Assignment 2: Using SCRUM, DSDM, and Lean Software Development

Introduction

Currently, the agile technique has been significantly utilized in project development. Fustik (2018) indicated that the agile methodology comprises of numerous techniques, which includes the Dynamic Systems Development Method (DSDM), eXtreme Programming, Lean Software development, SCRUM, AUP, Kanban, and RUP. This paper will primarily be based on SCRUM, DSDM, and Lean Software Development. It will analyze the manner in which projects are planned and executed under each framework, the benefits and trade-offs for each framework, and possible obstacles and risks associated with the utilization of the frameworks as well as the strategies utilized by managers to control the obstacles. Additionally, the paper also recommends key actions that can be applied to mitigate the associated risks.

1. SCRUM

It is an incremental and iterative agile technique that endeavors to manage complex knowledge tasks through clarity, vitality, and openness among teams to create a rapid evolution of systems. The technique has mainly been utilized in software development systems so far, though it is slowly being incorporated into other fields that entail research, advanced technologies, and complexity.

Project management via SCRUM commences when project budgeting is far underway. Arranging the key aspects of the project is done in an iterative manner before the onset of the project and usually, the technique does not provide for a degree of separated arranging. Venture execution occurs before the SCRUM project comprehensive long-term organizing. In the technique, the experience level and the ability of the group are of higher significance as they are used in the evaluation of the sources of data being arranged, assessed, and executed (Fustik, n.d). Its effective implementation relies on effective coordination of team members, as this helps create an innovative and imaginative environment for group assessment and development, and thus, improving the reaction to change. SCRUM is characterized by Value-Driven Delivery and the Minimum Marketable Features (MMF), which allows for the existence of esteem regardless of whether the project is finished or not.

1. Benefits and Trade-off of SCRUM
   1. Benefits

SCRUM technique is associated with various benefits and trade-offs that includes;

• It is much faster compared to the other agile techniques and allows the main business to fully control the process of project management. Consequently, it permits the clients to change project requirements anytime.
• It is effective in workforce management as it creates a motivated working environment by increasing client relationships.
• The technique is known to offer stable and quality products due to its predictable cycles.
  • Trade-offs
• It is time-consuming and wastes resources due to its daily meetings and many other activities that characterize it.
• Clients can change requirements anytime during the project process. This together with product delivery timelines adds to the project’s aggressiveness.
• It is a difficult task for the SCRUM master to structure a clearly defined project.
  • Potential Obstacles and their Mitigation Strategies

There are various barriers pertained to the utilization of the SCRUM project development technique as described by Nishijima & Dos Santos (2013). These include;

1. The team in many instances becomes distracted after delivering the first set to the client. This can be mitigated by improving team relationships ahead of time in the venture manufacture compatibility and trust. The team should plan the implementation and execution of each sprint from a single area. For instance, the customer goes to the bay area, or the bay area person goes to the customer’s area.
2. Failures to meet the sprint commitments by the team. This is majorly caused by task complexity, lack of important resources, and utilization of wrong estimations. There should be a legally binding document that addresses issues of group maintenance and cost-related factors. Consequently, the team should re-estimate in case the underlying estimations are deemed inaccurate and then reset SCRUM.
3. The change from the traditional techniques of estimation to SCRUM requires extensive training, skills, and experience. The team will under-perform if they lack these key aspects when changing to the agile SCRUM. For effective change, there should be extensive training and blending of the team to incorporate all factors of experience and expertise.
4. Dynamic Systems Development Method (DSDM)

DSDM is a project delivery method that is organized, based on common-sense, and principally used as a product innovation technique (Anwer et al., 2017). It majorly summarizes the data used in task management. Its establishment begins in the product advancement group before the occurrence of the merging of program improvements, project process designing, and improvements in business ventures. This creates a general structure for the undertakings on critical thinking. It is an applicable project management technique in both the traditional and agile development processes. The main techniques applied in the Dynamic Systems Development Method are Prototyping, Time-boxing, and Moscow Rules.

