LEVEL 5

AGILE DEVELOPMENT

Student Guide

AD Student Guide v1.0

 Modification History

Version Date Revision Description

V1.0 October 2011 For release

© NCC Education Limited, 2011

All Rights Reserved

The copyright in this document is vested in NCC Education Limited. The document must not be
reproduced by any means, in whole or in part, or used for manufacturing purposes, except with the
prior written permission of NCC Education Limited and then only on condition that this notice is
included in any such reproduction.

Published by: NCC Education Limited, The Towers, Towers Business Park, Wilmslow Road,
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Tel: +44 (0) 161 438 6200 Fax: +44 (0) 161 438 6240 Email: [email protected]
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CONTENTS
1. Module Overview and Objectives .............................................................................. 7
2. Learning Outcomes and Assessment Criteria .......................................................... 7
3. Syllabus ....................................................................................................................... 8
4. Related National Occupational Standards .............................................................. 11
5. Teaching and Learning............................................................................................. 11
5.1 Lectures...................................................................................................................... 11
5.2 Seminars .................................................................................................................... 11
5.3 Private Study .............................................................................................................. 11
5.4 Tutorials ...................................................................................................................... 12
6. Assessment .............................................................................................................. 12
7. Reading List .............................................................................................................. 12
7.1 Essential Textbook ..................................................................................................... 12
7.2 Further Reading .......................................................................................................... 12
Topic 1: An Overview of Agile ................................................................................................ 13
1.1 Learning Objectives .................................................................................................... 13
1.2 Timings ....................................................................................................................... 13
1.3 Private Study Exercises .............................................................................................. 14
1.4 Seminar Notes ............................................................................................................ 15
1.5 Tutorial Notes ............................................................................................................. 16
Topic 2: The Agile Approach and Principles ......................................................................... 19
2.1 Learning Objectives .................................................................................................... 19
2.2 Timings ....................................................................................................................... 19
2.3 Seminar Notes ............................................................................................................ 20
2.4 Private Study Exercises .............................................................................................. 29
2.5 Tutorial Notes ............................................................................................................. 32
Topic 3: Modelling ................................................................................................................... 33
3.1 Learning Objectives .................................................................................................... 33
3.2 Timings ....................................................................................................................... 33
3.3 Seminar notes ............................................................................................................ 34
3.4 Private Study Exercises .............................................................................................. 35
3.5 Tutorial Notes ............................................................................................................. 36
Topic 4: Roles, Skills and Team Structures .......................................................................... 37
4.1 Learning Objectives .................................................................................................... 37
4.2 Timings ....................................................................................................................... 37
4.3 Seminar Notes ............................................................................................................ 38
4.4 Private Study Exercises .............................................................................................. 47

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4.5 Tutorial Notes ............................................................................................................. 48
Topic 5: Lifecycle and Products............................................................................................. 49
5.1 Learning Objectives .................................................................................................... 49
5.2 Timings ....................................................................................................................... 49
5.3 Seminar Notes ............................................................................................................ 50
5.4 Private Study Exercises .............................................................................................. 51
5.5 Tutorial Notes ............................................................................................................. 52
Topic 6: Project Management Part 1: Control and Risk........................................................ 53
6.1 Learning Objectives .................................................................................................... 53
6.2 Timings ....................................................................................................................... 53
6.3 Seminar Notes ............................................................................................................ 54
6.4 Private Study Exercises .............................................................................................. 55
6.5 Tutorial Notes ............................................................................................................. 56
Topic 7: Project Management Part 2: Quality and Testing ................................................... 57
7.1 Learning Objectives .................................................................................................... 57
7.2 Timings ....................................................................................................................... 57
7.3 Seminar Notes ............................................................................................................ 58
7.4 Private Study Exercises .............................................................................................. 59
7.5 Tutorial Notes ............................................................................................................. 60
Topic 8: Facilitated Workshops.............................................................................................. 61
8.1 Learning Objectives .................................................................................................... 61
8.2 Timings ....................................................................................................................... 61
8.3 Seminar Notes ............................................................................................................ 62
8.4 Private Study Exercises .............................................................................................. 63
8.5 Tutorial Notes ............................................................................................................. 64
Topic 9: Requirements Definition and Prioritisation ............................................................ 65
9.1 Learning Objectives .................................................................................................... 65
9.2 Timings ....................................................................................................................... 65
9.3 Seminar Notes ............................................................................................................ 66
9.4 Private Study Exercises .............................................................................................. 72
9.5 Tutorial Notes ............................................................................................................. 73
Topic 10: Iterative Development and Prototyping................................................................... 75
10.1 Learning Objectives .................................................................................................... 75
10.2 Timings ....................................................................................................................... 75
10.3 Seminar Notes ............................................................................................................ 76
10.4 Private Study Exercises .............................................................................................. 77
10.5 Tutorial Notes ............................................................................................................. 78

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Topic 11: Estimating and Timeboxing ..................................................................................... 79
11.1 Learning Objectives .................................................................................................... 79
11.2 Timings ....................................................................................................................... 79
11.3 Seminar Notes ............................................................................................................ 80
11.4 Private Study Exercises .............................................................................................. 86
11.5 Tutorial Notes ............................................................................................................. 87
Topic 12: Summary and Revision Guidance ........................................................................... 89
12.1 Learning Objectives .................................................................................................... 89
12.2 Timings ....................................................................................................................... 89
12.3 Seminar Notes ............................................................................................................ 90
12.4 Private Study Exercises .............................................................................................. 91
12.5 Tutorial Notes ............................................................................................................. 92

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 Module Overview

1. Module Overview and Objectives

This module provides an introduction to the people, processes, practices and principles of agile
development. It will prepare you for the future trends in software development and reinforce their
understanding of the information systems development process.

The aims of this module are to:

• introduce you to the subject of Agile Development;

• provide a basic understanding of the main concepts and terminology of Agile;
• give sufficient understanding of the lifecycle, framework and techniques to equip you to work
within an agile team.

2. Learning Outcomes and Assessment Criteria

Learning Outcomes; Assessment Criteria;
The Learner will: The Learner can:
1. Understand the background to Agile 1.1 Summarise the background to Agile development
development 1.2 Explain Agile development in relation to other
development approaches (e.g. waterfall)
2. Understand the roles within an Agile 2.1 Explain the roles in an Agile development team
development team 2.2 Evaluate the need for a particular role within an Agile
development team for a particular project scenario
3. Understand the various Agile 3.1 Explain the various Agile development techniques
development techniques 3.2 Evaluate the need for a particular Agile development
technique for a particular project scenario
4. Understand an Agile development 4.1 Describe an Agile development lifecycle
lifecycle 4.2 Explain the documentation required to support an
Agile development lifecycle
4.3 Evaluate the use of an Agile development lifecycle
for a particular project scenario
5. Understand the principles 5.1 Describe the principles associated with an Agile
associated with an Agile development approach
development approach

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6. Be able to apply an Agile 6.1 Describe how to apply an Agile development

development approach to a approach to a particular problem scenario
particular project scenario 6.2 Suggest and justify the members of an Agile
development team for a particular project scenario
6.3 Suggest and justify the use of particular Agile
development techniques for a particular project
scenario
6.4 Define a document set to support an Agile
development approach for a particular project
scenario
6.5 Populate a document set to support an Agile
development approach for a particular project
scenario

3. Syllabus
Syllabus
Topic Title Proportion Content
No
1 An Overview of 1/12 • An introduction and overview of the
Agile Agile Development module
2 hour of lectures • What is Agile? - the history
2 hours of seminars • What Agile Approaches
1 hour of tutorials Learning Outcomes: 1 & 5
2 The Agile 1/12 • What is DSDM Atern?
Approach and • Philosophy of Agile and benefits
Principles
2 hours of lectures • The 8 principles
2 hours of seminars • The 5 key techniques
1 hour of tutorials • The Instrumental success factors
• The Project Approach Questionnaire
Learning Outcomes: 1 & 5
3 Modelling 1/12 • What is a model?
• Links to the 8 principles
2 hours of lectures • Viewpoints for modelling
2 hours of seminars • Modelling within the Agile lifecycle
1 hour of tutorials Learning Outcomes: 3 & 6

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4 Roles, Skills and 1/12 • Agile team style (self-directing,
Team Structures empowered)
2 hours of lectures • Agile team size and reasons
2 hours of seminars • Project level roles and responsibilities
1 hour of tutorials • Solution Development Team roles and
responsibilities
• Specialist roles and other supporting
roles
Learning Outcomes: 2 & 6
5 Lifecycle and 1/12 • The purpose of the configurable lifecycle
Products • The 5 main phases and the two further
2 hours of lectures phases of the lifecycle
2 hours of seminars • For each phase:
1 hour of tutorials - Objectives
- Preconditions
- Points to consider
• Products related to lifecycle phases
• The three essential perspectives for the
products
Learning Outcomes: 4 & 6
6 Project 1/12 • Key differences in style between
Management Traditional and Agile (Atern) project
Considerations management
2 hours of lectures
Part 1: Control • Control parameters in an Agile project
Risk 2 hours of seminars
1 hour of tutorials • Communication including daily Stand
Ups
• Empowerment and escalation
• Risk in an Agile project
Learning Outcomes: 1, 2 & 6
7 Project 1/12 • Configuration management
Management • Quality and maintainability
Considerations
2 hours of lectures • Testing concepts
Part 2: Quality
and Testing
2 hours of seminars • Metrics
1 hour of tutorials Learning Outcomes: 1, 2 & 6

8 Facilitated 1/12 • What is a Facilitated workshop?

Workshops • The role of the Facilitator; co-
2 hours of lectures facilitator/scribe; participants.
2 hours of seminars • Workshop planning
1 hour tutorials • Workshop success factors
Learning Outcomes: 6

