AGILE GLOSSARY

Agile Coach Iterations

Benefits Assessment Management Foundations

Business Adviser Modelling

Business Ambassador MoSCoW

Business Analyst Outline Plan

Business Area Definition Principles

Business Case Prioritised Requirements List

Business Foundations Project Manager

Business Sponsor Project Review Report

Business Visionary Risk Management

Change Control Scrum

Collaborative working Solutions Developer

Constraints Solution Development Team

Daily Stand Up Solution Foundations

Deliverable Solutions Tester

Delivery Plan Stakeholder

Dependencies Team Leader

Deployment Plan Technical Adviser

Deployed Solution Technical Coordinator

DSDM Consortium Terms of Reference

Estimating Time box

Evolving Solution Time box Plan

Facilitator Time box Review Record

Feasibility Assessment

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 AGILE GLOSSARY
Agile Coach: an expert in agile techniques and one or more technical or business functions,
the Agile Coach will also have professional coaching skills. They will look after multiple
teams, help establish new teams, mentor Facilitators and have a strategic mandate.

Benefits Assessment: created in the Post Project phase, this report summarises for the
Business Sponsor and other interested parties how and what benefits have been realised.

Business Adviser: brought in by the Business Ambassador to provide specialist, technical

advice at the Solution Development or Solution Testing stages. Usually a peer of the
Business Ambassador, it is highly likely that the Business Advisor will be an end-user of the
solution and can include legal or financial skills as well as engineering, software or product
skills.

Business Ambassador: working in the business, this role reports to the Business Visionary
about on-going validity of the solution from the business perspective. Working with the
Solution Development Team and contributing to the Daily Stand-Up , the Business
Ambassador will help evolve the solution to make sure it is fit for purpose.

Business Analyst: responsible for the day-to-day communication channels between the
project and the business.

Business Area Definition: should be created when the project solution will impact ‘business
as usual’. It will outline the ‘As Is’ and ‘To Be’ processes and how these will be incorporated
into business processes, information flow and change strategy.

Business Case: A document recording the justification for starting a project. It describes the
benefits, costs and impact, plus a calculation of the financial case.

Business Foundations: these set the ground rules for the iterative and incremental
development of the Solution. Developing the Foundations should take no longer than two
weeks and will include the Business Vision and Business Case.

Business Sponsor: most senior project-level business role assigned to one person. Also
known as the Project Champion, this role should be committed to the project, the proposed
solution and the delivery approach. Wholly responsible for the Business Case and the
benefits derived from implementing the solution, this person will be senior enough to
influence senior stakeholders and make financial decisions.

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Business Visionary: a senior project-level business role with greater hands-on involvement
than the Business Sponsor. Initially involved in interpreting the needs of the Business
Sponsor, the Business Visionary remains involved throughout the life of the project by
providing strategic direction and ensure the benefits outlined in the Business Case are
achieved.

Change Control: The practice of identifying, documenting, approving and carrying out
changes within a project.

Collaborative working: use of Facilitated Workshops to help planning, development and

delivery phases. Inclusion of all those involved in the project is recommended.

Constraints: The factors that you will need to consider during the life of the project that you
cannot change. These may include deadlines, regulatory requirements and dependencies on
other projects to deliver.

Daily Stand Up: led by the Team Leader and attended by the Solution Development Team,
this daily meeting summarises progress and also exposes and issues that may be getting in
the way. Keeping to a strict agenda lasting 15 minutes, each Team Member describes what
they did since last standup, what they will be doing before next standup and raise any
problems that could slow progress.

Deliverable: A tangible or intangible object produced through project execution.

Delivery Control Pack

Delivery Plan: provide a schedule of the increments and within them the Timeboxes that
make up the project. The number and duration of each Timebox is stated as well as a high
level focus for each iteration.

Dependencies: Any events or work that are either dependent on the outcome of the
project, or the project will depend on.

Deployed Solution: delivery of multiple products that form the solution defined in the
Terms of Reference. This will include provision of training and documentation for operations
and support staff and a feedback loop for users to the deployment team.

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Deployment Plan: the way in which the Deployment Phase is delivered when end products
are ready to be shipped outside the organisation. The Deployment Plan should include a
review section to help plan future work.

DSDM Consortium: a not-for-profit organisation founded in 1994 by an association of

vendors and experts in software engineering to “jointly develop and promote an
independent RAD (Rapid Application Development) framework”.

Estimating: expected to change and evolve with the project as each Timebox is delivered
and more information becomes available.

Evolving Solution: the main Atern product that is subjected to the Iterative Development
process. Driven by the Solutions Team, the output from an Evolving Solution is reviewed by
the Business Ambassador, Business Advisors and Solution Testers to see if it is fit for
purpose.

