CC7169NI Software Project Management – 50% Group Coursework
Contents
Chapter 1: Memorandum…………………………………………………………………………………………….. 1
Chapter 2: Methodologies……………………………………………………………………………………………. 3
2.1. Software development approach…………………………………………………………………………. 3
Chapter 3: RACI Matrix……………………………………………………………………………………………. 16
3.1 RACI Matrix on Activity Level…………………………………………………………………………. 16
Chapter 4: Project Plan……………………………………………………………………………………………… 20
Chapter 5: Project Brief…………………………………………………………………………………………….. 30
- Project Definition…………………………………………………………………………………………….. 30
Chapter 6: PRINCE 2 and DSDM………………………………………………………………………………. 38
References……………………………………………………………………………………………………………….. 49
APPENDIX:……………………………………………………………………………………………………………. 51
Budget Calculation:………………………………………………………………………………………………. 51
Originality Report…………………………………………………………………………………………………….. 52
TABLE OF FIGURES
Figure 1: Traditional Software Development Approach………………………………………………….. 3
Figure 2: Agile Software Development Approach………………………………………………………….. 4
Figure 3: Traditional VS Agile Software Development Approach……………………………………. 5
Figure 4: Scrum Methodology……………………………………………………………………………………… 6
Figure 5: Scrum Artifacts……………………………………………………………………………………………. 7
Figure 6: Scrum Ceremonies……………………………………………………………………………………….. 8
Figure 7: Scrum Team………………………………………………………………………………………………… 8
Figure 8: DSDM principles……………………………………………………………………………………….. 10
Figure 9: Phases of DSDM………………………………………………………………………………………… 11
Figure 10: DSDM Project Management Roles……………………………………………………………… 12
Figure 11: Team Structure…………………………………………………………………………………………. 20
Figure 12: PRINCE2 environment……………………………………………………………………………… 38
Figure 13: PRINCE2 project lifecycle…………………………………………………………………………. 40
Figure 14: PRINCE2 and DSDM comparison………………………………………………………………. 41
TABLE OF TABLES
Table 1: Selection of DSDM Explanation 1…………………………………………………………………. 13
Table 2: Selection of DSDM Explanation 2…………………………………………………………………. 13
Table 3: Selection of DSDM Explanation 3…………………………………………………………………. 13
Table 4: Selection of DSDM Explanation 4…………………………………………………………………. 14
Table 5: Selection of DSDM Explanation 5…………………………………………………………………. 14
Table 6: Rejection of Scrum Explanation 1………………………………………………………………….. 14
Table 7: Rejection of Scrum Explanation 2………………………………………………………………….. 14
Table 8: Rejection of Scrum Explanation 3………………………………………………………………….. 15
Table 9: Rejection of Scrum Explanation 4………………………………………………………………….. 15
Table 10: RACI Matrix on Activity Level…………………………………………………………………… 16
Table 11: Team Role Description……………………………………………………………………………….. 20
Table 12: User Stories………………………………………………………………………………………………. 21
Table 13: Prioritization and Estimation……………………………………………………………………….. 23
Table 14: Time Box 1 planning………………………………………………………………………………….. 24
Table 15: Time Box 2 planning………………………………………………………………………………….. 25
Table 16: Project Plan……………………………………………………………………………………………….. 25
Table 17: Components and Descriptions……………………………………………………………………… 31
Table 18: Differences between PRINCE2 and DSDM………………………………………………….. 41
Table 19: Probing at Process Level…………………………………………………………………………….. 42
Table 20: Probing in Roles………………………………………………………………………………………… 43
Table 21: Probing at Deliverables………………………………………………………………………………. 45
Chapter 1: Memorandum
To: Board Members, SoftTech Services Inc.
From: Roshan Sah, Project Manager
Date: May 16, 2022
Subject: Regarding the formation of the Project management Team
Dear sir/madam,
The goal of this memorandum is to define the different project processes and strategy for the creation of a new product, “Book My Show,” an online cinema booking system. This project intends to include a variety of features that will give consumers with a nice online ticketing experience, as well as a feedback mechanism to help improve events. The project timeline, cost estimates, and timetable will be discussed, as well as communication systems and the project team.
SoftTech Services Inc. is a multinational corporation with development facilities in the United States, India, and Nepal. The “Book My Show” project’s major goal is to give users with the ability to book movie tickets as well as a number of additional services that create a good detailed experience. It contains a feedback mechanism and offers a ticket booking service that can be used by uploading movie materials. Based on user data with the development team and other project team members regarding development approaches, we’ve decided that the Agile Approach is ideal for this project because agile ensures constant stakeholder management, consistent communication, continuous cooperation and feedback conferences. We will employ the DSDM Methodology throughout the project because it is an agile framework. We also utilize Prince2 since it is a procedure-based approach to project management that gives us a lot of control over project resources while also supporting us with project and project risk management.
Our project will begin on June 1, 2022 and is expected to be finished by December 1, 2022. The project’s projected budget is $675,500, which includes costs for tools, operations, and resources; more information is provided in the “Appendix” section of this report. This report’s “4.5 Project Plan” section details the project’s team organization. As project managers, we prioritize all team members. The organization of the team members is described in the “4.1 Team Structure” section of this report. The RACI matrix, which is also included in this paper, will be used to identify the communication channel and the duties of team members. As project manager, I’ll be in charge of weekly meetings with the whole team and the board of directors to review project progress, as well as keeping track of any progress and difficulties that occur during the project’s development.
Chapter 2: Methodologies
2.1. Software development approach
The software development methodology refers to the techniques and procedures used to create, plan, test, manage, deploy, and design safe software products (AcqNotes, n.d.). Choosing the appropriate strategy might make or break your chances of success. Software development may be divided into two approaches:
1. Traditional Software Development Approach
The traditional approach to software development is a linear strategy in which the development process is finished sequentially with a complete set of requirements. The preceding step must be completed before going on to the next. If an issue emerges throughout the development of a project, it must go through the commencing phase. The approach is regarded as a heavyweight because of its weight. Because of its low change rate, this technique was irritating and difficult to employ until 1975, when a new approach known as the Agile Approach was established (Pankaj, 2019). Waterfall, Spiral Model, V-Model, and other conventional techniques are examples.
Figure 1: Traditional Software Development Approach
The phases of the conventional Software Development Approach are outlined above, and it also demonstrates that the traditional Software Development Approach is suitable for projects with well-defined standards and needs.
2. Agile Software Development Approach
Agile software development is a software development process that prioritizes communication, cooperation, task timeboxing, and the ability to react to change fast. Agile software development is an iterative method that divides projects into shorter sprints (Mavuru, 2018). Because agile is more adaptive in terms of specification changes and additions than traditional techniques, less time is spent on strategic prioritizing and planning. Extreme Programming (XP), Scrum, Dynamic System Development Method (DSDM), and other Agile methodologies are examples.
Figure 2: Agile Software Development Approach
The diagram above depicts agile workflow. The agile software development approach is significantly more flexible than traditional software development techniques when it comes to making adjustments to a process or a product (Kashyap, n.d.). As a result, agile software development is well-suited to a continually changing project or firm.
Comparison between Traditional and Agile Software Development Approaches Both traditional and agile techniques have benefits and drawbacks. Depending on the demands of the stockholders, the project might be developed in any way. The software development strategy used depends on the project size, the people involved, and the risk factor (Mavuru, 2018).
| Characteristics | Agile approach | Traditional approach |
| Organizational structure | Iterative | Linear |
| Scale of projects | Small and medium scale | Large-scale |
| Management Style | Decentralized | Autocratic |
| Perspective to Change | Change Adaptability | Change Sustainability |
| User requirements | Interactive input | Clearly defined beforeimplementation |
| Emphasis | People-Oriented | Process Oriented |
| Involvement of clients | High | Low |
| Development model | Easily changeable | Fixed |
| Test documentation | Comprehensive test planning | Tests are performed one at atime. |
| Effort estimation | Scrum master facilitates and the team does the estimation | Project manager provides estimates and gets approval from PO for the entire project(Kashyap, n.d.). |
| Restart Cost | Low | High |
| Testing | Every iteration | Once coding is done |
| Reviews and approvals | Reviews are done after each iteration | Excessive reviews and approvals by leaders |
Figure 3: Traditional VS Agile Software Development Approach
2.2 Selection of Methodologies
The process used by software development teams is referred to as software development methodology. It is used to create and deploy many types of software applications while maintaining requirements, adhering to dates and timelines, reducing risk, and giving value to clients. I chose two software development strategies for numerous Agile approaches to project development, which are briefly outlined below with comparisons.
