions:
• Timebox will involve 10 members of Development team and Team leader.
• $4000 in timebox 1 is used required for new development server.
• $5000 in timebox 8 for Disaster Recovery and load balancing.
50

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Module Code & Module Title

CC7176NI Software Project Management

Assessment Weightage & Type

Student Name: Manish Verma

Date: 19th May 2019

Traditional Approach Agile Approach

(Stoica, et al., 2013)

Figure 1 A example of digital Kanban board

There are three principles of Kanban which are given below:

2.2.2 Dynamic System Development Method (DSDM)

Figure 2 DSDM process diagram

Roles and Responsibilities:

Figure 3 Roles and Responsibilities in DSDM

(Agile Business Consortium Limited, n.d.)

2.3 SELECTION OF DSDM

2.4 REJECTION OF KANBAN

Chapter 3 RACI Matrix

3.1 RACI MATRIX ON PROCESS LEVEL

Project Level Solution Development Support Level

Directing a Project Process:

Initiating a Project process:

3.2 RACI MATRIX ON ACTIVITY LEVEL

Project Level Solution Development Level Support Level

3.4.1 Solution Review Strategy R C C C I I I C C

Chapter 4 Project Plan

Figure 4 Team structure

4.1.1 Team Role Description

Name Organizational Role Project Role

4.2 USER STORIES

23 As a user, I want to embed tweets, YouTube videos and articles in my document so

4.3 PRIORITIZATION AND ESTIMATION

Priority ID User Story Story

4.4 TIMEBOX PLANNING

4.5 PROJECT PLAN

3.7 Determine Delivery 25/06/2019 25/06/2019 1

4.2.2 Planning Timebox 1 Team

Date: Date of the last approved version of this document

Author: Manish Verma, Project Manager

Owner Mike Simons

5.1.2 PROJECT OBJECTIVE

5.1.3 DESIRED OUTCOMES

5.1.5 CONSTRAINTS AND ASSUMPTIONS

Assumptions made during planning of the project are:

5.1.6 PROJECT TOLERANCES

5.1.7 THE USER(S) AND ANY OTHER KNOWN INTERESTED PARTIES

5.2.2 BENEFITS EXPECTED

5.3 Project Product Description

Quality Business Ambassador

5.5 Project Management Team Structure

5.6 Role Descriptions

Chapter 6 PRINCE2 and DSDM

Figure 5 PRINCE2 and its elements

(AXELOS Limited, 2017)

Figure 6 PRINCE2 Stages

(ILX Group, n.d.)

6.3 CRITICAL COMPARISON OF PRINCE2 AND DSDM

Figure 7 PRINCE2 and DSDM integration

(Alnoukari & Alzoabi, 2009)

6.3.1 Integration at Process Level

2 Starting up a project: In DSDM, the first phase is called the Pre-

• Review work progress. done before every timebox and work is

6.3.2 Integration in Roles

S.no. PRINCE2 Roles and Responsibilities Possible Mapping in DSDM