IMAT5205 Systems Analysis And Design

Running head: SYSTEM ANALYSIS AND DESIGN
System Analysis and Design
Name of Student
Name of University
Author Note

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SYSTEM ANALYSIS AND DESIGN
Table of Contents
1. Introduction......................................................................................................................2
2. Agile Project Management Framework...........................................................................2
2.1. DSDM: Dynamic Systems Development Method....................................................2
2.2. SCRUM....................................................................................................................3
3. Controls in DSDM and SCRUM.....................................................................................3
4. Analysis...........................................................................................................................4
5. Conclusion.......................................................................................................................5
References............................................................................................................................7

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1. Introduction
In order to manage a project in an appropriate manner, it is essential to choose an
effective project methodology. Agile project management framework is mainly chosen for
management of software projects. Agile project management framework can be described as an
iterative approach of planning, guiding and management of project processes (Stellman and
Greene 2014). It is beneficial for software projects as agile projects are completed in small
sections called iteration. Division of a project into a number of smaller sections or iteration can
help in easier management. Each phase in agile is followed by a testing phase which incorporates
collection of feedback from the clients. This helps in development of customer centric products
according to the specifications of the clients. In this article, two agile project management
frameworks such as DSDM and scrum will be discussed. Agile methods such as DSDM and
Scrum appear to take away as much control as possible for senior managers and put the same in
the hands of entire project team. The article will be analysing whether it is a really good idea to
take away all control away from the project team.
2. Agile Project Management Framework
Agile project management processes generally focuses on continuous improvement for
delivery of quality products. The example of agile project management framework includes
DSDM and SCRUM.
2.1. DSDM: Dynamic Systems Development Method
Dynamic system development method can be described as agile framework for project
delivery that is used for software development method (Matharu et al. 2015). Dynamic system
development method is an incremental and iterative approach, which is based on rapid

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application development or RAD methodology (RAD) (Ghani, Azham and Jeong 2014). RAD
deals with a full four phase framework that consists of, feasibility and business study,
development of a functional model or prototype iteration, design and build iteration and its
implementation (Wang and Wagner 2016). Each phase of DSDM based on different activities
and principles. DSDM project methodology prioritizes project schedule and quality of the project
over functionality. This methodology makes use of MoSCoW prioritization that helps in better
management of each phase.
2.2. SCRUM
Scrum is another agile project management methodology that is used for managing a
software development project. Scrum is often perceived as a project methodology that relies on a
self organizing and a cross functional team. Thus this project methodology takes as much control
as it can from the hands of senior managers since the project team is self organizing
(Mahalakshmi and Sundararajan 2013). The agile scrum team is supported by two specific roles,
one is of a scrum master and other is of a team member. In this type of project management
framework, the project is progressed through a number of sprints which lasts no more than a
month (Sommer et al. 2015). Scrum model ensures that the project is following a planned
approach. Therefore, scrum project method helps in easier management and implementation of
the project.
3. Controls in DSDM and SCRUM
Agile project methods such as DSDM or SCRUM appear to take away as much control as
possible for senior managers and put it in the hands of entire project team. In both the project
methodology, a self organizing project team manages the implementation and execution of a

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project (Turk, France and Rumpe 2014). The project management team is capable of managing
the entire project as it is divided into a number of smaller sections called sprint. Thus, the senior
managers of the project team have to do very less regarding the management and implementation
of the project (Salah, Paige and Cairns 2014). The role of the senior managers of this project is
to authorise and approve the project plan. It is therefore important to analyse whether the use of
this type of project management framework is a good idea or not.
4. Analysis
The purpose of this article is to analyse whether taking away control from the senior
managers and giving a full control of the project to the project team members will actually help
in better management of the project. Since the entire control is given to the team members,
majority of the responsibilities along with the decision making ability is transferred to the project
team (Khmelevsky, Li and Madnick 2017). The agile project methodology is an iterative process
that deals with collection of feedback from the customers from every phases of project
implementation. Thus, decision making may not be a problem for the projects that make use of
agile project methodologies such as DSDM or scrum. However, it is essential to analyse whether
this condition actually works in every case.
Prior to that, it is essential to understand why control is given away from the senior
managers to put it in the hands of project team. In DSDM, and SCRUM, agile method, the entire
project is divided into smaller and manageable units (Mougouei, Sani and Almasi 2013). Less
involvement of the senior managers in the project can however give rise to certain significant
problems (Abrahamsson et al. 2017). Less involvement of senior managers can lead to an out of
control situation in the project that can work against the successful completion of the same. Less