2.2.1 Scrum Methodology
Scrum technique is a software development framework for managing iterative and progressive project development. In 1986, Hirotaka Takeuchi and Ikujiro Nonaka defined it as “a flexible, holistic product development technique where a development team works as a unit to achieve a single goal” in the New Product Development Game (Sachdev, 2016).
A product is broken down into smaller jobs, which are then grouped into a backlog. The tasks in a sprint are completed in the order listed in the backlog.
Scrum Artifacts:
Artifacts are used by the scrum team to solve problems. They are the constants in a scrum team, revisited and invested in on a frequent basis (ALLIANCE, n.d.). They are as follows:
- Product Backlog
- Sprint
- Increment
Figure 5: Scrum Artifacts
Scrum Ceremonies:
Scrum ceremonies are a series of activities that the scrum team performs on a regular basis (Paradigm, n.d.). It makes certain that everything is done appropriately. The scrum ceremonies are listed below.
- Sprint planning
- Daily Serum or Stand Up
- Sprint Review
- Sprint Retrospective
Scrum Team:
Figure 6: Scrum Ceremonies
A Scrum Team is a collection of individuals who collaborate to produce the needed product increments (Paradigm, n.d.). The Scrum framework encourages team members to communicate effectively. Scrum teams consist of:
- Product Owner
- Scrum Master
- Development Team
Figure 7: Scrum Team
2.2.2 Dynamic System Development Method (DSDM)
In 1994, information system professionals from various industries teamed up with consultants and project managers from some of the largest IT firms to form a non-profit Consortium dedicated to understanding and defining best practices in application development so that they can be widely taught and implemented (Stapleton, n.d.). The result is the Dynamic System Development Method (DSDM), which describes project management, estimating, prototyping, timeboxing, configuration management, testing, quality assurance, role and responsibilities, team structures, tool environment, risk management, building for maintainability and reuse, and vendor/purchaser relationships in a RAD (Rapidly Achieving Disaster) environment (RENDER, 2018). It is an Agile technique that addresses both the project’s lifespan and its commercial effect.
The synergistic value of the DSDM principles enables organizations to develop the greatest value business solution (RENDER, 2018). DSDM has eight principles, which are listed below:
- Focus on business need
- Deliver on time
- Collaborate
- Never compromise quality
- Build incrementally from firm foundations
- Develop iteratively
- Communicate continuously and clearly
- Demonstrate control
Figure 8: DSDM principles
DSDM presents a six-phase framework that depends on a number of methodologies based on the aforementioned concepts (RENDER, 2018). The stages are listed below:
- Pre-project
This phase ensures that the initiatives are arranged around a clear aim. Before starting the feasibility stage of the project, ensure that all resources are available. It acts as an entrance point, ensuring that projects are ready to begin based on the target and business objectives.
- Feasibility
During this phase, it must be determined whether the proposed project is technologically viable and cost-effective from a market standpoint. The time spent on Feasibility should be sufficient to determine if more study is required or whether the project should be abandoned immediately because completion is unattainable (Business, n.d.).
- Foundation
In this stage, you expand on the work you accomplished in Feasibility. You get a foundational understanding of the organization’s requirements and how this project fits those criteria. The purpose is to get a sense of the project’s scope of work and provide the framework for defining it, as well as estimations for finishing project components, using ranging estimations if appropriate.
- Evolutionary Development
After you’ve created a solid basis for the project, you should be ready to begin the iterative development cycle. The best answer should emerge over time. Timeboxing is used in Evolutionary Development to regulate iterations, with each iteration delivering a finalized component of a much bigger whole. Each timed iteration can use MoSCoW prioritization to prioritize the things to be worked on (your iteration backlog).
- Deployment
The Deployment phase’s goal is to put a baseline model of the Emerging Solution into production (Business, n.d.). The distributed release may include the whole solution or only a piece of it. In the Deployment phase, the three most important tasks are to assemble, review, and deploy. Furthermore, with the latest release, the project is officially closed.
- Post-project
After the product is developed, maintenance will surely be necessary. Maintenance is typically performed in a cycle similar to that used to manufacture the product.
Figure 9: Phases of DSDM
Because the DSDM focuses on the product supplied often in each iteration, these stages are aided by a number of key strategies. They’re:
- The Timeboxing
- The MoSCoW prioritization
- Facilitated workshops
- Iterative development
- Modeling and prototyping techniques
DSDM Project Management Roles and Responsibilities
The jobs in DSDM are more akin to those in a waterfall technique. DSDM has three tiers of role classifications. The three are indeed the project level, the solution team working, and the support team (RENDER, 2019). Each project phase has a project’s main team and a solution development team.
Figure 10: DSDM Project Management Roles
Orange represents roles that promote commercial interests. Green represents the technical contributors to the solution’s technical components. The color blue signifies the administration and leadership of the project. Gray represents the procedural interests of the project that contribute in its execution (RENDER, 2018).
2.2.1 Selection of DSDM
Out of the two approaches, DSDM is the best match for this project. I picked the DSDM technique for a variety of reasons, which are detailed here.
Table 1: Selection of DSDM Explanation 1
| Explanation 1 | |
| Scenario | The priority function of the product will be supplied at the start of the project, when the work is completed in accordance with the product’s prototype feature. |
| Attribute | Methodology was included in prototyping and timeboxing. |
| Reasoning | The DSDM approach prioritizes critical functionality, allowing problems to be recognized early in the development process and early deliverables to be utilized to collect user input. |
Table 2: Selection of DSDM Explanation 2
| Explanation 2 | |
| Scenario | As a project manager, I must provide a specific timeline for the completion of each project component, as well as a cost-effective budget division plan. |
| Attribute | Strict time and budget constraints. |
| Reasoning | Declaring a specified development timetable and allocating appropriate funding raises the product’s value. |
Table 3: Selection of DSDM Explanation 3
| Explanation 3 | |
| Scenario | Stakeholder-required aspects must be incorporated in the initial development stage, while certain unwanted parts can be disregarded. Following that, other features can be implemented. Collaboration among team members on each feature may increase the value of the product. |
| Attribute | Stakeholders are invited to participate in the development process. |
| Reasoning | Collaboration and collaboration among all involved parties assist in achieving the intended result. |
Table 4: Selection of DSDM Explanation 4
| Explanation 4 | |
| Scenario | The product’s excellence must be beneficial for both the stakeholder and the firm to meet the criteria of the current product selection. |
| Attribute | The emphasis is on testing. |
| Reasoning | Testing is performed at every stage of the development process to ensure that the product is technically sound and free of faults. |
Table 5: Selection of DSDM Explanation 5
| Explanation 5 | |
| Scenario | To fulfill the business purpose, the product must give a good outcome with a well-experienced and competent team member. |
| Attribute | Team members that are business-oriented and empowered. |
| Reasoning | Experienced team members provide a high-quality product that increases the company’s capacity to meet its needs. |
2.2.1 Rejection of Scrum
I rejected the Scrum technique due to various disadvantages in terms of the project goals, the reasons are given below.
