DSDM, Agile and PRINCE2

Following my previous articles on Agile in a PRINCE2 environment and Agile project management, I wanted to go into some more detail here on DSDM and some issue on adding PRINCE2 to an Agile project management method such as DSDM.

A little background for those new to the subject. PRINCE2 had its origins in the 1980s as an IT Project management method and in 1996 became a generic project management method. DSDM had its origins in 1994 as an IT project management method (specifically towards Rapid Application Development) and was designed to be fully compatible with PRINCE2. In 2001 when the Agile manifesto was signed, one of the original authors (Arie van Bennekum) was, and is, heavily involved with DSDM. Since 2007, DSDM has joined PRINCE2 in being a generic project management method, although still makes many references to its IT origins.

In looking at these two methods, which have co-existed for the best part of 20 years, we see many similarities, however there are also many important differences.

In most projects there are typically four key management roles to fill:

1. The project sponsor - the person who is paying for it and who is accountable for the delivery. 
2. The project manager - the person responsible for managing the delivery of the project.
3. Someone with overall responsibility for the project from an end-user perspective - including the business dependencies between the project and any other work in progress or implemented.
4. Someone with overall technical responsibility for the project - including the technical dependencies between the project and any other work in progress or implemented.

In the world of the UK public sector, there is typically a department as the customer and a 3rd party company supplying the technical solution. As a result, roles 3 and 4 evolved into the "Senior user" and "Senior Supplier" roles respectively. This fits nicely with the typical government model. In DSDM, the equivalent roles are "Business Visionary" and "Technical coordinator" as DSDM is typically used with fully integrated teams and does not assume a customer-supplier type of contractual set up. The differentiation in roles is simply a reflection of the typical roles PRINCE2 has been used on and the typical roles which DSDM has been used on.

The UK public sector as the "home" of PRINCE2 has invested a great deal of expertise in developing PRINCE2, training people in it and having it adopted across the public sector. Commercially at least asking all of this investment to be dropped in favour of DSDM is a big ask. It is therefore pragmatic for not just the UK public sector and also the wider PRINCE2 community to look at how the flexibility of PRINCE2 can be used to take advantage of Agile thinking and what role alternative management methods may have, specifically Agile management methods such as DSDM.

Let me address this by looking at the book Agile project management: running PRINCE2 projects with DSDM Atern by Keith Richards which is the principle book explaining how to make this integration.

The first few chapters of the book explain the rationale and advantages of DSDM and PRINCE2 separately and it is when we get to chapter 6 that we first see what bringing together these two methods might look like.

The integrated method described in Chapter 6 misses off the DSDM project stages and doesn't relate the PRINCE2 stages to their DSDM equivalents, namely the SU stage of PRINCE2 being approximately equivalent to the Feasibility phase of DSDM, the IP stage of PRINCE2 being approximately equivalent to the Foundations phase of DSDM and the CS/MP being approximately equivalent to Exploration and Engineering. This comes later. The more I look at this it appears to be PRINCE2 with modifications to incorporate DSDM techniques and it's still being called PRINCE2. In chapter 6, Keith actually says in 6.1.2.1 that Atern goes further than PRINCE2 in terms of delivery techniques, yet despite Atern adding value it's PRINCE2 effectively getting the credit.

In my view, developing a hybrid method means there is potential for confusion regarding the documents that are produced, their names and contents and also the team roles and responsibilities. The simplest way that works should be to either say you are doing PRINCE2 but incorporating principles and techniques from DSDM (specifically to help with Agile delivery where DSDM is stronger) or that you are doing DSDM and being agile, but adding elements of PRINCE2 to clarify some of the governance features which people coming from a PRINCE2 environment would be more used to. PRINCE2 is very "contract" and "sign off" driven, whereas DSDM incorporates Agile techniques that are really coming from a different place in terms of collaboration, minimal sign off, flexibility and dynamism. Is the culture of the organisation one which is using the "sign off" mindset or has it embraced the flexible world of Agile?

The book does not really explain what documentation is necessary other than some of the DSDM documents being added to the PRINCE2 documentation set which seems almost a step backwards - if as is stated you add the BAD and SAD to the PID, then presumably there are also elements of the PID which are no longer needed otherwise there is a document overload.