Facilitator: combining skills of mentoring, training and conscious communication, the

Facilitator will focus on no more than two agile teams. The Facilitator is not directly
responsible for any deliverables within the project.

Feasibility Assessment: to establish whether there is a feasible solution to the business

problem as described in the Terms of Reference. This will include identification of benefits,
possible approaches to delivery, description of governance and first cut estimates of time
and cost.

Iterations: individual activities that evolve a solution from a high level idea to a delivered
product. Each iteration will include four activities of Identification, Plan, Evolve and Review.

Management Foundations: firm and lasting structure for the project, robust yet flexible.
Keeping the details limited will help adapt to changes however the fewer the details the
more strictly they must be adhered to.

Modelling: an approach used to convey complex ideas in a simple way. Can include
diagrams, sketches, mock-ups and prototypes, and can be either temporary or even form
part of the final Solution.

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MoSCoW: A prioritisation method is used to decide which project requirements must be
implemented first and which come later or will not be implemented at all. MoSCoW stands
for Must, Should, Could, Won’t Have this time.

Outline Plan: will focus on the next few weeks (Foundations) in detail including the first
increment and planned dates for further increments. The Outline Plan will incorporate the
Project Approach Questionnaire.

Principles: Agile Project Management has a set of eight guiding principles that create an
ethos or mindset to enable projects to be delivered in the most effective way possible.
These principles represent a way of working and they support the overall philosophy of
DSDM Atern.

Prioritised Requirements List: used during the MoSCoW process, this list captures all the
‘Won’t Have This Time’ activities that will not be undertaken and avoid them being
reintroduced into the project at a later date. It is very helpful in managing expectations of
the Business.

Project Manager: responsible for all aspects Solution delivery from concept to deployment
while delegating detailed activities to the Team Leader and the Solutions Development
Team.

Project Review Report: an evolving product that is updated at the end of each increment. It
will typically include Increment Review Records and Benefits Enablement Summaries and
ultimately an End of Project Assessment.

Risk Management: the Project Manager drives the Risk culture, standards and tolerances
however each member of the Solutions Development Team must take responsibility for Risk
Management. A Risk is anything that could have a detrimental effect on the Solution.

Scrum: An agile methodology for software project management. Scrum was invented in
1993 by Jeff Sutherland, John Scumniotales and Jeff McKenna.

Solutions Developer: reporting to the Project Manager, the Solutions Developer interprets
business requirements and translates them into a deployable solution. The person should
be full time on the project but if not, the project must be their first priority.

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Solution Development Team: comprising 5-9 members with roles of Team Leader, Business
Ambassador, Business Analyst, Solution Developer and Solution Tester.

Solution Foundations: includes information fundamental to the success of the project and
should be distributed to and understood by all internal stakeholders before the project
starts.

Solutions Tester: integral to the Solutions Development Team, this role performs testing in
accordance with the Technical Testing Strategy over the whole project lifecycle.

Stakeholder: A stakeholder is anyone, internal or external to an organisation that has an

interest in a project or will be affected by its deliverables.

Team Leader: reporting to the Project Manager, the Team Leader coordinates the activities
of the Solutions Development Team so that it meets its objectives. Leading rather than
Managing the team, the Team Leader plans and coordinates all activities at a detailed level
then leads the team to successful completion. The role may change at different stages of the
project lifecycle.

Technical Adviser: supporting the Development Team with technical advice on operational
change management and post-deployment operational support. Bringing their experience
to design Operational and Support scenarios for testing, this role also undertakes assurance
that evolution of the Solution is in line with the Business Case. The Technical Advisor will
also provide training to operational and support staff post implementation.

Technical Coordinator: ensures the Solution Development Team work in a consistent way
and comply with the technical requirements of the project so that all technical quality
criteria are met. The equivalent role for the business is the Business Visionary.

Terms of Reference: high level definition of the objectives and business drivers for the
project. This can take the form of a two page document through to a verbal agreement but
will be sufficient to move the project to the Feasibility phase.

Time box: a previously agreed period of time measured in days during which a person or a
team creates low level product in an iterative way. Once the Timebox has been completed a
new one is started to allow incremental progress towards the Business Solution.

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Time box Plan: the way in which Timeboxes are allocated to ensure each has a deliverable,
deadline and budget that fits with the overall Project. Resource planning will also be
included in this plan.

Time box Review Record: at the Close-out of a Timebox, a Review Record is created to
capture work started but not complete during the original Timebox as well as items dropped
from the increment or project entirely. Feedback that may influence future plans may also
be included.

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