in later versions the dsdm agile project framework was revised and became a generic approach to project management and solution delivery rather than being focused specifically on software development and code creation[clarification needed] and could be used for non-it projects.  the dsdm agile project framework is an iterative and incremental approach that embraces principles of agile development, including continuous user/customer involvement. dsdm is one of a number of agile methods for developing software and non-it solutions, and it forms a part of the agile alliance. in the early 1990s, rapid application development (rad) was spreading across the it industry. these enabled developers to share their proposed solutions much more easily with their customers – prototyping became a reality and the frustrations of the classical, sequential (waterfall) development methods could be put to one side. the dsdm consortium was founded in 1994 by an association of vendors and experts in the field of software engineering and was created with the objective of “jointly developing and promoting an independent rad framework” by combining their best practice experiences.
in july 2006, dsdm public version 4.2 was made available for individuals to view and use; however, anyone reselling dsdm must still be a member of the not-for-profit consortium. in 2014, the dsdm handbook was made available online and public.  the agile business consortium is a not-for-profit, vendor-independent organisation which owns and administers the dsdm framework. atern is also independent of tools and techniques enabling it to be used in any business and technical environment without tying the business to a particular vendor. it is important that the project members need to be appointed to different roles before they commence the project. the roles are: dsdm can be considered as part of a broad range of iterative and incremental development frameworks, especially those supporting agile and object-oriented methods.
central to dsdm is the principle that “any project must be aligned to clearly defined strategic goals and focus upon early delivery of real benefits to the business.” in the 1990s, the rapid application development (rad) approach was becoming increasingly popular, which enabled developers to show their users and customers possible solutions quickly with easy to build prototypes. this led to each organization building their approaches and frameworks, splitting standards and making it difficult to recruit experienced rad practitioners. to solve this issue, the dsdm consortium was founded with the objective of “jointly developing and promoting an independent rad framework” and dsdm was born. the most recent version was released in 2014 and is called the ” dsdm agile project framework” and will be the focus of this article. focus on the business need: dsdm teams must establish a valid business case and ensure organizational support throughout the project collaborate: dsdm teams must involve stakeholders throughout the project and empower all members of the team to make decisions.
this is enforced through continuous testing, review, and documentation. developer iteratively: take feedback from the business and use this to continually improve with each development iteration. communicating through documents is discouraged – instead, documentation must be lean and timely. demonstrate control: the project manager and team leader should make their plans and progress visible to all and focus on successful delivery. every development methodology has its strengths and weaknesses. if your team values predictability, consistency and tight control of costs, dsdm might be a good fit.
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