What would I suggest? Well in organisations that have multiple methods, I would suggest some sort of decision tree to decide on the best approach and also to understand the risks associated with that approach, dependent on the organisation's culture, awareness of the methods, the size of the project and its criticality.

Based on that decision tree, we could have a number of outcomes such as
- PRINCE2 as is or with some modifications
- PRINCE2 but incorporating DSDM techniques as advocated in the book
- DSDM with some PRINCE2 techniques (e.g. for 3rd parties using PRINCE2)
- DSDM, which by itself can deliver a project without PRINCE2
- Some other combination such as PRINCE2 with SCRUM or other agile principles.

In this I think there are a few different ways of blending PRINCE2 and DSDM besides those shown in the book.

I would suggest that unless the business and management are ready to do DSDM in the organisation that having a development team doing DSDM but a management board doing PRINCE2 is probably going to result in a conflict of culture and misunderstanding. It would be better if the board were fully engaged with DSDM at the outset. In that regard, I would suggest subsuming the senior supplier role into the technical co-ordinator role and also the senior user role into the business visionary role. If it is necessary to manage PRINCE2 workstreams within this (e.g. for an external supplier) then the DSDM/PRINCE2 boundary should be at the Project Manager level - this should be someone experienced in both DSDM and PRINCE2 and who on a day to day basis is closest to all the projects.


Further Reading:

• The DSDM Consortium
• The DSDM Consortium white paper DSDM and PRINCE2
• Information on DSDM on Wikipedia
• The DSDM group on LinkedIn
• The Agile Manifesto

Agile and PRINCE2

In January 2008, I posted an article on PRINCE2 and Agile which it seems has been #1 in Google for those search terms ever since and consequently has received a great deal of attention, comments and traffic.

More than 3 years later I have worked on 4 agile projects, become a PRINCE2 and MSP practitioner and qualified in DSDM (the Agile project management method mentioned in my earlier blog). I've also got a lot more experience - see my LinkedIn profile at http://www.CraigCockburn.com for further details - including 3 projects for Central Government (BERR, CIO Council and DirectGov).

Given the recent push to have Agile more accepted in government circles I thought it was time to update the blog.

A few things have been happening recently

1. The Agile Delivery Network are hosting a meeting later today. I am attending - the ADN appears to be a small developer led community promoting the use of Agile in government, especially from the software development perspective and working with the Institute for Government
2. This week we have seen reports in the IT media about the Government turning to small companies for help in introducing Agile and a number of important blogs such as Agile can fix government IT calling for agile to be taken seriously as a delivery method.
3. There has been a fair amount of debate about Agile in Government on the DSDM Group on LinkedIn and the DSDM group itself is also responding to the System Error report 
4. The government ICT strategy (March 2011) also states "Additionally, the application of agile ICT delivery methods, combined with the newly established Major Projects Authority, will improve government’s capability to deliver projects successfully and realise benefits faster. "
5. Increasingly organisations outside of government are deploying DSDM as a project management method rather than PRINCE2 as DSDM not only incorporates the benefits of Agile, but is also suitable for an environment that is regulated, compliance driven and is interested in meeting CMMI standards. Swiftcover (part of the AXA Group) won the award for "Most Agile aware organisation" at the inaugural UK agile awards in 2010.

So lots of change it seems. So where does that leave Agile, PRINCE2 and the appropriate choice of project management method in the new world of Agile government.

I am project management method neutral. I am not pro or against PRINCE2. What I am against is using PRINCE2 when it is either unsuitable for the project in question or that it is suitable, but there are more suitable methods. There is nothing in the PRINCE2 manual about producing reams of documentation although to be fair DSDM as an Agile project management method does go further and state that documentation should only be produced where it adds value. Neither am I going to recommend Agile when there are certain projects (especially those with risk to life) where you cannot adequately timebox testing and for which a pure Agile approach would be less than ideal.

PRINCE2 by itself assumes a waterfall like approach where the requirements are signed off at some level and then handed to development. There's no principle in the usual PID of fixing the time, cost and quality and flexing the scope. However, PRINCE2 does afford the project manager quite a lot of freedom and flexibility. The project manager works within the tolerances of time, cost, budget (and possibly scope) that are set by the project board and these can be as wide or as narrow as is appropriate for the project. In that regard, PRINCE2 gives the project manager the flexibility to get on with the job as best they see fit within those parameters. I was programme manager on the BCS "IT Project Team of the Year 2010" award winning programme. This was run along these lines of light touch management and working within agreed parameters - something common to both Agile and also a sensibly run PRINCE2 project. PRINCE2 really can have as much or as little ceremony as you like, it doesn't have to be a bureaucratic monster that some make it out to be, but in differentiating it from Agile, PRINCE2 does assume you know a lot more up front and are prepared to spend longer in analysis having detailed requirements to "sign off".