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9 Requirements 1/12 • What is a requirement in Agile?
Definition and • Defining requirements: User story format
Prioritisation (as a... I need... in order to...)
2 hours of lectures
2 hours of seminars • Functional and non-functional
1 hour tutorials requirements
• Format and content of a requirement
• The Prioritised Requirements List
• MoSCoW as a key technique
• Requirements and modelling
Learning Outcomes: 6
10 Iterative 1/12 • What is a prototype?
Development and • What is iterative development?
Prototyping
2 hours of lectures • Prototyping perspectives:
2 hours of seminars - Functional
1 hour tutorials - Usability
- Non-functional
- Capability/Technique prototype:
Architectural Spike and Proof of
Concept
• Horizontal, Vertical and Combined
development strategies
• Prototyping: Identify, plan, evolve,
review.
• Iterative development as a key
technique
Learning Outcomes: 6
11 Estimating and 1/12 • The estimating process
Timeboxing • Factors affecting an estimate
2 hours of lectures • Estimating approaches
2 hours of seminars • Problems with estimates
1 hour tutorials • What is a timebox?
• Timebox structure (Identify, plan, evolve,
review)
• Timebox links to MoSCoWed
requirements
• Delivery (increment) planning
• Timebox planning
• Timeboxing as a key technique
Learning Outcomes: 6
12 Module Summary 1/12 • Revision
and Revision
Guidance
2 hours of lectures
2 hours of seminars
1 hour tutorials Learning Outcomes: All

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4. Related National Occupational Standards
The UK National Occupational Standards describe the skills that professionals are expected to
demonstrate in their jobs in order to carry them out effectively. They are developed by employers
and this information can be helpful in explaining the practical skills that you have covered in this
module.

Related National Occupational Standards (NOS)

Sector Subject Area: 6.1 ICT Professionals
Related NOS:
4.4.P.3 – Monitor the effectiveness of systems analysis activities and their deliverables;
4.4.S.1 – Design, implement and maintain systems analysis activities;
4.4.S.2 – Manage the systems analysis assignment activities;
4.4.S.3 – Liaise with others on matters relating to systems analysis activities;
4.4.S.4 – Review and sign off systems analysis outcomes

5. Teaching and Learning

Suggested Learning Hours
Lecture: Tutorial: Seminar: Laboratory: Private Study: Total:
24 12 24 - 90 150

The teacher-led time for this module comprises lectures, group seminar sessions and tutorials. You
will need to bring this Student Guide to all classes for this module. The breakdown of the hours is
given at the start of each topic.

5.1 Lectures
Your lecturer will be presenting the basic knowledge and the theoretical concepts required for the
unit during this time. He/she will use PowerPoint slides during the lecture time and you will be
expected to take notes.

You will also be encouraged to be active during this time and discuss and/or practice the concepts
covered. Lectures will include question and answer elements to promote participation and to allow
your lecturer to check whether you understand the concepts they are covering.

5.2 Seminars
These sessions provide tasks to involve group work, investigation and independent learning for
certain topics. The details of these tasks are provided in this guide.

5.3 Private Study

This Student Guide also contains details of the private study exercises. You are expected to
complete these exercises to improve your understanding. Your tutor will set deadlines for the
completion of this work and go over the answers with you. The deadlines will usually be before the
scheduled tutorials for that topic. Some of the private study tasks may require you to work in a small
group so you will need to plan your time carefully and ensure that you can meet with your group
members to complete the work required before the deadline.

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You should also use this time to revise the content of lectures to ensure understanding and conduct
extra reading (using the supplementary textbooks or other materials available in the library or
online). You should bring any questions to the tutorial for additional guidance and support.

5.4 Tutorials
These are designed to deal with the questions arising from the lectures and private study sessions.
You should think carefully beforehand about any areas in which you might need additional guidance
and support and use this time to discuss these with your teacher.

6. Assessment
This module will be assessed by means of an assignment worth 25% of the total mark and an
examination worth 75% of the total mark. These assessments will cover the learning outcomes and
assessment criteria given above.

7. Reading List
7.1 Essential Textbook
You will require a copy of the following essential textbook for this module:

Tudor, D. and Tudor, I. (2010). The DSDM Atern Student Workbook. 2nd Edition. Galatea Training
Services Ltd.
ISBN-10: 0954307135
ISBN-13: 978-0954307134

This textbook is available in electronic copy on your programme CD and also through the NCC
Education Campus at http://campus.nccedu.com. You must ensure that each student has access to
the textbook. Lecturers will also need to have access to this book.

The textbook may also be purchased in hard copy from Galatea at a reduced price. To contact
Galatea, go to www.galatea.co.uk .

7.2 Further Reading

You will also be expected to undertake further reading to consolidate and extend your knowledge of
the topics covered in this module. Your Accredited Partner Centre’s library will contain a selection of
useful sources of information and you can also make use of materials available online. Please note
the following for further reading:

• DSDM Consortium. (2008). DSDM Atern: The Handbook. DSDM Consortium.

ISBN-10: 0954482220 / 0954483227
ISBN-13: 978-0954482220
• A selection of sources of further reading around the content of this module is incorporated as
Appendix D of the DSDM Atern Student Workbook.

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 Topic 1

Topic 1: An Overview of Agile

1.1 Learning Objectives

This topic provides an overview of the Agile Development module as a whole, as well as an
introduction to Agile, with a brief history of the Agile movement.

On completion of the topic, you will be able to:

• Identify and discuss the scope of the Agile Development Module;

• Identify the key milestones in the development of Agile;
• Name several popular approaches to Agile;
• Distinguish between Agile and other development approaches (e.g. waterfall).

1.2 Timings
Lecture: 2 hours

Private Study: 7.5 hours

Seminar: 2 hours

Tutorial: 1 hour

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1.3 Private Study Exercises

You should spend approximately 7.5 hours on the Private Study for this topic. You should use this
time to complete the exercises below as directed by your lecturer and to review the contents of this
topic.

Exercise 1: Familiarisation with Module

You should take this opportunity to familiarise yourself with the contents of your textbook, the DSDM
Atern Student Workbook. Firstly, look through the contents section to see how the book is organised
and read the preface and glossary.

Now read Chapter 1 of the book. You should take notes as you read and ensure you understand
each of the terms. You should bring any queries to the seminar sessions for this topic.

Exercise 2: Research

Work in a small group to complete this task. Your group will have been assigned by the lecturer.

Work with your group to research Agile, on the web. Focus on the five approaches introduced in the
lecture (DSDM, Lean etc). You should also produce a 50 word summary of each approach in your
own words, ready for discussion at the seminar session for this topic.

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1.4 Seminar Notes

The time allowance for seminars in this topic is 2 hours.

Exercise 1: Presentation from Researching Agile on the Web

Work with the same group you worked with during the private study time for this topic. Your tutor will
select an Agile approach for you to focus on. You have 30 minutes to prepare a 10 minute
presentation on your topic. You will need to:

• Think carefully about the information you should include

• Ensure your information is accurate
• Ensure everyone in your group has a role in both preparing and delivering the presentation
• Decide whether you will need to use any visual aids such as PowerPoint slides during the
presentation.

Exercise 2: Agile Atern Quick-fire Quiz

Work in the same groups. Use the glossary of the DSDM Atern Student Workbook, plus your
research, to list 10 questions to ask the other groups to test their knowledge. You will also need to
make a note of the correct answers!

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1.5 Tutorial Notes

The tutorials for this topic will last for 1 hour. You can expect to spend some of this time discussing
your answers to the Private Study exercises with your lecturer and other students. Your lecturer will
then direct you on completing the tasks below.

Exercise 1: Agile Principles

Look at the principles behind the Agile Manifesto (reproduced below). For each of the 12 principles,
identify one benefit and one risk or difficulty associated with it.

You will then present these to the rest of the tutorial group and discuss your ideas as well as those
presented by other students.

Principles behind the Agile Manifesto

We follow these principles:

Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software.

Welcome changing requirements, even late in

development. Agile processes harness change for
the customer's competitive advantage.

Deliver working software frequently, from a

couple of weeks to a couple of months, with a
preference to the shorter timescale.

Business people and developers must work

together daily throughout the project.

Build projects around motivated individuals.

Give them the environment and support they need,

and trust them to get the job done.

The most efficient and effective method of

conveying information to and within a development
team is face-to-face conversation.

Working software is the primary measure of progress.

Agile processes promote sustainable development.

The sponsors, developers, and users should be able

to maintain a constant pace indefinitely.

Continuous attention to technical excellence

and good design enhances agility.

Simplicity--the art of maximizing the amount

of work not done--is essential.

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The best architectures, requirements, and designs

emerge from self-organizing teams.

At regular intervals, the team reflects on how

to become more effective, then tunes and adjusts
its behaviour accordingly.

(Source: www.agilemanifesto.org)

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 Topic 2

Topic 2: The Agile Approach and Principles

2.1 Learning Objectives

This topic provides an overview of the Approach, Principles and Instrumental Success Factors for an
Agile project using DSDM Atern as the chosen method.

On completion of the topic, you will be able to:

• Identify the 8 principles of the DSDM Atern Agile development approach;

• Identify the 5 key techniques;
• Define the structure of the DSDM Atern approach;
• Discuss the Instrumental Success Factors;
• Analyse the environment for an Agile project using the Project Approach Questionnaire.

2.2 Timings
Lectures: 2 hours

Seminar: 2 hours

Private Study: 7.5 hours

Tutorials: 1 hour

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2.3 Seminar Notes
The time allocation for this seminar session is expected to be 2 hours.