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involvement of senior managers can lead to difficulty in decision making. Thus giving all the
control in the hands of project team can have both positive and negative effects (Mundra, Misra
and Dhawale 2013). Thus, it is difficult to conclude whether taking out controls from the hand of
senior managers and giving the entire control to the project team is actually beneficial to the
project team or not.
Assigning full control to the project team can be beneficial for small and less complex
projects. Since DSDM and SCRUM is mainly used in software development projects, it can be
effectively used for managing smaller software projects (Albadarneh, Albadarneh and Qusef
2015). However, in case of a larger or more complex project, it would be better if along with the
project team, the senior managers of the project have a full control in the same. This will help in
elimination of any out of control situation that can arise if the senior managers fail to have a
good control in the project. For example, the Queensland health payroll project failed mainly
because of increasing complexity and issues in decision making. This could have been avoided if
the control of the project is divided both to the senior managers and the team members of the
project.
On the contrary, it is seen that majority of the software projects irrespective of their
complexity is controlled and implemented with the help of the agile frameworks such as DSDM
and SCRUM. Apparently, not much problems are faced in such projects although such projects
are entirely managed by the project teams. However, in order to eliminate any unforeseen risks
and issues, it is essential for the senior managers to take part in the major decision making
processes in the project, as it may not always be a really good idea to take away control from
senior managers involved in the project.

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5. Conclusion
The aim of this article is to analyse whether taking away control from the hands of senior
managers during the implementation of a project is actually a good idea or not. Since in DSDM
and SCRUM, entire project is divided into certain manageable units, easier management of
project making use of DSDM and SCRUM is easier. This is one significant reason behind giving
the entire control to the project team and less control to the senior managers associated with the
project. The article discusses and analyses whether it is a really good idea to put all the control in
the hands of project team. It can be concluded that, in order to eliminate any risks in the project,
it is essential to let an equal control to the project team as well as, to the senior manager for
effective decision making.

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References
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Albadarneh, A., Albadarneh, I. and Qusef, A., 2015, November. Risk management in Agile
software development: A comparative study. In Applied Electrical Engineering and Computing
Technologies (AEECT), 2015 IEEE Jordan Conference on (pp. 1-6). IEEE. [Available at:
https://ieeexplore.ieee.org/abstract/document/7360573]
Ghani, I., Azham, Z. and Jeong, S.R., 2014. Integrating Software Security into Agile-Scrum
Method. KSII Transactions on Internet & Information Systems, 8(2). [Available at:
https://pdfs.semanticscholar.org/68ee/8a18bbb65886fe41100171c951b472c4db6c.pdf]
Khmelevsky, Y., Li, X. and Madnick, S., 2017, April. Software development using agile and
scrum in distributed teams. In Systems Conference (SysCon), 2017 Annual IEEE
International (pp. 1-4). IEEE. [Available at: http://web.mit.edu/smadnick/www/wp/2017-02.pdf]
Mahalakshmi, M. and Sundararajan, M., 2013. Traditional SDLC Vs Scrum Methodology–A
Comparative Study. International Journal of Emerging Technology and Advanced
Engineering, 3(6), pp.192-196. [Available at: http://citeseerx.ist.psu.edu/viewdoc/download?
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Matharu, G.S., Mishra, A., Singh, H. and Upadhyay, P., 2015. Empirical study of agile software
development methodologies: A comparative analysis. ACM SIGSOFT Software Engineering

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Notes, 40(1), pp.1-6.[Available at:
https://mycourses.aalto.fi/pluginfile.php/442685/mod_assign/intro/matharu.pdf]
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