Table 6: Rejection of Scrum Explanation 1
| Explanation 1 | |
| Scenario | An adequate timeframe for product completion is required to preserve company value and stakeholder expectations. |
| Attribute | Adherence to time and budget. |
| Reasoning | Scope creep may develop due to the lack of a specified end-date, decreasing the company’s worth. |
Table 7: Rejection of Scrum Explanation 2
| Explanation 2 | |
| Scenario | SoftTech Services Inc. is a multinational corporation that collaborates with a variety of stakeholders. |
| Attribute | Suitable for large-scale projects. |
| Reasoning | Scrum is best suited to short, fast-paced projects, but it is ineffective for bigger ones. |
Table 8: Rejection of Scrum Explanation 3
| Explanation 3 | |
| Scenario | Each team member must be consistent in order for the project to be successful. The loss of a technical staff member in a specific component of the product may limit its features. |
| Attribute | Collaboration amongst team members. |
| Reasoning | Uncertainty among team members for many causes may render the development process and the ultimate product worthless. Collaboration between them may be unsatisfactory. |
Table 9: Rejection of Scrum Explanation 4
| Explanation 4 | |
| Scenario | Testing at each stage of completion may result in more convenient goods by decreasing technical issues.. |
| Attribute | It is difficult to produce a high-quality product. |
| Reasoning | If the product is tested in a lesser amount, it may have technical concerns. Unless the team goes through a rigorous testing procedure, the output may not meet the needs of the firm and stakeholders. |
2.2.2 Conclusion
Because this is a large-scale project, a good development methodology that adds value to the product while staying on time is required. For the completion of this project, the DSDM technique was chosen over Scrum. DSDM prioritizes business objectives, completes activities on schedule and at a predictable rate, and iterates through ongoing communication. Before the project begins, DSDM conducts a detailed feasibility analysis and planning to aid in the understanding of the scope and features of the intended product. With the required inputs, this process assures the features with the technically sound output. It also enables flexible work environments where achieving deadlines and producing high-quality products are key concerns. Collaboration among stakeholders decreases complexity, resulting in a high-quality outcome. The DSDM’s prototyping and timeboxing capabilities increase the product’s value.
Chapter 3: RACI Matrix
The RACI Matrix is a technique for describing the roles and responsibilities of several persons or departments in the execution of a job or the delivery of a Quality Improvement project. Clearing responsibilities in a project can serve to reduce confusion and offer an answer to the question, “Who’s doing what?” RACI is an acronym that stands for Responsible, Accountable, Consulted, and Informed (SANTOS, 2021).
The letters in the RACI matrix represent a project’s task level, as indicated below. This team member is in charge of completing the assignment.
Accountable: This individual examines the assignment before to completion.
Before the job is signed off, this individual must be approached for the necessary inputs and permission.
Informed: This team member must maintain all project information up to date.
3.1 RACI Matrix on Activity Level
The RACI Matrix of the activities of DSDM with the project roles is mapped below.
Table 10: RACI Matrix on Activity Level
| Roles | Project Level | Solution Development Level | Support Level | ||||||||||
| Activities | Business Sponsor | Business Visionary | Technical Co- Ordinator | Project manager | Business Analyst | Team Leader | Solution developer | Solution Tester | Business Ambassador | Technical Advisor | Business Advisor | Workshop Facilitator | Agile Coach |
| 1. Pre-project | |||||||||||||
| 1.1 Identifying Role | R/A | C | C | R/C | |||||||||
| 1.2 Term of Reference | A | C | C | R | C | ||||||||
| 2. Feasibility Analysis | |||||||||||||
| 2.1 Feasibility Assessment | A/C | C | C | R | R | I | C | C | C | ||||
| 2.1.1 Identify Benefit | A/C | C | C | R | R | I | C | C | C | ||||
| 2.1.2 Estimate Cost and Time | A/C | C | C | R | R | I | C | C | C | ||||
| 2.1.3 Outline Solution | A/C | C | C | R | R | I | C | C | C | ||||
| 2.2 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 and prioritizedrequirements | R/A | C | R | I | I | I | C | C | |||||
| 3.3 Solution ArchitectureDefinition | A | R | C | R/A | I | C | C | ||||||
| 3.4 DevelopmentArea Definition | |||||||||||||
| 3.4.1Solution Review Strategy | R/A | C | C | C | I | I | I | C | C | ||||
| 3.4.2 Solution DevelopmentStandards | R | A | C | C | C | C | C | C | |||||
| 3.5 ManagementArea Definition | A | C | C | R | C | C | C | ||||||
| 3.6 Create Deliveryplan | I | A | C | R | C | C | C | C | C | ||||
| 3.7 Identify Delivery Management 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 | |||||||
| 4.2 Planning Timebox | A | A | R | R | R | R | |||||||
| 4.3 Creating Functional Solution | I | I | I | C | R/A | R/A | R | I | C | C | C | ||
| 4.4 Solution Testing | |||||||||||||
| 4.4.1 Business Acceptance Testing | I | I | C | R/A | R | R | |||||||
| 4.4.2 TechnicalTesting | I | I | R/A | I | R | ||||||||
| 4.5 Planning Development Phase | I | I | C | R | C | A | C | C | |||||
| 4.6 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 ProjectAssessment | A | C | C | R | C | C | R | R | |||||
| 6. Post Project | |||||||||||||
| 6.1 Benefits Assessment | A | R | R | C | C |
Pre-Project
The Business Sponsor determines the project management roles. The Business Sponsor is in charge of working with the Project Manager and Business Analyst to develop the terms of reference.
Feasibility
The Business Analyst is in charge of conducting feasibility analyses, which include cost, budget, and timetable estimates. After engaging with all project partners, a Business Sponsor certifies the feasibility study’s completion. Some of the suggestions are also provided by Business Ambassadors and Advisors. The project manager is in charge of developing a strategy based on the feasibility evaluation.
Foundation
The Business Case will be delivered by all project-level people, with help from the Business Analyst, Ambassador, and Advisor. The Business Analyst creates the PRL, which is authorized by the Business Visionary, to ensure that the requirements are in accordance with the business vision and that the Project Team is aware of it. With the assistance of Business Level People, the Business Analyst defines the Solution Architecture. The technical coordinator creates a Solution Development Standard and a review procedure with the assistance of the Solution Development Team. The Delivery Management Techniques are tracked by the Project Manager and Business Analyst, while the Technical Team develops the delivery plan.
Evolutionary Development
The Solution Development Team prepares the timeframes for designing, building, and documenting the product throughout this phase. They are completely in charge of the product’s development. The Project Manager is brought up to date on the status of the work. Solution Tester creates and tests the Business Acceptance Tests Plan with the assistance of the Business Analyst. The Project Manager creates Development Plans with the assistance of the Development Team and Technical Coordinator, which are subsequently presented with the Project Board.
Deployment
The product is deployed by the Solution Development Team, who are overseen by the Project Sponsor. Finally, the Project Manager facilitates a review with the Solution Development Team. The project is evaluated at the conclusion by the Project Manager, Solution Developer, and Solution Tester, with input from the Technical Coordinator, Business Visionary and Business Analyst.
Post Project
During this phase, the Business Visionary and Business Analyst examine the advantages of the solution implemented in consultation with the Business Ambassador and Business Advisor.