• Benefits of DSDM
• The technique emphasizes the needs of the business, and therefore, ensures timely delivery of the project.
• It does not permit for the occurrence of compromise as it focusses on building an error-free software.
  • Trade-offs
• It is a difficult and restrictive method compared to the other agile techniques.
• It is mainly applicable to smaller projects. Therefore, its ideology does not support all the facets of a larger project.
• It at times inconveniences project managers since it makes them dig into technical issues that are not the main focus of the project.
  • Potential Obstacles and their Mitigation Strategies

Utilizing DSDM in project development similar to SCRUM is also associated with risky barriers. These together with their possible means of mitigation are described below.

• Invariability of elements. In the DSDM agile technique, cost and time are always altered to ensure the variability of elements. This will allow for the conveyance of all the abnormal state necessities (Jammalamadaka, & Krishna, 2013).
• The approach utilized in DSDM considers the availability of fixed quality, time, and cost, and thus, priority can be intensified in the feature development. This causes negligence for other features, especially lower-level structures. This can be mitigated by the utilization of traditional PM practices by the project managers.
• Its flexibility is not in many cases utilized in projects with full detail specifications. This can be controlled by ensuring the introduction of DSDM at the initial stages of project development.   
• Lean Software Development

The technique is majorly applied in waste disposal, usually through various steps that include the selection of the framework’s most significant elements, organizing and relaying (usually in little batches) of the selected framework elements (Merzouk et al., 2018). It is a technique that depends on solid and fast criticism of clients and software developers and emphasizes on the factor of proficiency and speed in the process of work improvement. The technique is centered on the capacity of little groups and the basic leadership power due to the fact that this is the fastest and more proficient stream of control. Likewise, it is focused on the effectiveness of utilizing group assets to guarantee that everyone is beneficial. Utilization of the LeanSD technique is prescribed under various conditions that include simultaneous and the least-conceivable intra-group task process condition, and that the automated unit tests should be composed parallel to the composition of the code. It in many cases entails extended arrangements to incorporate additional details and allow for quicker criticism.

• Benefits of Lean Software Development
• It entails waste disposal, and hence, building highly efficient projects.
• It is quicker. It is characterized by early delivery of the project, and thus, allowing the team members to focus on other aspects (R. Jadhav, Mantha, & Rane, 2014).
• It eradicates micro-management, and hence, motivating team members.
  • The Trade-off of  Lean Software Development
• Project success depends on the team’s discipline.
• LEAN development technique allows for too much flexibility. It can be messed by the fast and frequent project requirement changes that it allows.
  • Potential Obstacles and their Mitigation Strategies

Utilizing LEAN in project development similar to SCRUM and DSDM is also associated with risky barriers. These together with their possible means of mitigation are described below.

• Existence of support crises, which affects the team’s throughput. Misrepresentation in the JIT (Just-in-time) arranging feasibly risks the whole LeanSD framework. Project managers should only use incline systems if the team can settle quickly on choices and stick to them, and are stellar (Moran, 2015).

References

Anwer, F., Aftab, S., Waheed, U., & Muhammad, S. S. (2017). Agile Software Development Models TDD, FDD, DSDM, and Crystal Methods: A Survey. International journal of multidisciplinary sciences and engineering, 8(2), 1-10.

Fustik, V (n.d). SCRUM METHODOLOGY COMPARED WITH OTHER METHODOLOGIES APPLIED IN THE SOFTWARE DEVELOPMENT PROJECTS.

Jammalamadaka, K., & Krishna, V. R. (2013). Agile software development and challenges. International Journal of Emerging Technology and Advanced Engineering, 3(6).

Merzouk, S., Elhadi, S., Cherkaoui, A., Marzak, A., & Sael, N. (2018). Agile Software Development: Comparative Study.

Moran, A. (2015). Managing Agile: Strategy, Implementation, Organisation and People. Springer Publishers.

Nishijima, R. T., & Dos Santos, J. G. (2013). The challenge of implementing scrum agile methodology in a traditional development environment. International Journal of Computers & Technology, 5(2), 98-108.

R. Jadhav, J., S. Mantha, S., & B. Rane, S. (2014). Exploring barriers in lean implementation. International Journal of Lean Six Sigma, 5(2), 122-148.