DSDM, like PRINCE2, had its origins as an IT Project management method but has now become a generic project management method capable for delivering both IT and non-IT projects. DSDM does have a lot more to say about day to day activities at the delivery team level (e.g. daily standups) and as such is more of a how-to manual rather than PRINCE2 which is more of a process guide for managers.

There are therefore a few potential options in choosing the appropriate method:

Choice of Development methods:

1. PRINCE2 with a waterfall development method (the traditional way)
2. PRINCE2 with an Agile development method (quick win for the PRINCE2 advocates)

Choice of Project Management methods:

3. An Agile Project Management method with PRINCE2 and one of the development methods above - -- Hybrid as put forward by Keith Richards  - author of Agile project management: running PRINCE2 projects with DSDM Atern published by The Office of Government Commerce and Agile Project and Service Management: delivering IT services using ITIL, PRINCE2 and DSDM Atern (by Dot Tudor and also published by the Office of Government Commerce. 
4. An Agile Project Management method without PRINCE2 and one of the development methods above. Agile project management with a waterfall development method makes no sense, so the alternative here is a full top to bottom Agile Project management and development method such as DSDM Atern. (published by the DSDM consortium, not the Office of Government commerce!)

I am dismissing 3 as not very useful. I've read the first book. It flips between one method and another not particularly blending them in any coherent way and comes up with a management structure that has BOTH the PRINCE2 board and the Agile project management team - 5 managers. This seems like a double headed monster. Besides not combining the "Senior User" and "Business Visionary" and also the "Senior Supplier" and "Technical Co-ordinator" there is still the conflicting philosophy of Waterfall and Agile to deal with. The only merit I can see in this split personality approach is for people interested in Agile management but who can't or won't take the leap and abandon PRINCE2 completely. DSDM by itself is enough. It doesn't need to be helped or hindered by PRINCE2 to be a success. The DSDM manual states although the method can be combined with the likes of PRINCE2, "For most organisations, Atern is all that is needed" (P29).

So the front runners for project management techniques emerge as :

1. The existing practices of PRINCE2 and a waterfall development method
2. PRINCE2 incorporating Agile techniques
3. DSDM Atern (or equivalent) Agile project management with Agile development techniques

There is no particular good or bad here; the skill is in choosing the technique most suitable for the project, people, skills, organisational culture, involvement of 3rd parties and so on. In the main however, I think in the new world of government project management we should be starting with 3 as the default position and then move to 2 if there are good reasons not to use Agile project management and to 1 if there are good reasons not to do Agile development. I really think there are few projects which are genuinely in the last category of requiring exclusively waterfall developmentl however. For further information, please see the Agile suitability filter paper [PDF] or the Project suitability filter. Note that both DSDM Atern and PRINCE2 can work alongside methods such as CMMI, see this paper on CMMI and Atern. 

Once we have got a culture that is comfortable choosing the most appropriate techniques for a project, we should revisit the procurement process. This still seems to favour a waterfall like approach of fixed scope rather than an agile like approach of fixed time, cost and quality and having scope as the variable. Once that is sorted I think public sector project management will be in a much better place.

Comments welcome. See also the follow up article.

Craig

The future of social media

Recently, French media banned the words "twitter" and "facebook" on TV. Well, that's what the press would have you believe. Here is the original decision in French. The real (not hyped up) story is that TV networks are now only allowed to mention Twitter or Facebook if the story is about Twitter or Facebook. Anything else, such as "follow TV station XYZ news on twitter" was deemed to be advertising on a public network and broke the rules. Fair enough I thought, seems to make sense to me. Why should a social network get free advertising if it isn't the subject of the news story. Pete Cashmore of Mashable thought this ban was "Ridiculous". I disagreed and posted my thoughts supporting the ban on Mashable, and the next web and on Hermione Way's wall (5th June). One response on The Next Web wrote "For a "noob" you certainly put forward a good point. I think what you proposed would be a great idea". Facebook and The Next Web, please note though - individual comments should have their own URL so that people can link to them and so says Tim Berners-Lee.