Chapter 4: Project Plan
4.1 Team Structure
4.1.1 Team Role Description
Table 11: Team Role Description
| Board | Organizational Role | Project Role |
| Michael Bedford | Chief Executive Officer | Business Sponsor |
| Robert Williams | Chief Operating Officer | |
| Ben Kasper | Chief Financial Officer | |
| Julia Stephenson | Chief HR officer | |
| Kevin Wilson | Chief Technology Officer | Technical Coordinator |
| Howles Buffet | President – USA | |
| Pramod Thapa | President – Nepal | |
| Abdul Khan | President – India | |
| Kyle Jones | Director of ProjectManagement | Business visionary |
| Helen Peterson | Director of Sales and Marketing | |
| Roshan Sah | Project Manager |
Michael Bedford, the company’s Chief Executive Officer, will serve as the Business Sponsor for this initiative. Robert Williams is the company’s Chief Operating Officer, and he is in charge of directing the company’s day-to-day administrative and operational tasks. Ben Kasper and Julia Stephenson are the Chief Financial Officer and Chief Human Resources Officer, respectively, in charge of financial and human resource oversight. Kevin Wilson, the project’s Chief Technology Officer, will oversee the project’s technical components and act as the Technical Coordinator. Kyle Jones, the director of project management, will be the business visionary in charge of providing the project with long-term vision. The president of the United States is Howles Buffet, while the presidents of Nepal and India are Pramod Thapa and Abdul Khan, respectively. I am the Initiative Manager for this project, reporting directly to the President of Nepal. The Solution development team and Group Leader will report to me on a regular basis regarding the project’s progress and management. With the assistance of these team representatives, the project will realize the Business Visionary’s vision.
4.1 User Stories:
| User StoryID | As a… | I want… | So that… |
| 1 | User | To create my own account. | I can log in to see movie shows & details. |
| 2 | User | View and choose movie from different categories. | I can book any movie and buy tickets. |
| 3 | User | Buy a movie ticket. | I can purchase movie directly from app. |
| 4 | User | Book a seat. | I can book any available seat easily without having to pay. |
| 5 | User | Search for a show. | I can find the show I desired easily. |
| 6 | User | View ongoing, upcoming and watched movies. | I can keep track of my progress and achievements. |
| 7 | User | Watch trailer of movie. | I can watch and decide efficiently. |
| 8 | User | Download ticket, booked transcripts of a movie | I can save on device and show it later. |
| 9 | User | Booking screen | I can see available seats and book it. |
| 10 | User | See watched movie. | I can keep track of my progress. |
| 11 | User | Submit reviews & rating. | I can rate, review and share feedback. |
| 12 | User | Multiple payment option | I can make payments seamlessly through a number of channels. |
| 13 | User | Logout & delete account | I can easily logout and also delete account when I desire. |
| 14 | Admin | Create shows content | I can create new content which user can see and book movie. |
| 15 | Admin | Edit shows content. | I can edit content with responses to feedback and keep it updated. |
| 16 | Admin | Upload videos and details in a shows. | Every single one of user can get access to trailer and movie details. |
| 17 | Admin | Create reviews checker | Everyone in the app can write reviews and rating. |
| 18 | Technical coordinator | See the platform handles more than 100,000 users using it at a time with no compromise. | It can be scalable and take huge loads at a time in busy hours. |
| 19 | Technical coordinator | Should support on iOS and Android platform | It is platform-efficient for employees and users, and it improves software usability. |
| 20 | Technical coordinator | Have a disaster recovery plan. | Technical officials can quickly tackle the disaster’s damages. |
| 21 | Manager | Make a system to send an email to users on posts and submissions. | It serves as a reminder to users about articles and submissions that have received feedback. |
4.2 Prioritization and Estimation
By prioritizing project deliverables to meet the demands of stakeholders, DSDM determines the cost, quality, and timeliness of each project. The key principle of the method is to provide business-oriented goods in a timely and high-quality way.
MoSCoW prioritization is a prominent and widely used requirement management prioritizing approach. In order for MoSCoW prioritization to be effective, work must be time-boxed, with an emphasis on business goals and product deadlines. This strategy is frequently used to assist key stakeholders in understanding the impact of actions in a certain release. MoSCoW is an abbreviation that stands for four categories of initiatives: must, should, could, and will not have (Chisel, n.d.).
- Must-Have:
The team must meet non-negotiable product requirements.
- Should Have:
Important projects that aren’t critical yet bring a lot of value.
- Could Have:
It’s nice to have projects that, if ignored, will have a minor influence.
- Will not have:
Initiatives that are not a priority for this time period.
Table 13: Prioritization and Estimation
| Priority | ID | User Stories |
| M01 | As a user, I want to create my own account. | |
| Must have | M02 | As a user, I want to View and choose movie from different categories. |
| M03 | As a user, I want to buy a movie ticket. | |
| M04 | As a user, I want to book a seat. | |
| M05 | As a user, I want to search for a show. | |
| M06 | As a user, I want to view ongoing, upcoming and watched movies. | |
| M07 | As an admin, I want to Create show content | |
| M08 | As an admin, I want to edit my show content | |
| M09 | As an admin, I want to upload videos and details in a shows. | |
| Should have | S01 | As a user, I want to view movie show and its prices. |
| S02 | As a user, I want to logout & delete account | |
| S03 | As a user, I want to submit review and rating. | |
| S04 | As a user, I want multiple payment option. | |
| C01 | As a user, I want to download ticket, booked transcripts of a movie |
| Could have | C02 | As a technical coordinator, I want to see the platform handles more than 100,000 users using it at a time with no compromise. |
| C03 | As a technical coordinator, I want the have a disaster recovery plan | |
| C04 | As a technical coordinator, I want have app that support on iOS and Android platform | |
| C05 | As a user, I want to recommend movie to a friend. | |
| Will not have | W01 | The system won’t have a web application. |
| W02 | The system won’t have the option to download videos or any files and files of the movie. |
4.3 Timebox Planning
Time Box 1 planning
| ID | User Story | MoSCoW | Remarks |
| M01. | As a user, I want to create my own account. | Must Have | |
| M02. | As a user, I want to view and choose movie from different categories | Must Have | |
| M03. | As a user, I want to buy a movie ticket. | Must Have | |
| M04. | As a user, I want to book a seat. | Must Have | |
| M05. | As a user, I want to search for a show. | Must Have | |
| M06. | As a user, I want to view ongoing, upcoming and watched movies. | Must Have | |
| M07. | As an admin, I want to create shows content | Must Have | |
| M08. | As an admin, I want to edit my shows content | Must Have | |
| M09. | As an admin, I want to upload videos and details in a shows. | Must Have |
Objective: To construct a working product in which students may establish their own accounts, view, choose, purchase, join, search, download tickets, and watch teaser videos, and trainers can create, modify, and post show content materials.
Time Box 2 planning
| ID | User Story | MoSCoW | Remarks |
| S01 | As a user, I want to view movie show and its prices. | Should Have | |
| S02 | As a user, I want to logout & delete account | Should Have | |
| S03 | As a user, I want to submit review and rating. | Should Have | |
| S04 | As a user, I want multiple payment option. | Should Have | |
| C01 | As a user, I want to download ticket, booked transcripts of a movie | Could Have | |
| C02 | As a technical coordinator, I want to see the platform handles more than 100,000 usersusing it at a time with no compromise. | Could Have | |
| C03 | As a technical coordinator, I want the have a disaster recovery plan. | Could Have | |
| C04 | As a technical coordinator, I want have app that support on iOS and Android platform | Could Have | |
| C05 | As a user, I want to recommend movie to a friend. | Could Have |
Objective: Adding features that allow students to keep track of their progress, take tests and submit assignments, offer comments, suggest the shows to a friend, and participate in the shows forum and respond to others’ postings. A technical coordinator may handle over 100,000 users, as well as catastrophe recovery and a maximum response time of 5 seconds.
