There are eight principles to be applied in DSDM. The first principle to be discussed is "Focus on business needs". The project manager must ensure that members of the project team understand business priorities using MoSCoW (Must-have, Should-have, Could-have, and Won't have) both during and after the foundation, with necessary adjustments made as solutions are created. MoSCoW should also be followed throughout each time box.
Delivering a solution on time is often the most important success factor,especially when market opportunities are involved. Hence, the project manager should ensure team members timebox the work while focusing on business priorities that have been set. Progress is measured by what is delivered in the allowed time, not how long it takes.
Teams with active cooperation perform better than teams that work in loose association. Collaboration increases understanding and speed so the project manager should ensure team members behave collaboratively by involving the right stakeholders at the right time.
Poor communication is often the biggest cause of project failure. DSDM practices improve effective communication and should be employed by the project manager to enable anyone to keep informed of activities by making these DSDM practices visible.
Demonstrate control; It is necessary to control the solution being created at all times. To show this, the project manager must ensure the team makes plans in progression visible to all. Progress should be measured with a focus on the delivery of products rather than merely completing activities.
The business sponsor is the most senior project-level role. This role is specifically responsible for this business case and project budget.
The business visionary is a senior role that should be held by a single individual to avoid confusion on the project vision.
The technical coordinator ensures that the solution technical role works consistently such that the project is technically coherent and meets desired standards.
Certain relationships should be addressed by the project manager. The first is the relationship between the project manager and the business sponsor; it is vital that the ownership of the project remains with the business sponsor, and this responsibility must be understood.
Another relationship is between the project manager and the business visionary; these two and the technical coordinator, are equal in authority.
The project
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