So that's the background to this post.

As Tim says, Facebook is becoming a closed silo of content. It wants things that way so you have to go to facebook. Advocates of an open web want the content fully opened out so that you can link to individual comments and work with all the data. Facebook doesn't want to go down the way of Myspace as little more than a hosting platform.

However, my point in relation to the French story is that the news networks and indeed anyone else shouldn't be asking anyone to follow them on twitter or facebook or any third party site. You don't need to go to twitter to see my tweets, you can see them here courtesy of a widget. You don't need to visit my blog with a web browser, you can subscribe to the RSS feed and read it in an RSS reader. When I tried to define Web2.0 in 2009, I wrote that a large part of it was the sharing of data between different sites and applications. The same should be true of social media.

When I go to Facebook, I get the Facebook branding and advertising. When I go to Twitter I get the Twitter branding and advertising. Do respectable major brands really want or need this? Sure they need to engage with their prospective audiences but on a 3rd party URL with 3rd party branding and advertising (possibly from competitors) isn't really the ideal platform. Does anyone remember Geocities, Netscape, Digital or CompuServe? None of those links work anymore. 3rd party sites that have been wound up or bought over. Only today Club Penguin, value $700m, has gone offline because Disney forgot to renew the domain in time. that wouldn't be so great if it was your twitter or facebook campaign in dust would it? Where's your service level agreement with facebook or twitter? You don't have one? What happens if like Google you suddenly lose access to all your data or your flickr account gets deleted? Oops. Not such a good social strategy anymore was it giving out all those 3rd party URLs you had no control over, no backup strategy and no compensation if they are down. The ideal approach would be to edit and store all my brand's social media content locally on-site and push it to relevant social networks as needed, thus giving me some fall-back should they foul up. A site central social media dashboard, shouldn’t be too hard to put together – think of it as a super TweetDeck - sold for £25m and it was mostly Twitter oriented rather than a general platform.

Big brands should be looking to protect and consolidate their identity rather than dilute it across the web. If I want to engage with a trusted brand, I should be able to do it on their site. Their social media landing page should show me what's going on in the world of social media for the brand in as much one place as possible. It should blend discussions, videos, updates, "likes" and conversations in a view that has the brands look and feel but also their advertising rather than their competitors. Social media platforms are just that - platforms. Thanks to Mark Zuckerberg and the likes we have great platforms that reach millions of users. Just however as you can "like" my page at siliconglen.com without actually going to the Facebook site, a brand should be able to embed their Facebook fan page within the brand's page. They should be able to embed their twitter feed within the brand's page too. Some sites already do this, see my profile on mywebcareer. It shouldn't be difficult for a brand, on its own domain, with its own branding and its own control to behind the scenes connect up with its different online presences in social media to present one consistent view in one place. I used to have a LinkedIn profile at https://www.linkedin.com/in/siliconglen , for a while LinkedIn changed it to http and then all the links broke. I think it is easier now for me to just maintain the brand at CraigCockburn.com so I am in control if LinkedIn change their policy again. Big brands should take note, if they manage to control their social media presence through URLs they own rather than a 3rd party and branding they own rather than a third party then of course the French will have shown us the way and no-one will need to advertise Twitter or Facebook anymore. Just say "non" to 3rd party branding, URLs and loss of data!

Is this the future of social media we really want? Feel free to share!

Craig

Gaelic arts news - Dè tha dol?

Forwarded excellent message on Scots Gaelic events and news

----- Forwarded message -----
From: "Alexander Macleoid" <alexander.pne@gmail.com>
To: <craig@siliconglen.com>
Subject: Dè tha dol?
Date: Fri, Jun 10, 2011 12:15

If you would like to receive this in English please email quoting BEURLA.