4.4 Project plan
| S.N. | Activity | Deliverables | Start Date | End Date | Durati on | Resources |
| 1 | Pre-Project | Term ofReference | 2022/05/06 | 2022/05/08 | 3 | |
| 1.1 | Identify Roles | 2022/05/06 | 2022/05/07 | 2 |
| 1.2 | Prepare Term of Reference | 2022/05/08 | 2022/05/08 | 1 | BusinessSponsor | |
| 2 | Feasibility | Multiple | 2022/05/09 | 2022/05/15 | 5 | |
| 2.1 | Feasibility Assessment | Feasibility Assessment Document | 2022/05/09 | 2022/05/14 | 4 | Business Analyst, BusinessSponsor |
| 2.1.1 | Identify Benefit | 2022/05/09 | 2022/05/09 | 1 | ||
| 2.1.2 | Estimate Cost andtime | 2022/05/10 | 2022/05/13 | 2 | ||
| 2.1.3 | Outline Solution | 2022/05/14 | 2022/05/14 | 1 | ||
| 2.2 | Outline Solution | Outline PlanDocument | 202/05/15 | 2022/05/15 | 1 | ProjectManager |
| 3 | Foundation | 2022/05/16 | 2022/05/29 | 10 | ||
| 3.1 | Determine Business Case | Business Case Document | 2022/05/16 | 2022/05/16 | 1 | Business Visionary, Sponsor |
| 3.2 | Describe &prioritize requirements | PrioritizedRequirement List | 2022/05/17 | 2022/05/20 | 2 | Business Visionary |
| 3.3 | Create Solution Architecture Definition | Solution Architecture Definition | 2022/05/21 | 2022/05/21 | 1 | Business Analyst |
| 3.4 | Development AreaDefinition | SolutionFoundation | 2022/05/22 | 2022/05/23 | 2 | |
| 3.4.1 | Solution Review Strategy | 2022/05/22 | 2022/05/22 | 1 | Technical Coordinator, BusinessAnalyst | |
| 3.4.2 | Solution DevelopmentStandards | 2022/05/23 | 2022/05/23 | 1 | Technical Coordinator | |
| 3.5 | Management Area Definition | ManagementFoundation Document | 2022/05/24 | 2022/05/24 | 1 | Project Manager |
| 3.6 | Create Delivery Plan | Delivery Plan | 2022/05/27 | 2022/05/28 | 2 | Project Manager, BusinessVisionary |
| 3.7 | Determine Delivery ManagementTechniques | Delivery Control Pack | 2022/05/29 | 2022/05/29 | 1 | |
| 4 | Evolutionary Development | Multiple | 2022/05/30 | 2022/05/10 | 160 | |
| 4.1 | TIMEBOX 1 | Objective | 2022/05/30 | 2022/05/26 | 20 | |
| 4.1.1 | Elaborate PRL | 2022/05/30 | 2022/05/30 | 1 | Project Manager | |
| 4.1.2 | Planning Timebox | Timebox Plan, Timebox ReviewRecord | 2022/05/31 | 2022/05/31 | 1 | Team Leader |
| 4.1.3 | Creating Functional Solution | Evolving Solution, SupportingDocumentation | 2022/06/03 | 2022/06/13 | 9 | Solution Development Team |
| 4.1.4 | Solution Testing | SolutionAssurance Pack | 2022/06/14 | 2022/06/21 | 6 | Solution Testing Team |
| 4.1.4.a | Business Acceptanc e Testing | 2022/06/14 | 2022/06/18 | 3 | Team Leader, SolutionTester | |
| 4.1.4.b | Technical Testing | 2022/06/19 | 2022/06/21 | 3 | Team Leader, SolutionTester | |
| 4.1.5 | Planning Deployment Phase | Deployment Plan | 2022/06/24 | 2022/06/24 | 1 | Project Manager |
| 4.1.6 | Deployme nt | 2022/06/25 | 2022/06/26 | 2 | ||
| 4.1.6.a | Deploy Solution | Deployed Solution | 2022/06/25 | 2022/06/25 | 1 | Solution DevelopmentTeam |
| 4.1.6.b | End of Timebox Assessment | Timebox Retrospective Report | 2022/06/26 | 2022/06/26 | 1 | Project Manager |
| 4.2 | TIMEBOX 2 | 2022/06/27 | 2022/07/23 | 20 | ||
| 4.3 | TIMEBOX 3 | 2022/07/24 | 2022/08/23 | 20 | ||
| 4.4 | TIMEBOX 4 | 2022/08/24 | 2022/09/20 | 20 | ||
| 4.5 | TIMEBOX 5 | 2022/09/21 | 2022/10/18 | 20 | ||
| 4.6 | TIMEBOX 6 | 2022/10/19 | 2022/11/15 | 20 | ||
| 4.7 | TIMEBOX 7 | 2022/11/16 | 2022/12/13 | 20 | ||
| 4.8 | TIMEBOX 8 | 2023/01/14 | 2023/01/10 | 20 | ||
| 5 | PostProject | 2023/01/11 | 2023/01/19 | 7 | ||
| 5.1 | BenefitAssessme nt | Benefit Assessment | 2023/01/22 | 2023/01/30 | 7 | Business Visionary |
Assumptions
- The overall number of working days in a week is five, with Saturday and Sunday off.
- A single timebox is described above. The rest are identical, with only the start and end dates of each timebox provided.
- The final timebox indicates the overall evaluation of the project.
Deliverables:
Terms of Reference: The Terms of Reference describe the setting, goals, and purpose of a proposed project. This report describes the activities to be done as well as the difficulties, budget, and skills associated with the project.
Feasibility Assessment Document: It includes budget, cost, and time estimates, as well as the business and technical viability of the solution.
Outline Plan Document: It includes details on how the project should be handled and delivered.
Business Case Document: It illustrates why the project should start with business concerns and their answers.
Prioritized Requirement List: It outlines all of the project’s needs in terms of business concerns, which may be amended as the project moves forward.
Business Foundation: It describes the corporate participation necessary for the solution to be produced.
Solution Foundation: It contains how the product will progress with the development process, development standards, and review strategy.
Management Foundation: It describes the project management processes and how DSDM concepts aid in meeting the goal.
Delivery Plan: The outline plan covers the time management for delivering the solution.
Delivery Control Risk: It is a live document that includes the project status, risk log, and change management document.
Timebox Plan: It specifies which needs must be met within the timeframe and the timeframe’s objectives in relation to the delivery plan.
Evolving Solution: This is the solution that was developed in compliance with the specifications of the timebox plan.
Solution Assurance Plan: There are also business acceptance test cases and technical test unit records.
Deployment Plan: It defines the deployment plan for the solution when it has been fully created.
Deployed Solution: It is a complete solution that is employed in real-world business settings.
Timebox Review Report: It gives information on the timebox performance of people, projects, and technology.
Benefits Assessment: It considers how effectively the deployed solution aids in the resolution of the targeted business problem.
Chapter 5: Project Brief
Documentation Information
Project name: Book My Show an Online app for booking of movie tickets Platform Date: Date of the last approved version of this document
Author: Roshan Sah, Project Manager Owner: Richard Bedford
Document code: 1 Version: v1
5.1 Project Definition
5.1.1 Background
SoftTech Services Inc. is an international corporation with offices in the United States, Kenya, and Nepal. Finance, Human Resources Management, and Marketing are all administrative departments based in the United States. The firm plans to release a new product dubbed “Book My Show,” which will be a app-based booking and ticketing platform. This training platform has various elements that will give users with a good training experience, including online and offline usage options, as well as a feedback mechanism to constantly enhance the training. Users can sign up for the shows or pay for it. This enables students and teachers to communicate in a classroom setting, allowing them to gain more knowledge and offer questions and answer to others’ contributions.
5.1.2 Project Objectives
The main objectives of the project are given below:
Time: Project starts on May 6, 2021 and ends on Jan 30, 2023.
Cost: To complete the project within the budget of $ 675500.
Quality: To constantly test and analysis the product to develop a quality product.
Scope: To develop the product based on the functional and non-functional requirements provided in the project plan of the organization.
Risks: To deploy the product within the defined tolerance for the pre-defined risks. Benefits: To make sure that the product is valuable to the users around the world.
5.1.3 Desired Outcomes
The project’s goal is to give users with fulfilling training in both online and offline activities through enrollment in paid shows in various groups.
The following are the product’s desired outcomes:
- With this product, customers will be able to browse and see shows from a range of categories.
- Using this product, users will be able to download materials, videos and transcripts from a show.
- This product will be easy to use, with features such as current and finished shows, as well as the option to search for shows using a variety of parameters.
- Users will be able to browse or download content for offline viewing as well as watch videos inside the shows.