Exercise 1: Introduction to Case Study/Project Objective

The purpose of this exercise is:

• To become familiar with the Hotel Olympia Scenario

• To formulate a draft objective for the project.

This exercise requires reference to:

• Hotel Olympia Background Information (see next pages)

For this exercise, you are a management team from the Hotel’s Group Head Office by request of the
Olympia Hotel’s General Manager. The Olympics are taking place in the region in 12 weeks time,
and although the hotel is able to open a new block of accommodation (300 extra rooms), their
administrative systems will not cope.

1. Formulate what you see as the objective of this project to achieve in the next 12 weeks.

2. Consider each of the eight principles and state how well you think this should work in the hotel
environment for this project.

3. Present the objective and the eight principles work to the group.

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CASE STUDY

HOTEL OLYMPIA Background Information

Company Profile

The Hotel Olympia is a modern hotel, close to the Motorway links. It has 150 bedrooms, and is
currently expanding this by a further 300. There is a Conference Centre attached to the hotel, but
this is run as a separate business, the hotel merely providing rooms to the Conference Manager as
a customer.

The Project

The hotel's "back-office" accounting systems were computerised four years ago, but these are now
due for review and a number of improvements have been asked for by the Accountant. The “front
desk” functions such as reservations, check-ins and check-outs are a mixture of separate word-
processor templates for producing the bills and spreadsheets for room bookings, which are printed
out each day and manually amended during the day. Management feel that these systems need to
be more integrated. They also feel the need for additional features, such as detailed guest histories
in order that direct mailings can be accurately targeted to the appropriate types of customer, for
special promotions. They have stressed the need for computer systems not to interfere with the
dialogue of receptionists with the guests. They must allow flexibility in the approach to guests.

The restaurant and bar billing systems produce receipts which are passed on separate pieces of
paper to the front desk for adding to the guests’ bills. Receipts occasionally go astray in this
process, and automatic transfer of the data from bar and restaurant directly to guest accounts is
desired.

The ordering of food for the restaurant, and drinks for the bar and restaurant is haphazard and
unreliable. It is recognised that advance knowledge of bookings would allow ordering to become
more accurate and that a computerised ordering system, which would allow stocks of food to be
controlled, would reduce wastage and allow considerable savings.

The systems at the Olympia have coped adequately with the levels of business to date. However,
the Olympic Games are being held in the region in three months time, and the hotel hopes to triple
its residency for the period of the games and for several months afterwards. It then hopes to
maintain the new, higher level of business through extensive marketing. To this end, an extension
consisting of 300 bedrooms, which was being built in a leisurely way, has been speeded up and is
now almost ready for use. The reception staff have pointed out that the hotel cannot deal with the
expected influx of customers with the systems they now use.

Advance Booking enquiries have already been made by over a hundred followers of visiting teams.
These have not yet been treated as provisional bookings for specific rooms, but verbal offers of
accommodation have been made. All aspects of the hotel’s back office, front desk, restaurant
and bar administration, and housekeeping systems will need to be changed to cope with this
influx of customers.

Current Computer Configuration

The current accounting systems are run as a multi-user system, using integrated software packages
for sales ledger, purchase ledger and general ledger. These were written, and are maintained, by a
local software company who would be willing to handle the integration needed between any new
front-desk system and their accounting system provided that the interface is clearly specified by the
hotel.

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At the front desk, there are three stand-alone PCs. One is used to record guest details on arrival,
one to produce spreadsheet templates and one to enter billing details for the production of bills
when the customer leaves.

Staff Organisation within the Hotel

General
Manager

Deputy Personnel
Manager Manager

Accounts Head Head Restaurant Head

Manager Receptionist Housekeeper Manager Porter

Back-office Restaurant,
Accounts, Receptionists Room Service,
Maids Porters
Debt Control Switchboard Op Stores and
& Wages Clerks Bar Staff

Figure 1.0: Olympia Hotel Staff Organisation Chart

Staff Responsibilities

The individual responsibilities of the key members of the hotel staff are described below. Also given
below are the notes taken during interviews detailing the current system and the problems of the
current system as identified by the interviewee.

General Manager

Assisted by the Deputy Manager, the General Manager is in charge of the day-to-day smooth
running of the hotel, its finances and stores, and is also responsible for future planning.

Accounts Manager

The Accounts Manager is responsible for all back-office accounting functions including acceptance
of account-customers, credit-checking, debt-chasing and the maintenance of the hotel's financial
records. The Accounts Manager’s responsibilities also include payment of staff wages.

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Head Receptionist

The Head Receptionist is in charge of day-to-day running of Reception (the Front Desk) and all of its
procedures, and also responsible for notifying the housekeeper of rooms for service and for the
porters and switchboard. The Head Receptionist is also responsible for ensuring an effective link
with Accounts.

Other Receptionists

The other receptionists handle the acceptance of bookings, greeting and checking-in of guests;
maintenance of an up-to-date “rooms available” chart; preparation of accounts for guests;
notification to the housekeeper of rooms for service and to the restaurant and kitchen for guest food
requirements; keeping the porters informed of newspaper requirements.

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Interview Notes

Person Interviewed: General Manager (L Timmis)

Subject: Existing systems: overview, problems and objectives

Current Systems Overview

Guests may book rooms in advance or turn up without prior booking. Bookings made by telephone
must be confirmed in writing. A deposit is usually paid for block bookings.

On checking in, the guest is asked to complete an index-card listing personal details and car
registration number before being given a room-key. The room-charge and details of whether full-
board, half-board, or bed-and-breakfast, are recorded on the guest's account (one account per
room). Any special dietary needs are notified to the restaurant immediately.

On checking out, bills are calculated to include restaurant receipts, bar receipts, and telephone calls
as recorded on the Switchboard Operator's Log. A guest who has a customer-account with the hotel
may pay none, part or all of the bill, the balance being sent to Accounts to be put to the sales ledger
for normal invoicing and statements.

Reception prepare daily lists for the Housekeeper to advise which rooms require service, and for the
restaurant to notify room-numbers and number of guests expected for breakfast, lunch and dinner.

Problem Areas

The accounting system was brought in mainly to address the problem of bad debts. This has been
fairly successful and the staff are now becoming comfortable with the use of the system, although
there were some initial teething problems due to inexperience with computers.

The front-desk systems are too slow: guests frequently experience unacceptably long delays on
checking-out. The reconciliation of cash for passing through to accounts is often delayed and
inaccurate which results in angry words between the Accountant and the Head Receptionist.

Some problems have been experienced with the reservations procedure, which has resulted in
double booking.

Additionally, information about guest histories, required for planning and marketing purposes, is not
readily available.

No information is available to assess unsatisfied demand for rooms. Other information is time-
consuming to extract.

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Person Interviewed: Head Receptionist (R. Allenby)

Subject: Existing systems, problems and objectives

Current System Overview

Guests usually book their accommodation, and may do so anything up to two years in advance,
either by telephone or letter. Some guests, or their companies, are customer-account holders with
the hotel. Guests must always confirm in writing if they are not already customer-account holders
with the hotel (Customer-account holders are companies or individuals who have a standing
agreement with the hotel to book rooms, and will be allowed to pay bills monthly, in arrears). For all
bookings, reception send a written confirmation of the booking. Customers may be asked to pay a
deposit, particularly in the case of large block-bookings. Bookings may at first be provisional and be
confirmed later. Bookings (provisional or confirmed) and are all recorded on the room-booking
chart, which is a spreadsheet printed out from one of the PCs at reception. The original documents
related to the booking are annotated with a reservation number (next sequential number) and filed in
arrival-date order in an office behind reception. A reservation card is completed and filed in
reservation number order.

On checking in, guests are asked to complete an index card (if a booking has previously been
made, this will be the reservation card) with personal details. This is filed in guest-name sequence
in reception and discarded once the bill has been paid. The guest's room-account is annotated with
the room charge and meals required. On checking out the bill is finalised with newspaper charges
and last-day telephone, bar, and restaurant charges. The guest may pay the whole bill or have all or
part of it allocated to his company's customer-account. All cash received is recorded in the daily
cash book.

At the start of each day, restaurant, bar, room service and telephone charges are added to the
appropriate room accounts. Each day, lists are prepared for the housekeeper to identify rooms for
service and rooms changing occupancy the following day; for the night-porter to notify newspaper
requirements; and for the restaurant to give room-numbers of guests expected for each meal. These
are prepared from the Room Booking Chart and the guest's account.

At the end of the day, all payments received are reconciled against the daily cash book and sent,
together with the paid-up bills and bills deferred for company payment, to Accounts.

Overnight the Booking Chart spreadsheets are updated with the information from the room booking
charts by the Night Receptionist. Although it is possible to update the spreadsheets directly on the
screen during the day, the reception staff found it took too long to locate the appropriate
spreadsheet which was then extremely difficult to read on the screen. They requested the
information be printed off each day and the sheets are manually updated.

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Person Interviewed: Head Receptionist (R. Allenby)

Subject: Existing systems, problems and objectives

Problems

Some problems occur with prior bookings as the Room Bookings chart becomes illegible after it has
been manually changed several times.

The Room Bookings charts are printed off each morning (1 chart for each floor of the hotel) each
with details of 30 rooms. Charts are produced for the next six weeks. If a customer wishes to
reserve a room beyond the six weeks period then that weeks’ chart is printed out and manually
updated. Although the policy is to fill the hotel from the lower floors upwards, block bookings often
disturb this pattern, and determining room availability can be a slow process.

Checking out can be time-consuming, as many bills are queried and errors are often found, for
example, bar receipts allocated to wrong accounts, or simple addition errors (bills are calculated
manually, with the help of a calculator. Occasionally, room charges, held on the Room Booking
chart, are found to be in error.