 

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The                                 Gaelic Arts                                        Newsletter          Litir-Naidheachd Nan Ealan Gàidhlig June/July An t-Ògmhìos/An t-Iuchar  2011 A' Mhìos Seo Airson an Leabhair-Là Leabhraichean Cothroman Obrach Cuimhneachan airson Ishbel NicAsgaill Fèis A' Chinn Shiair Ainmeil Thar Cheudan Cùrsa Sònraichte Seachdain Bàrdachd Tachartasan Eile Ceangalan   Receive this in English Update your profile Cuir d' ainm ri seo Maoinichte Le Airson an Leabhair Là     3mh - 8mh An t-Iuchar   Ceòlas: Sgoil Shamhraidh agus Fèis Chiùil    Dalabrog, Uibhist a Deas    Fèis de cheòl, òrain is dannsa Gàidhealach ann an Uibhist a Deas, a' gabhail a-staigh cuirmean-ciùil, cèilidhean agus cothroman gu leòr airson na h-ealain tradiseanta seo fheuchainn le sàr luchd-teagaisg agus luchd-stiùiridh ann am bùthan-obrach. 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A' tairgsinn trì bùithtean-obrach neo-fhoirmeil far am faigh sibh cothrom òrain ionnsachadh ann an àrainneachd chofhurtail. Gheibh sibh fàilte gu tradisean saoibhir ceòl Gàidhlig agus an cultar às an do dh'fhàs e. Bidh gach bùth-obrach air a leantainn le còmhradh goirid air Ùlpan. Airson fiosrachadh, air neo airson clàradh, cuir fòn gu Duncan MacNeil air 0141 342 4119 air neo cuir post-d gu Duncan@anlochran.com       Còisir Gàidhlig Ghlaschu   10 An t-Ògmhios KibblePalace, Glaschu 7.45f   Feasgar de dh'òrain air a stiùireadh le Coinneach Thompson.   Airson barrachd fiosrachadh cuir fòn gu 0141 334 2422   Tha fiosrachadh mu dheidhinn na tachartasan seo agus a h-uile rud a tha dol air adhart aig an fhèis ri lorg air làrach-lìn na fèise an seo:   http://www.westendfestival.co.uk/  .......................................... Ainmeil Thar Cheudan   15 - 18 An t-Ògmhios   Comharrachadh Ceud Bliadhna bho rugadh Somhairle MacGill-Eain   Sabhal Mòr Ostaig, An t-Eilean Sgitheanach   Ma tha sibh ag iarraidh àite a ghleidheadh aig a' cho-labhairt lìonaibh  AM FOIRM AIR LOIDHNE seo a-steach no cuiribh fios gu Sandra Byrne air 01471 888 000 no air post-d.    Mar chomharrachadh air ceud bliadhna bhon rugadh Somhairle MacGill-Eain (1911 - 1996), tha Sabhal Mòr Ostaig, Ionad Nàiseanta na Gàidhlig agus an t-Ionad Albannach airson Sgrùdaidhean Eilein aig Oilthigh Taobh Siar na h-Alba a' toirt cuireadh dhuibh tighinn còmhla rinn aig comharrachadh de bheatha, de shaothair agus de na dh'fhàg e mar dhìleab. Am measg nan urramach ionadail, nàiseanta is eadar-nàiseanta a bhios a' nochdadh ann, bidh Liz Lochhead, a chaidh a chur an dreuchd o chionn ghoirid mar Bhàrd-molaidh na h-Alba agus Aonghas MacNeacail. Bidh cuideachd an t-Ollamh Douglas Gifford, Timothy Neat, an t-Ollamh Máir Ní Annracháin agus Crìsdean MacIlleBhàin. Gheibhear fuireach aig a' Cholaiste airson £275 le trì oidhcheannan, biadh agus dìnneir na co-labhairt sa phrìs. Cosgaidh e £35 a bhith an làthair gach latha às aonais cosgais àite-fuirich agus tha prìsean sònraichte ann do dh'oileanaich.   ..........................................   