- This product will assist in sending emails to appropriate users in response to posts and submissions.
5.1.4 Project scope and exclusions
Project Scope:
SoftTech Services Inc., a worldwide corporation, created this project in order to expand their product range with the aid of their new product “Book My Show.” This project’s goal is to provide a training platform with a range of features that will give users with a good online and offline training experience, as well as a feedback mechanism to help them improve their training. Through this initiative, students may investigate and pick shows from a variety of areas. The following is a high-level explanation of the project’s scope:
Table 17: Components and Descriptions
| Components | Description |
| Create, choose and manage shows | Create, edit, view and choose the show contentfrom several categories. |
| Searching and downloading the content | Can search the content of the shows and can be downloaded and viewed offline. |
| Test and assignment | Can take test and submit assignment that are designed by trainers. |
| Feedback and recommendation | Can provide feedbacks and recommend shows toothers. |
Exclusions:
The above-mentioned deliverables will limit the scope of this project. The following components will not be discussed.
• No mobile applications will be available for the product.
• The video lessons in this program cannot be shared on social media.
• Other than English, no other languages will be supported.
5.1.5 Constraints and Assumptions
Constraints:
The project sets the limitations that the team must follow. The restrictions are linked to the project’s scope, cost, and timeline, all of which might have an influence on the project’s objectives.
- Scope: The project’s scope has previously been specified, and all team members should operate within the restrictions of the scope. Any changes will have an effect on the project’s strategy, timetable, and money.
- Cost: The total cost of the renovation is estimated to be $675,500. Any budget changes will have a direct influence on the project’s aim.
- Time: The project will start on December 6, 2021 and end on August 30, 2022. When calculating time, several factors such as resource availability, work rate, and working days are considered. As a result, any unexpected intrusion or incorrect forecast may jeopardize the project’s delivery schedule and aim.
Assumptions:
- A sufficient workstation is expected to be available for the project’s execution.
- It is anticipated that the DSDM technique will be used by everyone in the team.
- It is expected that the personnel working on this project are highly motivated.
- Teams are intended to have as few external dependencies as possible.
5.1.6 Project tolerances
Tolerance thresholds for money, time, scope, quality benefits, and risk have been determined in this project. It is not essential to notify upper management if a limitation falls below the tolerance level.
- Cost: Cost is fixed in the DSDM methodology.
- Time: Time is also fixed in DSDM methodology.
- Scope: A slight scope variation is tolerable.
- Quality: Variation in quality is not tolerable in DSDM.
- Risk: Tolerance of risk is low.
- Benefits: Benefits tolerance is set to a minimum.
If there is a change in the tolerance, it should be notified to senior management.
5.1.7 The user(s) and any other known interested parties
The project’s inception, development, and completion phases are all conveyed to all project stakeholders. The board members, Chief Executive Officer, Chief Technology Officer, Directors, Presidents, staff, and product clients are among those who have been notified.
5.1.8 Interfaces
After the completion of the project following components need to be updated:
- Websites, social media, and company pamphlets should be updated with new products.
- Training the sales team to educate the customers regarding the product with the demo.
- The marketing team should start a marketing campaign and toss announcement of the product
5.2 Outline business case
5.2.1 Reason
SoftTech Services Inc. is an international corporation with offices in the United States, Kenya, and Nepal. Finance, Human Resources Management, and Marketing are all administrative departments based in the United States. The firm plans to release a new product dubbed “Book My Show,” which will be a app-based booking and ticketing platform. This platform allows users to learn new things both online and offline. Because the firm intends to grow,
by introducing this product, which has several advantages, including the capacity to assist firms increase their market impact. This helps them maintain their market position, which increases the company’s value. The product will create a competitive advantage and will benefit the organization.
5.2.2 Expected Benefits
Following the completion of the product, the business anticipates the following benefits:
- The company’s market share will increase as a result of this product.
- This product will assist the firm in developing a solid portfolio.
- The product will be critical in improving the company’s value and growth.
- This product will help the company acquire new customers while also maintaining current ones.
5.2.3 Expected Dis-Benefits
The following are the project’s projected drawbacks:
- Because this product contains sophisticated information in the premium category, it may not be affordable to everyone.
- When more competent members are needed, the cost of remuneration rises.
- Because this initiative is web-based rather than mobile-based, it may result in a loss of market share.
- Because this system only accepts foreign payment methods such as PayPal, MasterCard, and so on, many local users are lost.
5.2.4 Time
The project is scheduled to begin on December 6, 2021, and conclude on August 30, 2022. The detailed time schedule is provided in the project time section.
5.2.5 Cost
Using a budget of $675,500 in mind, the team members will build this project with the necessary resources and supplies. A full budget computation is included in the appendix section.
5.2.6 Risk
The risk while doing the project are:
- Inaccessibility of adequately skilled resources.
- Employees take unplanned long-term leaves.
- Budget, scope, and time estimates are not exact.
- Lack of communication between team members.
5.3 Project product description
5.3.1 Title
The project is titled as “Book My Show” which is an app-based booking and ticketing platform.
5.3.2 Purpose
The purpose of the “Book My Show” initiative is to make internet ticketing for users, including performances, as simple as feasible. Students seeking engaging online and offline classes are the key consumers of current app booking.
5.3.3 Composition
- Online-based booking portal as well as online usage of downloaded material
- Paid shows
- Shows division in a category wise.
- Interactive classes
5.3.4 Derivation
As “Book My Show” is the new product line of the company so it is not derived from any other product.
5.3.5 Development skills required
The required skills for the completion of the project as listed below:
- Front-end development
- Back-end development
- Database development
5.3.6 Customer’s quality expectations
Because the team is dedicated about product quality, users will obtain a high-quality product. They will explain the tolerance levels and prioritize the client’s most important requests.
- Quality Criteria
- The product must solve the business problem.
- The finished product should meet the objectives indicated above.
- Quality Method
- Various tactics, such as Moscow Prioritization, are utilized to maintain and improve product quality.
- Prior to deployment, the product is carefully tested and assessed from both a technical and a business standpoint.
5.3.7 Acceptance criteria
The acceptance criteria for this project are given below:
- The product must be user-friendly
- The shows materials should be accessible online with the shows.
- The product must be highly secured.
- The system should send an email about the new or any updated shows to the new and relevant client.
- The system should be able to handle 100.000 users at once without slowing down.
5.3.8 Project-level quality tolerances
The quality should be effective and fulfill the stated standards for project acceptance.
5.3.9 Acceptance method
Signed document and email acceptance will be used to confirm acceptance.
5.3.10 Acceptance responsibilities
The Business Ambassador, Solution Testing Team, and Product Owner will be in charge of confirming approval.
5.4 Project approach
For this project, the Dynamic System Development Method was chosen as the technique (DSDM). The usage of DSDM, an agile development approach, will improve this project. Because of its concepts, methodologies, and outputs, DSDM is a suitable fit for this project. DSDM assists in meeting deployment timelines with a focus on business demands. The DSDM approach was chosen for this project because it enables better planning and communication among stakeholders in order to achieve the project’s needs.
5.5 Project management team structure
The Project Plan of this report includes a full picture of the project management team organization.
5.6 Role descriptions
The role descriptions are mentioned in the Project Plan section of this document.
descriptions are mentioned in the Project Plan section of this document.
Chapter 6: PRINCE 2 and DSDM
6.1 PRINCE 2
The PRINCE2 (Projects in Controlled Environments) technique is well-known and frequently used. It’s also a procedure-based project management strategy that will teach you the essential skills you’ll need to succeed as a project manager. PRINCE2 is versatile, and the most recent structural modification allows it to be more easily adjusted to any project you take on (Prince2, n.d.). It works well for both little and large tasks (Malsam, 2021). All project stages are clearly defined, roles and responsibilities are allocated to team members, and project control and management are straightforward and effective.