Customer-account numbers given by guests are not checked until the final bill arrives in the
accounts office, after the guest has left the premises.

The reconciliation of cash at the end of the day means that substantial sums of money are often
held at Reception, which is recognised as a security risk. More frequent release of cash to Accounts
would mean that reception was without the cash-book for periods of time, which is unacceptable.
The use of separate loose sheets for cash recording has been tried but failed as these often got lost.

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Person Interviewed: Receptionist in charge of reservations (S. Fisher)

Subject: Bookings

Current System Overview

Guests may make enquiries and bookings either in writing or by telephone. Telephoned bookings
are treated as provisional bookings unless a credit-card number or one of the hotel's customer-
account numbers is quoted. A written communication may result in either a firm booking or a
provisional booking.

Guests making provisional bookings are required to confirm the booking in writing within 2 weeks of
the reservation date, (although we always ask them to confirm within 7 days). If the booking is made
too close to the arrival-date for this to be possible, the accommodation will be released for re-letting
at 6pm on the date of arrival. Provisional bookings are identified in the Room Booking Chart with a
"P" against the date of reservation and reservation number. A reservation card is completed and
marked "P". The next reservation number is kept on a card at the front of the reservations tray.

A written booking may be taken as a firm booking if the guest's accommodation requirements can be
matched exactly. For a firm booking, a written confirmation is always sent by the hotel. Such
bookings may include a deposit, which is recorded as part-payment against the guest's account.
The accommodation is booked as "reserved" in the room Booking Chart and the reservation
number, date and "F" entered against the dates required. A reservation card is completed and filed
in the reservations tray. The original confirmation or booking letter is filed in date-of-accommodation
sequence.

Either a provisional or firm booking may be cancelled. Provided that this is 14 days or more before
the date accommodation is required, no charge will be made. Within 14 days, if a deposit has been
paid or a customer-account is involved, the guest's account is referred to Accounts for decision on
whether a refund, or a charge, is appropriate. All appropriate records are amended to cancel the
booking.

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Volumes and Trends

The statistical data was collected as accurately as possible given the limitations of the current
system and is detailed below.

Volumes:

Number of rooms: 150 Bedrooms (increasing to 450 during this project)

Average stay: 2 nights

Average room occupants: 1.1

Average bookings/month: 1800 (for 2000 guests approx)

Prior reservations/month: 1400

Average % full: 80% (120 rooms /night)

Number of Customer Accounts: 300

Trends:

Most residents are on business. Therefore the majority of trade is weekdays, with weekends and
holidays being less busy (no figures available to exactly quantify trends).

STRENGTHS AND WEAKNESSES OF THE CURRENT SYSTEMS

Strengths

The systems are fairly simple and on-the-job training is easy. No computer skill is needed.

Weaknesses / Problem Areas

1. Reservations procedure can result in double booking due to illegibility.
2. Determining room availability is slow due to manual searching of the large room booking chart.
3. Delays on checking-out due to errors:
• bar receipts allocated to wrong accounts;
• arithmetic errors in calculation;
• room charges, from Room Booking Chart, are wrong.
4. Customer-account numbers are not checked until after the guest has left the premises.
5. The reconciliation of cash at the end of the day means that substantial sums of money are often
held at Reception.
6. Information about guest histories, required for planning and marketing purposes, is not readily
available.
7. Information to assess unsatisfied demand for rooms is not available. Other information is time-
consuming to extract.
8. If a guest checks out ahead of schedule, the room is not released until the intended check-out
date.

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2.4 Private Study Exercises
You should spend approximately 7.5 hours on the Private Study for this topic. You should use this
time to complete the exercises below as directed by your lecturer and to review the contents of this
topic.

Exercise 1:

Before attending the seminar session, read the background to the Hotel Olympia case study. You
can find this in the seminar notes for this topic.

Exercise 2:

Read Chapter 1 of the DSDM Atern Student Workbook and attempt the 5 multiple choice questions
at the end of the chapter.

Exercise 3:

Using the Case Study background information, complete this Project Approach Questionnaire (PAQ)
for the Hotel Olympia, as you see it at this point in the project.

DSDM Atern Project Approach

Indicate the closest collective opinion
Questionnaire
Comments
Strongly Strongly
Ref Statement Agree
Agree Neutral Disagree
Disagree

The business driver behind

the project is clearly stated
1
and is visible to all members
of the project team.
The Business Sponsor and/or
Business Visionary
2
demonstrate clear ownership
of the project.
The Business Sponsor,
Business Visionary and
3 Technical Coordinator all
understand and accept the
DSDM Atern philosophy.

The development has a

4
clearly-defined timescale.

The requirements can be

prioritised and there is
5 flexibility to accept that not all
requirements are 'Must Have'
requirements.

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Requirements have been
defined at a high level at the
outset of the project, and it is
6
acknowledged that changes
are likely during development
of the detail.
It is accepted that the detail of
both the requirements and the
7
solution will emerge as the
project progresses.
The Business Sponsor and
Business Visionary are aware
of the importance of active
business involvement and
8 have the willingness and
authority to commit
appropriate business
resources to the project as
required.
The Business Ambassadors
are sufficiently empowered to
9
guide the day to day evolution
of the solution.
The Solution Developers are
sufficiently empowered to
provide the best solution they
10
can from a business
perspective within pre-agreed
architectural constraints.
Solution development
resources are allocated at an
appropriate level and the
11 team will be largely stable
throughout the project (or, at
least, throughout each
increment).
The Project Team and
Solution Development team
12 are able to adopt the roles
and responsibilities within
DSDM Atern.
It will be possible for the
Solution Developers to have
easy access to Business
13
Ambassadors and Business
Advisors throughout the
project.
The Solution Development
team (including both business
and solution development
14 resources) will have the
appropriate collective
knowledge and/or technical
skills to deliver the solution.

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The Solution Development
team (including both business
and solution development
resources) will have the
15 appropriate soft skills
(communication, negotiation
etc.) to work effectively with
each other and those around
them.
Strategies for continuous
communication and
collaborative working
16
practices are sufficient to
clearly support iterative
development of the solution.
The development technology
tools and techniques support
17
an iterative approach to
solution development.
There are no technical,
contractual or other
constraints to prevent the
solution being broken into
18 increments for development
and delivery (even if the
products of such increments
are not deployed
immediately).
All project participants
understand and accept that
on-time delivery of an
19
acceptable solution is the
primary measure of success
for the project.
All parties accept that
continual assessment of the
20 fitness for purposes of all
deliverables during
development is essential.
There are no mandatory
standards or practices in force
that will work against the
21
evolution of a solution from a
baselined set of high level
requirements.

Exercise 4:

In preparation for the tutorial session for this topic, make a note of any questions you have about the
case study exercises, the private study reading and the practical exercises from the recommended
text. You will have a chance to discuss these with your tutor during the tutorial.

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2.5 Tutorial Notes
The tutorials for this topic will last for 1 hour.

Exercise 1:

Present your findings to the Project Approach Questionnaire from Private Study Exercise 3 to the
other students in your group. What is your assessment of how ‘risky’ the project seems, from an
Agile point of view?

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 Topic 3

Topic 3: Modelling

3.1 Learning Objectives

This topic provides an overview of the approach to modelling in an Agile project. On completion of
the topic, you will be able to:

• Describe the perspectives from which models may be created;

• Explain what a model is and the benefits of modelling;
• List types of models which may be used in an Agile project;
• Identify points in the Agile project lifecycle where models are appropriate;
• Construct a scoping diagram (context diagram) for a given scenario;
• Discuss the benefits and limitations of models.

3.2 Timings
Lectures: 2 hours

Seminar: 2 hours

Private Study: 7.5 hours

Tutorials: 1 hour

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3.3 Seminar notes
The time allocation for the seminar sessions for this topic is 2 hours.

Exercise 1: A Context Diagram for the Hotel Olympia Project

The purpose of the exercise is:

• To show how a model/diagram can assist in defining the scope of a project.

This exercise requires reference to:

• Hotel Olympia background information

• Outputs from Topic 2 Seminar Exercise 1

You should spend approximately 1 hour on the exercise, plus time to review the results of your
classmates.

Work in groups as directed by your lecturer. Imagine you are a mix of developers and business
people who must perform the task and communicate with senior management.

1. Draw a high level diagram of your choice (rich picture, function hierarchy, context diagram or
simple illustration) which helps to define scope and structure of the project for the hotel, to
communicate with a mix of technical and business people in senior management.

2. Prepare to present this diagram to the whole course group.

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3.4 Private Study Exercises
You should spend approximately 7.5 hours on the Private Study for this topic. You should use this
time to complete the exercises below as directed by your lecturer and to review the contents of this
topic.

Exercise 1:

Read the Modelling chapter (Chapter 2) of the DSDM Atern Student Workbook and attempt the 5
multiple choice questions at the end of the chapter. Your answers will be reviewed in the tutorial
session.

Exercise 2:

Through your own research, investigate the technique of High-level Use Case modelling.

Draw a high-level (scoping) use case diagram for the Hotel Olympia, based on the background
information and the interview with the Head Receptionist (presented in Topic 2).

Exercise 3:

In preparation for the tutorial session for this topic, make a note of any questions you have about the
case study exercises, the private study reading and the practical exercises from the recommended
text. You will have a chance to discuss these with your tutor during the tutorial.

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3.5 Tutorial Notes
The tutorials for this topic will last for 1 hour.

Exercise 1:

Discuss your research into High-level Use Case modelling (Private Study Exercise 2) with the other
students in your group. You should prepare to feedback the most interesting findings to the rest of
the class and augment your own notes with any useful ideas suggested by other students.

