Table 1.

DSDM principles.

Focus on the business needs	Projects exist to serve business needs in a timely manner. Establish an understanding of business goals and priorities, and ensure support and commitment from stakeholders.
Deliver on time	Consider that the time (and quality and cost) is fixed, scope is the only variable of the project.
Collaborate	Commitment and mutual engagement. The principle of removing institutional barriers (e.g., team sharing locations, forming a "one team" culture).
Never compromise on quality	Establish quality expectations, compliance requirements, and overall validation. Quality should not be sacrificed for other project variables (e.g., cost, time).
Incrementally build from the company's foundations	The project life cycle model can be used in feasibility studies and for establishing a solid foundation for project viability.
Develop iteratively	Prohibit overloading of specifications (e.g., design considerably in advance) and emphasize experiential learning. Practices must be adaptive and must embrace change.
Communicate continuously and clearly	Use communicative practices (e.g., regular meetings, workshops, modeling, and visualization) that place a considerable emphasis on direct experience and human interaction (e.g., written specifications).
Demonstrate control (use appropriate techniques)	Show control in project governance. Planning is multi-level adaptive, and there are deliverables in tracking progress. Perform agile tracking and reporting (e.g., burndown charts, team boards) as an open, adaptive, people-centered artifice.