The integrated elements of the PRINCE2 method are (Malsam, 2021):
- Principles
- Themes
- Process
- Project Environment
Figure 12: PRINCE2 environment
Principles:
To become a PRINCE2 project, there are seven principles that must be followed. The principles are as follows (Malsam, 2021):
- Continued business validation.
- Learn from experience.
- Define responsibilities and role.
- Accomplish by stages.
- Accomplish by exception.
- Focus on the product.
- Tailor to the project situation.
Themes:
The project management discipline and why they are necessary are described by the themes of PRINCE2. They are:
- Business Case
- Organization
- Quality
- Plans
- Risk
- Change
- Progress Processes:
These determine what decisions must be made, who must make them, and when they must be made. There are seven processes in total:
- Starting up a project
- Directing a project
- Initiating a project
- Controlling a stage
- Managing product delivery
- Managing state boundaries
- Closing a project
In the diagram below, the utilization of PRINCE2 methods is demonstrated through the project lifecycle.
Figure 13: PRINCE2 project lifecycle
6.2 DSDM
The Dynamic System Development Method (DSDM) is an agile project management technique that includes a significant amount of current project management knowledge. DSDM considers the complete project life cycle. The second chapter of this study goes over all eight ideas, steps, and roles and duties.
6.3 Critical Comparison of PRINCE2 and DSDM
PRINCE2 and DSDM concentrate on product-based and business challenges. Because they are applicable to both small and big projects, both techniques may be used to manage information technology. The methods roles deliverables and responsibilities of the PRINCE2 and DSDM methodologies are comparable, as will be explained later.
Figure 14: PRINCE2 and DSDM comparison
The figure above depicts the common field between the two techniques, as well as how DSDM may be utilized in combination with PRINCE2. The section that follows provides a more detailed comparison of the approaches. Processes, deliverables, and roles will be discussed.
The following are differences between PRINCE2 and DSDM:
Table 18: Differences between PRINCE2 and DSDM
| Feature | DSDM | PRINCE2 |
| Method | Application developmentmethod | Project development method |
| Roles and Responsibilities | Business Sponsor, Business Visionary, Business Analyst, Technical Advisor, Technical Coordinator, Business Advisor, Business Ambassador, Team Leader, Solution Developer, Solution Tester, Workshop Facilitator, DSDM Coach | Executive, Project Board, Senior User, Project Assurance,Change Authority, Senior Supplier, Project manager, Team manager, Project Support |
| Life cycle | Pre-project Phase, Feasibility Phase, Foundation Phase, Evolutionary Phase, Deployment Phase | Starting up a project, Initiating a project, Directing a project, Controlling a stage, Managing product delivery, Managing state boundaries,Closing a project. |
| Requirement Dealing | Fixed budget and time | Fixed Budget, scope and plan |
6.3.1 Probing at Process Level
Any technique must go through many phases in order to provide an effective result. PRINCE2 has six processes with diverse activities. DSDM also continues to use a six-phase approach to project completion. The comparison between PRINCE2 and DSDM procedures is noted here.
Table 19: Probing at Process Level
| S.N | PRINCE2 Processes | DSDM Processes |
| 1 | Starting up a Project: It is the first PRINCE2 procedure and describes the project’s aim and expected outcome in commercial terms. It evaluates the establishment of the Project Board, the selection of an executive and a Project Manager, the design and selection of a project management team, the development of the Initiation Stage Plan, the compilation of the project brief, and the definition of the Business Case Outline. It also guarantees that risk, budget, time, and effort are all considered.. | Pre-Project: It formalizes and prioritizes a proposal in relation to the organization’s other activities and strategic goals. This process comprises selecting project responsibilities and scope, preparing for the feasibility phase, finding Business Visionaries and Business Sponsors, and writing the Terms of Reference. |
| 2 | Initiating a Project: To plan the specifics, a PID (Project Initiation Document) must be created. This phase comprises developing management strategies, approving an acceptable business case, setting up project control and project files, and developing a PID. | Feasibility and Foundation: The viability of the proposed project is identified in both business and technical areas by developing the Outline Plan. Foundations create the framework for a robust and long-term knowledge of the project, allowing for a more versatile project focus. During this phase, a document detailing the responsibilities, team structure, communication strategy, and project methodology is created. |
| 3 | Directing a Project: At this stage, the Project Board manages and monitors the project using reports and a management system depending on the number of decision points. This process’s primary actions include authorizing commencement, authorizing a project, establishing a stage plan, monitoring and controlling, and ensuring project conclusion. | Evolutionary Development: It takes an iterative, incremental approach to product development. It includes a timeframe for different priority needs, as well as effective risk management, team management, progress monitoring, and reporting to the Project Manager. The Delivery Control Pack paper is crucial in this procedure. |
| 4 | Controlling a Project: This protocol describes how to approve and receive the Work package. This stage entails evaluating work package authorisation, progress, project challenges, stage status, highlight, and finished work package information (Hughes, 2009). | Evolutionary Development: It takes an incremental approach, iterative to product development. It includes a timeframe for different priority needs, as well as effective risk management, team management, progress monitoring, and reporting to the Project Manager. The Delivery Control Pack paper is crucial in this procedure. |
| 5 | Managing Stage Boundaries: It describes what should be done if a stage’s tolerance thresholds are exceeded (Srivastava, 2021). The main phases in this process are to design a stage, authorize the next stage, complete the stage, report the stage end to the Project Board, and write an expectation plan. | Evolutionary Development: It takes an iterative, incremental approach to product development. It includes a timeframe for different priority needs, as well as effective risk management, team management, progress monitoring, and reporting to the Project Manager. The Delivery Control Pack paper is crucial in this procedure. |
| 6 | Managing Product Delivery: In this stage, the Project Manager accepts and executes a work package while also ensuring that it fulfills quality criteria. The job package is then given with approval of its completion. | Deployment: It focuses on operational utilization or being ready for delivery to the market or consumers. This stage involves the product’s final assembly, a final evaluation of what was supplied, and the product’s deployment into operational use. |
| 7 | Closing a Project: At this stage, the actions carried out as part of the project are explained. This stage’s activities include decommissioning a project, selecting next steps, reviewing the PID objectives, and updating the Issue Register. | Post-Project: It is completed following the last planned deployment and assesses the project’s success in terms of business value. So when lesson learned report as well as the benefits review process are completed, the project is complete. |
6.3.2 Probing in Roles
The duties and responsibilities allocated to each function in line with the project requirements help the project accomplish its purpose. Those tasks and duties are allocated in the project management team as part of the PRINCE2 and DSDM. The duties of various jobs are mapped out in the table below of PRINCE2 and DSDM techniques.