You should also share your use case scoping diagram and explain how you arrived at your final
diagram.

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 Topic 4

Topic 4: Roles, Skills and Team Structures

4.1 Learning Objectives

This topic provides an overview of the roles, skills and responsibilities in an Agile Team and the way
in which effective teams are structured.

On completion of the topic, you will be able to:

• Describe the style of working of an Agile team as compared to a non-Agile team (self-
directing, empowered);
• Discuss the style and recommended size of an Agile team;
• Understand the roles and responsibilities in an Agile team;
• Identify the roles required and the individuals best qualified to fill them, in a given scenario.

4.2 Timings
Lectures: 2 hours

Seminar: 2 hours

Private Study: 7.5 hours

Tutorials: 1 hour

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4.3 Seminar Notes
The time allocation for the seminar sessions for this topic is 2 hours.

Exercise 1: Team roles

The purpose of this exercise is to identify appropriate people for DSDM project roles.

This exercise requires reference to:

• Hotel Olympia Case Study: Background Information - Interview Notes

• Role briefs for staff available for workshops (see below)

Work in groups as directed by your lecturer. For this exercise, you are a management team who
have been brought in from the hotel’s Group Head Office by request of the Olympia Hotel’s General
Manager.

1. Use the role briefs below to identify which members of staff could take one or more DSDM
Atern team roles in Template A below. Ensure that every role is filled.

Some roles may have more than one person and sometimes a person may hold more than one
role. Give reasons for your choices.

Use the comment column in the table below to note any concerns about the suitability of the
people chosen and/or to show other people who you considered.

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HOTEL OLYMPIA

Role Briefs for Workshops

Staff available for workshops:

The Business
General Manager Les Timmis
Chief Accountant Evelyn Cash
Assistant Accountant Lee Ditton
Marketing Manager Lin Barking
Deputy Head Receptionist Sam Fisher
Kitchen Manager Pat O’Cake
Restaurant Manager Karel Singa

IT Staff from the Head Office of the Hotel Group (Normally located 200km away)
IT Analyst/developer Stevie Reader
IT Analyst/developer Chris Mist
IT Analyst/developer Nicky Fox
IT Analyst/developer Val Derry
IT Analyst/developer Georgie Gere

Other staff who may need to be involved:

(no role briefs are available for these; check with General Manager for availability):
Head Receptionist Ros Allenby
Deputy Manager Des Prescot
Personnel Manager Jan Petersen
Trainee Receptionist Denni Blake

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General Manager: Les Timmis

Responsibilities: In charge of the day-to-day smooth running of the hotel, its finances
and stores; also responsible for future strategy and planning for the
hotel

Character: Friendly but imprecise, often ineffectual

Management Style: Delegates everything

System requirements: To avoid chaos when the influx of visitors are at the hotel. To ensure
that the hotel remains profitable

Likes: People

Dislikes: Discord amongst the staff.

Accountant: Evelyn Cash

Responsibilities: In charge of Back-office accounting functions including acceptance of

account-customers, credit checking, debt-chasing and the
maintenance of the hotel’s financial ledgers. Also responsible for the
payment of staff wages.

Background: Evelyn has been the accountant for the hotel for six years and was
involved in the installation of the computer system currently used for
accounting functions.

Character: Precise, assertive, determined

Management Style: Direct, dictatorial, often abrasive

System requirements: To reduce duplication of effort and increase accuracy in Accounts.

Likes: Order, obedience

Dislikes: Hesitant people

Marketing Manager: Lin Barking

Responsibilities: Lin is responsible for pricing policy for the hotel; advertising and
planning marketing campaigns; doing market research to identify new
ways of attracting customers. Lin would sum up the job as: identifying,
anticipating and satisfying customer’s requirements profitably.

Background; Lin has worked in Marketing for 3 years; 2 of these with another hotel
in the group and the past 12 months with Olympia. She has an
Economics degree and an MBA.

Character: Friendly and charming.

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Management Style: Brisk and Energetic.

System Requirements: Management information particularly information on where customers

found our hotel and on unsatisfied demand where customers tried to
book but were told that we had no rooms available

Likes: Efficiency, People

Dislikes: Lack of information

Assistant Accountant: Lee Ditton

Experience: Has been a business manager and knows IT superficially. Has been
trained as a facilitator but has little experience thus far.

Character: tactful, assertive, determined

Management Style: consensus always sought

System Requirements: To help the team at Olympia develop and implement what the
business really needs.

Likes: people

Dislikes: impoliteness

Receptionist: Sam Fisher

Responsibilities: In charge of reservations.

Character: Precise, efficient, determined, imaginative, lateral-thinker

Management Style: Friendly but firm

System Requirements: To deal with customers in a friendly and efficient manner, especially on
arrival and check-out.

To reduce duplication of effort and increase accuracy at the Front

Desk

Likes: Order, efficiency

Dislikes: Bossy people

Not getting own way

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Kitchen Manager: Pat O’Cake

Responsibilities: Producing weekly menus for breakfast, lunch and dinner. Advance
ordering of food to fulfil the menus. Ordering and catering for functions.
Ensuring the smooth running of the kitchen and looking after the
kitchen staff.

Character: Usually friendly, but can be temperamental

Management Style: None. Acts as one of the workers.

System Requirements: To have no disruption to the normal running of the kitchen

Likes: Food, often eating more of the kitchen stock than is acceptable!

Dislikes: Being told what to do, or having other people’s ideas imposed in the
kitchen.

Restaurant Manager: Karel Singa

Responsibilities: In charge of the restaurant and restaurant staff. Handles seating

arrangements for functions such as business meetings and weddings.
Ensures an adequate supply of crockery, cutlery and table linen.
Places orders for floral displays with an outside supplier.

Character: Erratic, always seems irritated by something

Management Style: Bossy, often making unreasonable demands of staff

System Requirements: To ensure that the orders of guests are satisfied. Too frequently, the
items on the menu become unavailable too soon, and guests are
disappointed.

Likes: Very friendly with the General Manager

Dislikes: Does not speak to the accountant, dislikes the reception staff.

IT Analyst/developer: Stevie Reader

Experience: IT systems development from a business analysis perspective. Has

never actually been a developer. Business analysis knowledge is self-
taught and unstructured. Has led teams on two previous projects
including the accounts back office system. Gets on quite well with the
accountant

Character: Assertive, determined

Management style: Likes to work in teams

System requirements: Would like to try out an Agile framework for a project.

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Likes: People with clarity of purpose

Dislikes: People who change their minds about requirements

IT Analyst/developer : Chris Mist

Experience: Programmer and systems analyst. Has Agile programming

experience. Has worked as a database designer

Character: Intelligent but can be stubborn even when better ideas have come
from others.

Management Style: Likes to work alone. Hates Agile ideas such as working in teams.

System Requirements: To implement a trouble-free product which meets specification.

Likes: Elegant IT solutions

Dislikes: Technophobes

IT Analyst/developer: Val Derry

Experience: Software developer and systems analyst. Has been an systems

analyst for only eight months. Works with Chris Mist reasonably well,
in spite of Chris’s unfriendly nature.

Character: Bright but not very confident until thoroughly familiar with the work

Management Style: Likes to work as part of a team

System requirements: To work on a major project in a team

Likes: Praise

Dislikes: Criticism

IT Analyst/developer: Georgie Gere

Experience: Has developed many systems using programming languages and Web
development tools. Likes getting involved with the fine detail and
producing solutions with own ideas added.

Character: Good communicator but likes to make own decisions

Management Style: Individualist

System Requirements: To be given a major challenge

Likes: Cricket

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Dislikes: Being made to work to rigid specifications

IT Analyst/developer: Nicky Fox

Experience: Junior developer using Web development tools

Character: Energetic, but sometimes does not think of consequences of rapid

actions.

Management Style: None

System Requirements: To add an interesting project to the CV

Likes: Dancing, music, anything but work

Dislikes: Being blamed for everything.

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Project Roles for the Hotel Olympia Project

ROLE PERSON REASON COMMENT

Business Sponsor

Business Visionary

Business Ambassador

Business Advisor

Project Manager

Technical Co-ordinator

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Team Leader

Business Analyst

Solution Developer

Solution Tester

Other Specialist Roles

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4.4 Private Study Exercises
You should spend approximately 7.5 hours on the Private Study for this topic. You should use this
time to complete the exercises below as directed by your lecturer and to review the contents of this
topic.

Exercise 1:

Read Chapter 3, Roles, Skills and Team Structures, of the DSDM Atern Student Workbook and
attempt the 5 multiple choice questions at the end of the chapter.

Exercise 2:

Research team role analysis (Meredith Belbin’s approach, plus any one other approach you find)
and prepare a presentation of the team roles proposed here.

Be prepared to discuss the advantages of using such an approach with the Agile team.

Exercise 3:

In preparation for the tutorial session for this topic, make a note of any questions you have about the
case study exercises, the private study reading and the practical exercises from the recommended
text. You will have a chance to discuss these with your tutor during the tutorial.

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4.5 Tutorial Notes
The tutorials for this topic will last for 1 hour.

Exercise 1:

Work in a small group and present your findings from the team role research that you conducted
during the private study time for this topic. Work together to develop a presentation to give to the
other groups.

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Topic 5: Lifecycle and Products

5.1 Learning Objectives

This topic provides an overview of the configurable lifecycle of an Agile project and the structure and
context of products to be produced, to give sufficient rigour to project management whilst still
retaining the flexibility of the Agile approach.