Cursa Sònraichte Gàidhlig 13 - 17 An t-Ògmhios An t-Eilein Sgitheanach   Thèid cùrsa sònraichte a thairgsinn do luchd-ionnsachaidh na Gàidhlig as t-samhradh a tha ga chur air dòigh le Sabhal Mòr Ostaig agus muinntir Fhlòdaigearraidh an ceann-a-tuath an Eilein Sgitheanach. Bidh cothrom aig luchd-ionnsachaidh seachdain a chur seachad le muinntir na sgìre ag ionnsachadh mu chànan agus mu chultar an àite. Tòisichidh an cùrsa air Diluain 13 An t-Ògmhios (June) le prògram slàn de thachartasan a' dol gu Dihaoine 17mh. Cuir fios gu 01471 888242 air neo goirid@smo.uhi.ac.uk airson àite a ghleidheadh air a' chùrsa no tuilleadh fhaighinn a-mach mu dheidhinn. ..........................................     Seachdain Bàrdachd   Sgeama Companas Dealbh-tìre Na Comraich 27 An t-Ògmhios - 1 An t-Iuchar  A' Chomraich, Taobh Siar Rois      Air a chur air dòigh leis a'bhuidhinn Bealach, bidh an sgoil bhàrdachd còig latha seo a' brosnachadh is a' moladh bàrdachd Ghàidhlig tro chlasaichean, òraidean, bùithtean-obrach agus tachartasan air an oir. 'S e bàrdachd Uilleim Rois a tha againn mar chuspair am-bliadhna, bithear a'comharrachadh 100 bliadhna on a rugadh Somhairle MacGill-Eain agus cluinnidh sinn bho bhàird chliùiteach an là an-diugh leithid Rody Gorman, Maoilios Caimbeul agus Meg Bateman. Airson àite fhaighinn agus barrachd fiosrachadh: Fòn: 01520 744482 Tadhal air: www.sgoilbhardachd.co.uk no cuir post-d gu: sine@sgoilbhardachd.co.uk   ..........................................    Tachartasan eile ann an Alba      Glaschu   Gàidhlig airson Luchd-Ionnsachaidh Ùr   29 An t-Ògmhios   Sgoil Ghàidhlig Ghlaschu 7f   Ionnsaich an cànan gu neo-fhoirmeil le luchd-teagaisg à Sgoil Ghàidhlig Ghlaschu. An uairsin feuch na dh'ionnsaich thu a-mach aig cruinnichidhean sòisealta agus tachartasn eile a bhios iad a' cur ri chèile.   Airson tuilleadh fiosrachadh cuir fòn gu: 0141 632 0643     _________________________     Inbhir Nis    Sgeulachdan Gàidhlig   16 An t-Ògmhios   Abriachan, Inbhir Nis £3(£2)   Lean Roddy Mac Gill-Eain agus e ag innse sgeulachdan agus a' toirt fiosrachadh mu ainmean àiteachan. Gheibh sibh tuilleadh fiosrachadh mun choinneimh an uair a cheannachas sibh ur tiocaidean.    Tha e riatanach gun èarlaisich sibh ur tiocaidean.   _________________________   Obar Pheallaidh   Fèis Obar Pheallaidh   Disathairne 18 - Là na Sàbaid 19 An t-Ògmhios Làrach Choimhearsnachd  Braghad Albainn £7 (£5/Teaghlach £15)   Deireadh-Sheachdain de bhùithtean-obrach Dannsa Gàidhealachd airson aoisean 8+, comas sam bith. Oideachadh air a thairgsinn air an fhidhill, òrain Ghàidhlig, dannsa ceum, giotàr, am bogsa, pìobaireachd agus cànan Gàidhlig.   Tuilleadh fiosrachadh an seo...    Cuirm-Chiùil ann an Crannog: Fèill Meadhan An t-Samhraidh   21 An t-Ògmhios Loch Tay   Ceòl tradiseanta Gàidhealachd, òrain Gàidhlig agus àrainneachd Linn an Iarainn. BBQ Linn an Iarainn agus leann. Ages 18+.   Airson barrachd fiosrachadh: briog an seo...   _________________________      Peairt    Co-Fharpais Naiseanta Òrain Albanach 2011   22 An t-Ògmhios Talla-Chiùil Pheairt 10.15m   A' gabhail àite gach bliadhna, tha a' cho-fharpais ag amas air òrain tradiseanta na h-Alba a chumail beò agus slàn. Tha i fosgailte dha còisirean sgoile/òigridh bho air feadh na h-Alba.   Fòn: 01738 621031 www.saltiresociety.org.uk    .......................................... Tha mi an dòchas gun chòrd an litir-naidheachd seo ribh. Cuiribh fios a dh'innse dhomh ma tha càil ann bu mhiann leibh fhaicinn innte an ath mhìos, neach sam bith bhom bu mhiann leibh cluinntinn no nì sam bith bu toigh leibh a chur a-steach innte!     Le gach deagh dhùrachd Alexander Macleòid

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