| S.N. | PRINCE2 Roles and Responsibilities | Possible Mapping with DSDM |
| 1 | Project Board: The Project Board is the highest level of management of a project. They are responsible for the success, direction, and leadership of the project, as well as competent decision-making for the company’s reputation. It involves the jobs of executive, senior user, and senior supplier (Office, 2009). | There is no mapping with DSDM Roles. |
| 2 | Executive: The executive serves as the head of the board and is in charge of making decisions, assuring project feasibility, and ensuring project worth. The executive creates and funds a business case. | Business Sponsor: The Business Sponsor is responsible for the project’s viability during development. A corporate sponsor creates a business case for a project and provides funding and resources. |
| 3 | Senior User(s): The Senior User is responsible for evaluating user needs and assessing the product while ensuring effective user communication. The Senior User determines the project’s value to the firm. | Business Visionary: The Business Visionary is responsible for developing product vision and expressing the relevance of project needs. This job is also responsible for managing stakeholder input, evaluating project progress, and determining project benefits. |
| 4 | Senior Supplier(s): The Senior Supplier represents the interests of the suppliers who are designing, facilitating, sourcing, and implementing the project with the quality of product generated by the suppliers on the project board. | There is no mapping with DSDM Roles. |
| 5 | Project Manager: The Project Manager is in charge of the day-to-day administration of the project, which includes planning, approving, monitoring, reporting, and taking necessary action. The Project Manager controls risk, time, money, quality, and benefit tolerances. | Project Manager: The Project Manager is responsible for both day-to-day management and high-level planning, scheduling, and project monitoring. The Project Manager reports to a Senior Business or Technical Role on risk management and team member problems. |
| 6 | Team Manager: The Team Manager is responsible for finishing the project on time and within budget. The Project Manager reports to the Team Manager, who controls the project’s needed personnel. | Team Leader: The Team Leader encourages team members to focus on the product’s schedule and budget by organizing reviews, retrospective daily meetings, and reporting progress to the Project Manager. |
| 7 | Project Assurance: Project Assurance is responsible for monitoring project performance, the interests of important stakeholders, business, suppliers, and users, and alerting the Project Manager. | Business Ambassador: The Business Ambassador works with the Solution Development Team to ensure that the product fits the company’s needs.. |
| 8 | Change Authority: A designated individual or group, or the Senior User, is in charge of managing project modification requests. | Business Visionary: The Business Visionary’s responsibilities include coordinating stakeholder input, tracking progress, and recognizing project benefits. |
| 9 | Project Support: The Project Manager has the option of taking on the empowering position of Project Support for the project. | Agile Coach, Advisors, and Workshop Facilitator: These positions assist the project in its varied tasks. |
6.3.3 Probing at Deliverables
Both PRINCE2 and DSDM provide a range of results in every process and activity in a project. The deliverables of PRINCE2 and DSDM are contrasted in the table below.
Table 21: Probing at Deliverables
| S.N. | PRINCE2 Deliverables | Possible Mapping with DSDM |
| 1 | Benefits Review Plan: It entails determining how and when the product’s advantages will be assessed. | Benefits Realization Plan: It is produced at the deployment stage, when benefit evaluation is intended. |
| 2 | Business Case: It describes how long the project will take, how much it will cost, how hazardous and beneficial it will be. | Business Case: It includes a vision and explanation for the project’s launch, as well as information on the business challenges and remedies. |
| 3 | Checkpoint Report: A team member hands it to the project manager and describes how the project is proceeding. | Timebox Review Record: It is presented to the Project Manager by a Team Member and summarizes the project’s status and timeline. |
| 4 | Communication Management Strategy: It describes how the project and its stakeholders will communicate. | Management Approach Definition: It justifies the project’s management and stakeholder procedures. |
| 5 | Configuration Item Record: It describes how to govern a configuration object such as a product, its components, and product release. | There is no mapping with DSDM Roles. |
| 6 | Configuration Management Strategy: It describes who and how the configuration items record will be handled. | Management Approach Definition: It justifies the project’s management and stakeholder procedures. |
| 7 | Daily Logs: It keeps track of the everyday challenges and problems that the project manager must handle. | Timebox Review Record: It is presented to the Project Manager by a Team Member and summarizes the project’s status and timeline. |
| 8 | End-Stage Report: This document will include information about the last stage. | Project Review Record: It gradually integrates deployment data. The project evaluation, as well as records of lessons learned, are also included in the final increment. |
| 9 | End Project Report: This document is delivered to the project board once the product has been deployed and evaluated using PID. | Project Review Record: It eventually integrates deployment information. The project evaluation is also included in the final increment, as are records of lessons learned. |
| 10 | Exception Report: It maintains a plan in place in the event of an emergency. | There is no mapping with DSDM Roles. |
| 11 | Highlight Report: It is delivered to the project’s board of directors to describe the progress and status of the stage. | Timebox Review Record: It is presented to the Project Manager by a Team Member and contains information on the project’s status and review according to the timeframe. |
| 12 | Issue Register: It has an issue log that is properly handled. | Delivery Control Pack: It includes risk logs, Change Control Records, and timely reports to sponsors. |
| 13 | Issue Report: All formally handled issues have impact and mitigation records. | Delivery Control Pack: It includes risk logs, Change Control Records, and timely reports to sponsors. |
| 14 | Lesson Log: It records all of the lessons learned from current and prior initiatives. | Project Review Record: It gradually integrates deployment data. The project evaluation, as well as records of lessons learned, are also included in the final increment. |
| 15 | Lesson Report: It records the lessons learned in order to utilize them in future initiatives. | Project Review Record: It gradually integrates deployment data. The project evaluation, as well as records of lessons learned, are also included in the final increment. |
| 16 | Project Plan: Describes what, when, how, and who information is needed to meet the project’s objectives. | Outline Plan Document: It describes how to manage a project and produce a product. |
| 17 | Product Description: It outlines a product’s purpose, composition, origin, and quality requirements. | Solution Architecture Definition: It takes into account the influence of product delivery on both commercial and technical difficulties. |
| 18 | Product Status Account: It describes the current condition of products within the constraints given. | Solution Architecture Definition: It takes into account the influence of product delivery on both commercial and technical difficulties. |
| 19 | Project Brief: It defines the project’s aim, budget, timeframe, quality, tolerance, and constraints. | Business Case: It includes a vision and explanation for the project’s launch, as well as information on the business challenges and remedies. |
| 20 | Project Initiation Document: It evaluates information of the project’s inception, administration, and control. | Solution Foundation: It contains the information needed to start, administer, and control the project, as well as papers BAD, SAD, and DAD. |
| 21 | Project Product Description: It defines the project’s scope, as well as the customer’s quality expectations and acceptance criteria. | Solution Architecture Definition: It takes into account the influence of product delivery on both commercial and technical difficulties. |
| 22 | Quality Management Strategy: To develop a high-quality product, techniques and criteria are established and must be followed. | Solution Development Standards: It specifies the criteria and processes that must be followed in order to generate a high-quality product. |
| 23 | Quality Register: It includes a record of all actions that have been planned and completed. | Project Review Record: It gradually integrates deployment data. The project evaluation, as well as records of lessons learned, are also included in the final increment. |
| 24 | Risk Management Strategy: It defines the risk management strategies, roles, tools, and processes that will be employed throughout the project. | Risk Assessment Document: It includes a risk mitigation strategy for the identified risk during the feasibility stage. |
| 25 | Risk Register: It maintains track of known threats, their details, and their history. | Risk Log: It is indicated in the delivery control pack, which records all hazards. |
| 26 | WorkPackage: It comprises all of the information concerning the development of a product. | Timebox Plan: It is used to organize jobs that must be done within a certain amount of time. |
| 26 | WorkPackage: It comprises all of the information concerning the development of a product. | Timebox Plan: It is used to organize jobs that must be done within a certain amount of time. |
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APPENDIX:
Budget Calculation:
Table 21: Budget Calculation
| Work Packages | Duration | Resources | Man Day/Cost | Materials | Cost |
| Pre-Project Activities | 3 | 2 | 350 | 2100 | |
| Feasibility Phase Activities | 5 | 4 | 400 | 8000 | |
| Foundation Phase Activities | 10 | 6 | 400 | 24000 | |
| Timebox 1 | 20 | 13 | 300 | 6000 | 84000 |
| Timebox 2 | 20 | 13 | 300 | 78000 | |
| Timebox 3 | 20 | 13 | 300 | 78000 | |
| Timebox 4 | 20 | 13 | 300 | 78000 | |
| Timebox 5 | 20 | 13 | 300 | 78000 | |
| Timebox 6 | 20 | 13 | 300 | 78000 | |
| Timebox 7 | 20 | 13 | 300 | 78000 | |
| Timebox 8 | 20 | 13 | 300 | 6500 | 84500 |
| Post Project Activities | 7 | 2 | 350 | 4900 | |
| Total Estimated Budget | 675500 | ||||
Assumptions:
- A total of 12 members of the Development Team and Team Leader will take part inthetimeboxes.
- The development of new Server and Security Factors for the product cost $6000 in the timebox 1.
- Disaster Recovery and Load Balancing cost $6500 in the timebox 8.