On completion of the topic, you will be able to:

• Explain why a lifecycle is necessary;

• Describe the DSDM Atern lifecycle;
• Identify the different phases of the lifecycle, with objectives, preconditions, points to consider;
• Describe the three essential perspectives for the products;
• Discuss how to configure the lifecycle and the purpose of doing this;
• Compile key products for a given scenario.

5.2 Timings
Lectures: 2 hours

Seminar: 2 hours

Private Study: 7.5 hours

Tutorials: 1 hour

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5.3 Seminar Notes
The time allocation for the seminar sessions for this topic is 2 hours.

Exercise 1:

The purpose of this exercise is:

• To consider appropriate configuration of the lifecycle for the Hotel Olympia Project
• To produce one product (A one-page summary of the Outline Solution, which is one part of
the Feasibility Assessment).

This exercise requires reference to:

• Hotel Olympia background information

• Answers from seminar exercises thus far

For this exercise, you are the Project Manager, the Business Analyst, the Business Visionary and
the Technical Co-ordinator.

1. Remind yourselves of the background information for the Olympia Hotel.

2. Decide on a suitable lifecycle configuration for this project to include incremental delivery, over
the next 12 weeks, of a solution to meet the project objective. Please note, this is not a full plan
of the project, just a high level view of the likely deliveries.

3. Show your planned lifecycle stages on a flip chart, for presenting to the other groups later.

4. Describe the outline solution, in words and diagrams (models).

5. Present your lifecycle and outline solution to the other groups.

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5.4 Private Study Exercises
You should spend approximately 7.5 hours on the Private Study for this topic. You should use this
time to complete the exercises below as directed by your lecturer and to review the contents of this
topic.

Exercise 1:

Students should read Chapter 4 of the DSDM Atern Student Workbook and attempt the 5 multiple
choice questions at the end of the chapter.

Exercise 2:

Research the 17 products of DSDM Atern set out in Appendix C of the DSDM Atern Handbook. This
can be viewed freely at www.dsdm.org.

Many of the products have sub-products within them.

Draw a diagram (mind-map, hierarchy or similar) to illustrate the 17 key products and their sub-
products, for presentation to the tutorial group.

Exercise 3:

In preparation for the tutorial session for this topic, make a note of any questions you have about the
case study exercises, the private study reading and the practical exercises from the recommended
text. You will have a chance to discuss these with your tutor during the tutorial.

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5.5 Tutorial Notes
The tutorials for this topic will last for 1 hour.

Exercise 1:

Share your diagram of the structure of the 17 products from Private Study Exercise 2 with the other
students in your group. Discuss the key things you found out and any differences in the diagrams.

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 Topic 6

Topic 6: Project Management Part 1: Control and Risk

6.1 Learning Objectives

This topic provides an overview of key considerations in project management, as they are affected
by an Agile approach. On completion of the topic, you will be able to:

• Explain how Agile project management differs from traditional project management;
• Explain the use of the Agile control parameters;
• Identify the Agile differences from traditional project management for key components of
project management;
• Apply risk considerations to an Agile project management scenario.

6.2 Timings
Lectures: 2 hours

Seminar: 2 hours

Private Study: 7.5 hours

Tutorials: 1 hour

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6.3 Seminar Notes
The time allocation for the seminar sessions for this topic is 2 hours.

Exercise 1: Agile Risk Assessment

The purpose of this exercise is to:

• To identify initial risks to the Agile way of working by completing a Project Approach
Questionnaire.
• To consider major risks and their mitigations

This exercise requires reference to:

• Hotel Olympia Background Information

• All Case Study exercises completed to this point

Work in small groups as directed by your tutor. For this exercise, you are the Project Manager,
Business Visionary, Technical Co-ordinator and Business Analyst. Your tutor will act as Business
Sponsor, if required.

1. Review the Project Approach Questionnaire for the Hotel Olympia case study, previously
completed in Topic 2, identifying any changes.

2. Identify 2 key Agile risks to the case study project

3. Suggest ways to mitigate these risks

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6.4 Private Study Exercises
You should spend approximately 7.5 hours on the Private Study for this topic. You should use this
time to complete the exercises below as directed by your lecturer and to review the contents of this
topic.

Exercise 1:

Read Chapter 5 of the DSDM Atern Student Workbook. You will not yet have covered some of the
content from this chapter as it is split across two lectures. However, reading it now will help prepare
you for the next lecture when it is discussed further.

List 10 major differences between traditional project management and Agile project management.

Exercise 2:

In preparation for the tutorial session for this topic, make a note of any questions you have about the
case study exercises, the private study reading and the practical exercises from the recommended
text. You will have a chance to discuss these with your tutor during the tutorial.

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 Title Here
6.5 Tutorial Notes
The tutorials for this topic will last for 1 hour.

Exercise 1:

Share with your group the differences you listed between traditional and Agile project management.
Make notes on any points which other students suggest.

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 Topic 7

Topic 7: Project Management Part 2: Quality and Testing

7.1 Learning Objectives

This topic provides an overview of key considerations in project management, as they are affected
by an Agile approach. On completion of the topic, you will be able to:

• Explain the Agile project management approach to:

- Configuration Management
- Quality;
- Maintainability;
- Quality Management and Testing;
• Explain the Agile testing concepts;
• Perform a stand up meeting in relation to a given project scenario;
• Apply Agile project management considerations (Configuration Management, Quality,
Maintainability) to a given scenario.

7.2 Timings
Lectures: 2 hours

Seminar: 2 hours

Private Study: 7.5 hours

Tutorials: 1 hour

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7.3 Seminar Notes
The time allocation for the seminar sessions for this topic is 2 hours.

Exercise 1:

The purpose of this exercise is:

• To act as a reminder to keep the 8 Principles at the centre of the project work - these are the
things which will cause problems if not addressed.
• To see the mapping of principles to Quality and Testing, Configuration, Maintainability and
Metrics

This exercise requires reference to:

• Hotel Olympia Background information

• Outputs from all exercises thus far

Work in a group as directed by your tutor. Imagine you are a mix of developers and business
people who must perform the task and communicate with senior management.

1. Map each of the 8 principles, in a matrix, to the topics of:

 Quality
 Maintainability
 Configuration Management
 Testing
 Metrics

2. Prepare to present this work to your classmates.

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7.4 Private Study Exercises
You should spend approximately 7.5 hours on the Private Study for this topic. You should use this
time to complete the exercises below as directed by your lecturer and to review the contents of this
topic.

Exercise 1:

Review Chapter 5 of the DSDM Atern Student Workbook (which you already read during Topic 6)
and answer the multiple choice questions at the end of the chapter.

Exercise 2:

Research the topic of Agile Project Management to answer the following questions. Prepare a one-
page discussion of each point.

a. Is Agile inherently more risky than traditional (Waterfall) methods?

b. How do you know when an Agile Project will deliver?
c. Do we really need an Agile project manager when the team is an empowered team?
d. Many large organisations use corporate project management approaches such as PRINCE2,
which ties into their programme and portfolio structure. Can they use Agile?

Exercise 3:

Work in a small group to prepare your answers from Exercise 2 into a 20 minute presentation. You
will deliver this to the other groups during the tutorial for this topic.

Exercise 4:

In preparation for the tutorial session for this topic, make a note of any questions you have about the
case study exercises, the private study reading and the practical exercises from the recommended
text. You will have a chance to discuss these with your tutor during the tutorial.

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7.5 Tutorial Notes
The tutorials for this topic will last for 1 hour.

Exercise 1:

During this tutorial, you will give the presentation you prepared during Private Study Exercise 3 to
the rest of the class, following the instructions given by your tutor.

You should take notes during the other students’ presentations and ask questions as necessary.

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 Topic 8

Topic 8: Facilitated Workshops

8.1 Learning Objectives

This topic provides an overview of facilitated workshops, their use in Agile projects and what
facilitation is. On completion of the topic, you will be able to:

• Explain what a facilitated workshop is, and the benefits and risks;
• Describe the roles and responsibilities in a facilitated workshop;
• Identify where facilitated workshops would be used in an Agile project;
• Plan, prepare for and run a facilitated workshop, towards a given outcome;
• Take the roles of facilitator, participant and scribe in workshops.

8.2 Timings
Lectures: 2 hours

Seminar: 2 hours

Private Study: 7.5 hours

Tutorials: 1 hour

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8.3 Seminar Notes
The time allocation for the seminar sessions for this topic is 2 hours.

Exercise 1: Requirements Capture Workshop

The purpose of this exercise is to prepare for and participate in (or facilitate) a facilitated workshop.

This exercise requires reference to:

• Hotel Olympia Background information, Interview Notes; Strengths and Weaknesses

• Role briefs for staff available for workshops (available from the Topic 4 seminar)
• Outputs from previous seminar exercises

You will be assigned a role by your tutor. You will be one of the following:

• A business person from the hotel

• A developer
• A facilitator or co-facilitator/scribe

1. Prepare for and participate in a workshop, the purpose of which is to:

a. Ensure everyone is aware of the project objective (assume this is already authorised by
the Business Sponsor) and the timeframe for the project.

b. Ensure everyone knows/accepts their roles in the project (already authorised by the
Business Sponsor).

c. Capture high level requirements.

2. As a group, run the workshop. You should allow approximately 45 minutes for the workshop
itself.

3. Follow the guidance from your tutor and review the success of the workshop.

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8.4 Private Study Exercises
You should spend approximately 7.5 hours on the Private Study for this topic. You should use this
time to complete the exercises below as directed by your lecturer and to review the contents of this
topic.

Exercise 1:

Read Chapter 6 of the DSDM Atern Student Workbook and attempt the 5 multiple choice questions
at the end of the chapter.

Exercise 2:

In preparation for the tutorial session for this topic, make a note of any questions you have about the
case study exercises, the private study reading and the practical exercises from the recommended
text. You will have a chance to discuss these with your tutor during the tutorial.

Exercise 3:

Use the Internet to research an effective technique to use in a workshop you are to prepare. Many
websites do business games and facilitation techniques, including www.squarewheels.com and
www.businessballs.com.There is also http://www.iafworld.com which is the home of the international
association of facilitators.

In pairs, or small groups, prepare to facilitate a short workshop (15 minutes) to run with six
participants from other groups during the tutorial. Prepare an agenda to issue to participants and be
ready to run the workshop with a group at the next tutorial. Typical topics to choose are:

• Identify the top 10 most popular sports

• Analyse the group’s favourite hobbies
• Identify the top 10 things that make the group happy and sad
• Imagine you are IT testers. Identify 10 ideas to improve the effectiveness of your testing.

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8.5 Tutorial Notes
The tutorials for this topic will last for 1 hour.

Exercise 1:

Run the workshops you designed in your private study time on another group in the class, as
assigned by your tutor.

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 Topic 9

Topic 9: Requirements Definition and Prioritisation

9.1 Learning Objectives

This topic provides an overview of the Agile approach to requirements elicitation, analysis, definition
and management. On completion of the topic, you will be able to:

• Explain what a requirement is, and the difference between functional and non-functional
requirements;
• Explain the differences between the levels of detail of traditional requirements and agile
requirements;
• Explain the concept of a user story and the advantages and disadvantages of this approach
to requirements;
• Define a given number of requirements from a scenario, using user stories;
• Explain the purpose and application of MoSCoW prioritisation;
• Prioritise a list of requirements from a given scenario, according to MoSCoW rules;
• Discuss the link between requirements and modelling.

9.2 Timings
Lectures: 2 hours

Seminar: 2 hours

Private Study: 7.5 hours

Tutorials: 1 hour

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9.3 Seminar Notes
The time allocation for the seminar sessions for this topic is 2 hours.

Exercise 1: Structuring and Prioritising Requirements

The purpose of this exercise is:

• To structure and prioritise requirements

This exercise requires reference to:

• Outputs from earlier seminar exercises and the list of requirements in the table on the next
pages.

Work in groups of 4-6. You are a mixture of Solution Developers, Business Ambassadors and
Solution Testers in the Solution Development Team empowered to do this job. Typically you would
be:

• One or two business people from the hotel (accountant, receptionist)

• One or two developers/testers
• The Project Manager or Team Leader

1. Match the requirements listed on the next pages with the business function they support.
Clarify or split the requirements if necessary.

2. Identify, by name, the user resource needed for each requirement.

3. Prioritise the requirements (MoSCoW).

4. Identify three essential global non-functional requirements and one which is specific to one
function.

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Olympia Hotel Requirements List

Requirements Definition and Prioritisation

Functional Areas:

a. Reserve rooms
b. Check-in
c. Add charges to bills, such as newspapers, meals etc.
d. Check out
e. Prepare housekeeping information
f. Control kitchen stock
g. Produce management and marketing information

You need to record the GLOBAL non-functional requirements at the end of this worksheet.

Functional Requirements

Req Original New Functional Function Non-Functional MSCW Busines

Id Requirement Id Requirement(s) A-G Requirement(s) Priority s
Ambass
ador
1 Facility to make,
amend and delete
reservations using
“user-friendly”
screens. The user
should be able to
select easily which
function he/she
wants to carry out.
The outline screens
should all look the
same.
2 Check-in facility,
which will quickly
and efficiently
update the
reservation to
“arrived” or store
appropriate details
if customer just
walks in and
accommodation is
available.
3 Ability to print, on
request, written
confirmation of
bookings. This is
for customer-
account holders
and for written
bookings.

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Req Original New Functional Function Non-Functional MSCW Busines
Id Requirement Id Requirement(s) A-G Requirement(s) Priority s
Ambass
ador
4 Ability to produce
details of
provisional
bookings not
confirmed within 14
days of the
reservation date,
with the option to
the user to release
the rooms.
5 Links from
restaurant and bar
tills to update
customer accounts
automatically and
instantly.

6 Link from telephone

switchboard to
update customer
accounts
automatically.

7 Facility for
newspaper orders
to be entered
directly to the
customer account.

8 Daily production of
newspaper
requirements list.

9 Forward-loading
figures on hotel
occupancy to be
produced for use in
ordering
food and drink.

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Req Original New Functional Function Non-Functional MSCW Busines
Id Requirement Id Requirement(s) A-G Requirement(s) Priority s
Ambass
ador
10 A computerised
stock control
system for food and
drink with
automated links to
bar and restaurant
for charging.

11 Daily production of
lists for
housekeeping and
the restaurant.

12 Facility for adding

items on check-out
and then the
automatic
production of
customer bills. If
customer-account,
checking account
number is the
correct one with a
customer-account
file
13 Input of payment
type on check-in
and whether part or
the entire bill is
being paid. If
payment by cash at
check-out, update
cash receipt data,
this data being
made available to
the accounting
systems.
14 Input if no payment,
(customer account
holders) account to
be sent to accounts
department and
letter/invoice
generated.

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Req Original New Functional Function Non-Functional MSCW Busines
Id Requirement Id Requirement(s) A-G Requirement(s) Priority s
Ambass
ador
15 Facility to handle
cancellations
including
notification to
Accounts if a refund
or charge is
involved.

16 Facility to
interrogate
customer data on
usage of rooms.

17 Facility to classify
customers
(business, weekend
breaks, holidays)
and reasons for
choosing the Hotel
(facilities, position,
service).

18 Facility to
interrogate room
occupancy figures
and forward loading
data.

Global Non-Functional Requirements:

Non-functional Acceptance Criteria Related Functional

Requirement Requirements
(e.g. security,
performance,
response time)
G NFR1

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G NFR2

G NFR 3

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9.4 Private Study Exercises
You should spend approximately 7.5 hours on the Private Study for this topic. You should use this
time to complete the exercises below as directed by your lecturer and to review the contents of this
topic.

Exercise 1:

Read Chapter 7 of the DSDM Atern Student Workbook and attempt the 5 multiple choice questions
at the end of the chapter.

Exercise 2:

Research the description of requirements a User Stories.

Rewrite requirements 1 – 5 of the list of requirements for the case study as User Stories, for review
in the tutorial.

Exercise 3:

In preparation for the tutorial session for this topic, make a note of any questions you have about the
case study exercises, the private study reading and the practical exercises from the recommended
text. You will have a chance to discuss these with your tutor during the tutorial.

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9.5 Tutorial Notes
The tutorials for this topic will last for 1 hour.

Exercise 1:

Review the User Stories you wrote in your private study time with the rest of your group.

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 Topic 10

Topic 10: Iterative Development and Prototyping

10.1 Learning Objectives

This topic provides an overview of the key technique of Iterative Development, and the use of
prototyping in an Agile project. On completion of the topic, you will be able to:

• Define what a prototype is in an Agile project;

• Explain what iterative development is and the iterative development lifecycle;
• Discuss the link between prototyping and requirements;
• Describe the “FUN” approach to prototyping (Functional, Usability, Non-functional);
• Explain horizontal, vertical and combined approaches to the planning of timeboxes;
• Compile and demonstrate a simple prototype in a given scenario.

10.2 Timings
Lectures: 2 hours

Seminar: 2 hours

Private Study: 7.5 hours

Tutorials: 1 hour

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10.3 Seminar Notes
The time allocation for the seminar sessions for this topic is 2 hours.

Exercise 1: Prototyping

The purpose of this exercise is:

• to prepare and present a simple, paper-based prototype (or role-play prototype) of the
reservations aspect of the Hotel Olympia project. This will be used to inform staff of the
changes they are likely to see.

This exercise requires reference to:

• Hotel Olympia Background Information

• Answers from seminar exercises thus far

For this exercise, you are the Project Manager and relevant members of the Solution Development
Team.

1. Create a simple prototype for reservations function within the hotel.

2. Explain what perspective this is testing (functional, usability, non-functional) and why.

3. Prepare a short presentation to show this prototype to other groups, who will be looking at it
from the point of view of the receptionists who will be handling reservations when the new
systems are implemented.

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10.4 Private Study Exercises
You should spend approximately 7.5 hours on the Private Study for this topic. You should use this
time to complete the exercises below as directed by your lecturer and to review the contents of this
topic.

Exercise 1:

Read the Iterative Development and Prototyping chapter (Chapter 8) of the DSDM Atern Student
Workbook and attempt the 5 multiple choice questions at the end of the chapter.

Exercise 2:

Explain how prototyping could be used within the case study to evaluate the effectiveness of
electronic tills for the bar and restaurant. What kind of prototype would this be? What are the
advantages and disadvantages of performing this kind of prototype?

Prepare the above as a presentation to explain the prototype as if to the hotel management.

Exercise 3:

In preparation for the tutorial session for this topic, make a note of any questions you have about the
case study exercises, the private study reading and the practical exercises from the recommended
text. You will have a chance to discuss these with your tutor during the tutorial.

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10.5 Tutorial Notes
The tutorials for this topic will last for 1 hour.

Exercise 1:

Present the prototype you selected in Exercise 2 of the private study session to the rest of the
group, and highlight its advantages and disadvantages.

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 Topic 11

Topic 11: Estimating and Timeboxing

11.1 Learning Objectives

This topic provides an overview of estimating, and the key technique of timeboxing, together with
timebox planning and the link to requirements.

On completion of the topic, you will be able to:

• Explain the need for estimating and the factors affecting estimates;
• Estimate given tasks to establish the different approaches which can be used;
• Identify factors affecting estimating and the link between estimating and requirements detail;
• Define what timeboxes are and the different levels of these within a project;
• Produce and present a timeboxed delivery plan for a given scenario.

11.2 Timings
Lectures: 2 hours

Seminar: 2 hours

Private Study: 7.5 hours

Tutorials: 1 hour

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11.3 Seminar Notes
The time allocation for the seminar sessions for this topic is 2 hours.

Exercise 1: Timebox Planning

The purpose of this exercise is:

• To produce a first-draft delivery plan, showing development timeboxes and the functionality
to be delivered from them.
• To show user and technical Solution Development Team resources needed by each of the
timeboxes.
• To prepare for and participate in an informal workshop to present and discuss the plan.

This exercise requires reference to:

• Outputs from all previous seminar exercises, the project objective and the diagram of the
scope of the system.
• The prioritised requirements list, with the group’s own MoSCoW priorities from the Topic 9
seminar exercise.
• The table below on estimates for the requirements.

You are members of the empowered Solution Development team for the project, plus the Project
Manager. For the preparation of the plan, you can gain input from the Business Visionary in the
form of your tutor. For the workshop and presentation of the plan, you will have to provide:

• A facilitator
• A presenter
• A scribe

Note that this will not be an independent facilitation. Observe whether this makes a difference.

1. Produce a timeboxed and visible delivery plan for the whole 12 week period, divided into 2 or 3-
week timeboxes to cover the functionality necessary to satisfy the requirements.

• Identify, and make visible, the high-level requirements to be addressed in each timebox and
their priorities (MoSCoW).
• Identify by name the user and technical resources needed for each timebox to allow the work
to be done.
• Check that there is no overloading of users’ and technical time in any timebox.

2. Prepare for a presentation of your first draft timeboxed plan to deliver to the hotel management.
The objectives of this workshop are to:

• Ensure that the plan is understood by all, and is viable.

• Obtain commitment of resources to the timeboxes.
• Note any changes needed to the plan.
• Highlight any requirements which have become ‘Won’t Haves’.

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Olympia Hotel Requirements List: Estimates, for use in Timebox Planning

Constraints for this Exercise:

• You may use only 2 developers, full time.

• You will need to ask for any business user resources you need.
• Estimates include Exploration, Engineering, Testing and Deployment activities, but you
should show where deployments are happening on your plan.
• Each requirement can use only one developer, for simplicity of this exercise.

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 User time Developer and Tester time
Old Original Requirement New MSCW Requirement Short Name DAYS User(s) DAYS Develope
Re Id Per user resource per Developer, r and
q needed and the same Tester
(Business
Id again per resource
Ambassador) (initials)
Tester needed
(initials)
1 Facility to make, amend and delete 1a Make reservation 6 8
reservations using “user-friendly”
screens. The user should be able
to select easily which function
he/she wants to carry out. The
outline screens should all look the
same.
1b Amend reservation 4 6

1c Delete reservation 4 6
2 Check-in facility, which will quickly Check-in 4 6
and efficiently update the
reservation to “arrived” or store
appropriate details if customer just
walks in and accommodation is
available.
3 Ability to print, on request, written Print booking confirmation 4 6
confirmation of bookings. This is for
customer-account holders and for
written bookings.
4 Ability to produce details of Release provisional 4 6
provisional bookings not confirmed booking
within 14 days of the reservation
date, with the option to the user to
release the rooms.

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5 Links from restaurant and bar tills to Add restaurant and bar 4 8
update customer accounts charges
automatically and instantly.

6 Link from telephone switchboard to Add switchboard charges 4 6

update customer accounts
automatically.
7 Facility for newspaper orders to be Add newspaper order 2 4
entered directly to the customer
account.
8 Daily production of newspaper Produce newspaper list 2 4
requirements list.
9 Forward-loading figures on hotel Capture occupancy figures 4 8
occupancy to be produced for use
in ordering food and drink.
10 A computerised stock control Stock control system 15 30
system for food and drink with
automated links to bar and
restaurant for charging.
11 Daily production of lists for Produce occupancy lists 3 4
housekeeping and the restaurant.
12 Facility for adding items on check- 12a Add bill items 1 2
out and then the automatic
production of customer bills. If
customer-account, checking
account number is the correct one
with a customer-account file
12b Produce bills 4 8

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13 Input of payment type on check-in 13a Input payment type 4 6
and whether part or the entire bill is
being paid. If payment by cash at
check-out, update cash receipt
data, this data being made
available to the accounting
systems.
13b Allow cash payment 4 4
14 Input if no payment, (customer Allow checkout with later 4 6
account holders) account to be sent payment
to accounts department and
letter/invoice generated.
15 Facility to handle cancellations Cancel booking 4 6
including notification to Accounts if
refund or charge is involved.
16 Facility to interrogate customer data Customer data usage 6 6
on usage of rooms. enquiry
17 Facility to classify customers Add customer class 4 4
(business, weekend breaks,
holidays) and reasons for choosing
the Hotel, (facilities, position,
service).
18 Facility to interrogate room 18a Capture room occupancy 4 8
occupancy figures and forward data
loading data.
18b Future room occupancy 4 8
Enquiry

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Global Non-Functional Requirements

Don’t forget that the non-functional requirements may require extra time in the delivery plan to build
in and deploy!

Global Non-functional Related Acceptance User Dev.

NFR Requirement requirements Criteria Effort Effort
Req Id (days) (days)
G NFR1 “User-friendly” screens. All customer- Screens are 1 day 1 day
facing deemed usable per timebox per timebox
and signed off
by the
empowered
Business
Ambassador for
that function
G NFR2 Standard screens All Screens 1 day 1 day
(The screens should all conform to GUI per timebox per timebox
look the same) standard xxx

G NFR 3 Quick responses All Response time 0 5 days in

should be no total for
more than 2 system
seconds from tuning
entry of request
to return of first
data, for 98% of
all user-facing
transactions

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11.4 Private Study Exercises
You should spend approximately 7.5 hours on the Private Study for this topic. You should use this
time to complete the exercises below as directed by your lecturer and to review the contents of this
topic.

Exercise 1:

Read Chapter 9 of the DSDM Atern Student Workbook and attempt the 5 multiple choice questions
at the end of the chapter.

Exercise 2:

In groups of 4 – 6, research the Agile planning technique of planning poker. You may like to refer to
the following book for information, or conduct research using the Internet.

• Cohn, M. (2005). Agile Estimating and Planning. Pearson Prentice Hall

Produce a short report on the way in which this works, along with the advantages and
disadvantages.

Exercise 3:

Within your group, try out planning poker for a simple task: e.g. running between two points, passing
obstacles.

1. First, your group should look at the “job” and estimate it using planning poker. Discuss estimate
differences and agree a size in story points.

2. Consider a second similar task and estimate it in relation to the first (Is it twice as big, five times
as big, etc.?)

3. Get one member of the group to perform the first task. Compare the estimate with the actual.

4. How does this affect your expectation for the second task?

5. Try the second task and compare actual with estimate. How good was the group estimate?

6. Write up the results of the experiment for group discussion in the tutorial.

Exercise 4:

In preparation for the tutorial session for this topic, make a note of any questions you have about the
case study exercises, the private study reading and the practical exercises from the recommended
text. You will have a chance to discuss these with your tutor during the tutorial.

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11.5 Tutorial Notes
The tutorials for this topic will last for 1 hour.

Exercise 1:

Feedback the results of your research and experiments from the private study work to the rest of the
class.

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 Topic 12

Topic 12: Summary and Revision Guidance

12.1 Learning Objectives

On completion of the topic, you will be able to:

• Place techniques taught in this whole module in the context of the module themes;
• Demonstrate an understanding of concepts taught and recognise the links between them;
• Place the principles, roles and key techniques taught during the module into the appropriate
place(s) in the lifecycle;
• Demonstrate the ability to be proactive in directing your own revision.

12.2 Timings
Lectures: 2 hours

Seminar: 2 hours

Private Study: 7.5 hours

Tutorials: 1 hour

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12.3 Seminar Notes
The time allocation for the seminar sessions for this topic is 2 hours.

Exercise 1:

Your tutor will put you into small groups with your classmates. In your groups, answer the following
questions:

• State in a few sentences what Agile is and how it is different from a more traditional waterfall
approach. What benefits does it bring? What additional risks does it have?
• Explain the 8 principles of DSDM Atern.
• Draw a simple model (diagram) of this module and its interactions, to help with revision.
• Describe a typical work pattern for a co-located Solution Development Team.
• Explain each of the 5 main stages of the Atern life cycle. What are the other 2?
• Explain the different approach to project management of an Agile project, as compared to
waterfall one.
• Describe the benefits of:
- Facilitated workshops
- Requirements
- Prototyping
- Estimating
- Timeboxing

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12.4 Private Study Exercises
You should spend approximately 7.5 hours on the Private Study for this topic. You should use this
time to complete the exercises below as directed by your lecturer and to review the contents of this
topic.

Exercise 1:

Refresh your knowledge by re-reading any chapters of the DSDM Atern Student Workbook with
which you do not feel confident, and re-do the multiple choice questions at the end of each chapter.

Make a note of any questions you want to ask in the final tutorial session.

Exercise 2:

Look at the sample exam paper that your tutor gave you at the end of the seminar for this topic, and
attempt to complete the questions. You may wish to answer the questions fully, or to make ‘answer
plans’ made up of the key points you think are required for each answer.

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12.5 Tutorial Notes
The tutorials for this topic will last for 1 hour.

Exercise 1:

In this final tutorial, you should use the opportunity to raise any questions or queries arising from the
case study exercises, private study reading or exercises in the DSDM Atern Student Workbook.

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