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Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/8 | 2/232
The underpinning philosophy and principles of DSDM AgilePF
The lifecycle of an DSDM AgilePF project The products produced by DSDM AgilePF project DSDM AgilePF roles and responsibilities DSDM AgilePF techniques and their benefits
and limitations The mechanisms for control and how to test,
estimate and measure progress in an Agile projectMain goal Attempt Foundation exam with confidence Communicate freely within DSDM project,
understanding its principles and philosophySecondary goal Benefits and value of Agile and DSDM AgilePF
M00 - Course introduction 3/8 | 3/232
Let’s Get to Know Each Other Please share with the class: Your name and surname Your organization Your profession Title, function, job responsibilities
Your familiarity with the agile project management
Your experience with DSDM/AgilePM/Scrum
Your personal session expectations
M00 - Course introduction 4/8 | 4/232
Handbook Page
Module slide number / total module slides
Slide number / total slides
Module number and name
DSDM AgilePFhandbook page
DSDM AgilePF syllabus section code
DSD
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PF h
andb
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SyllabusM00 - Course introduction 5/8 | 5/232
M00 - Course introduction 6/8 | 6/232
quizlet.com/54199871/
M00 - Course introduction 7/8 | 7/232
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Mirosław DąbrowskiAgile Coach, Trainer, Consultant(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer
• Creator of 50+ mind maps from PPM and related topics (2mln views): miroslawdabrowski.com
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• Product Owner of biggest Polish project management portal: 4PM: 4pm.pl (15.000+ views each month)
• Editorial Board Member of Official PMI Poland Chapter magazine: “Strefa PMI”: strefapmi.pl
• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods translator for Polish language
• English speaking, international, independenttrainer and coach from multiple domains.
• Master Lead Trainer & Coach• 11+ years in training and coaching / 15.000+ hours• 100+ certifications• 5000+ people trained and coached• 25+ trainers trained and coached
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Agile Coach / Scrum Master PM / IT architect Notable clients
• 8+ years of experience with Agile projects as a Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum• Agile Coach coaching C-level executives • Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams• Experience multiple Agile methods• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based on ISO/EIC 27001
• 25+ web portal design and development and mobile application projects with iterative,incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank, Descom, Ericsson, Ericpol, Euler Hermes, General Electric, Glencore, HP Global Business Center, Ideo, Infovide-Matrix, Interia, Kemira, Lufthansa Systems, Media-Satrun Group, Ministry of Defense (Poland), Ministry of Justice (Poland), Nokia Siemens Networks, Oracle, Orange, Polish Air Force, Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom, Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy, Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…miroslawdabrowski.com/about-me/clients-and-references/
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management, Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0, ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM Simulation …
M00 - Course introduction 8/8 | 8/232
1. Defining Agile and DSDM AgilePF
2. DSDM AgilePF philosophy and principles
3. DSDM AgilePF roles and responsibilities
4. Project lifecycle, phases, products
5. Techniques
6. Agile requirements lifecycle, estimation and prioritization
7. Never compromising quality
8. Project control and risk management
9. Testing
M01 - Defining Agile and DSDM AgilePF 2/27 | 10/232
A philosophy and a mindset Flexibility, agility, adaptability, incremental delivery,
iterative cycle, fast feedback Working closely, constantly with users and customer Ensuring final solution actually meets business needs Focusing on business value/outcome not strictly project plan/output Focusing on value delivery not on fixed specification
Deferring decisions about details as late as possible No “big design up front” (BDUF), in place of “enough design up front” (EDUF)
“If a process is too unpredictable or too complicated for the planned, (predictive) approach, then the empirical approach (measure and adapt) is the method of choice“
Ken Schwaber
M01 - Defining Agile and DSDM AgilePF 3/27 | 11/232
Fuller Approaches(but still Agile)
Lightweight Approaches(no project definition)
Dynamic Systems Development Method (DSDM)Agile Project Management (AgilePM)Agile Unified Process (AUP)Open Unified Process (OpenUP)Large-scale Scrum (LeSS)Scaled Agile Framework (SAFe)Disciplined Agile Delivery (DAD)Scrum at Scale (Scrum@Scale)Scrum-of-Scrums…
ScrumLean software developmentKanban (process + method)Extreme Programming (XP)Continuous Integration (CI)
Continuous Delivery (CD)Feature-driven development (FDD)
Test Driven Development (TDD)Crystal Clear
…
M01 - Defining Agile and DSDM AgilePF 4/27 | 12/232
Portfolio
Programme
Project
Team
Development / Delivery / Deployment(mostly IT focused)
AgilePM
Scrum
Non Agile (just for
comparison)
Dis
cipl
ined
Agi
le
Del
iver
y (D
AD)
Scal
ed A
gile
Fra
mew
ork
(SAF
e)
Management of Portfolios
(MoP)
Managing Successful
Programmes(MSP)
Larg
e-Sc
ale
Scru
m (L
eSS)
Larg
e-Sc
ale
Scru
m(L
eSS)
Hug
e
Scru
m@
Scal
e
Lean Software Development / Lean Manufacturing / eXtreme Programming (XP) / eXtreme Manufacturing (XM) / Mob Programming / Refactoring / Test Driven Development (TDD) / Feature Driven Development
(FDD) / Behavior Driven Development (BDD) / Continuous Testing (CT) / Continuous Integration (CI) / Continuous Delivery (CD) / Continuous Deployment (CD) / DevOps / Rugged DevOps…
DSDM AgilePF
PRINCE2
Scru
m N
exus
Kanb
an
ScrumBanXS
CALE
Crys
tal m
etho
dolo
gies
Yet remember - Focus on Goals and results, not blindly following Best Practices!
PRINCE2Agile
M01 - Defining Agile and DSDM AgilePF 5/27 | 13/232
M01 - Defining Agile and DSDM AgilePF 6/27 | 14/232
Agile(empirical/adaptive process control model)
Traditional (defined/deterministic process control model)
People and Interactions over Processes and Tools
Working Software over Comprehensive Documentation
Customer Collaboration over Contract Negotiation
Responding to Change over Following a Plan
“We are uncovering better ways of developing software by doing it and helping others do it”
Through this work we have come to value
While there is value in the items on the right; we value the items on the left more.(but Agile is not just about delivering software, it applies to all types of project)
www.agilemanifesto.org
M01 - Defining Agile and DSDM AgilePF 7/27 | 15/232
SENSE -> CATEGORISE -> RESPOND• Sense - See what’s coming in• Categorise - Make it fit predetermined categories• Respond - Decide what to do
SENSE -> ANALYSE -> RESPOND• Sense - See what’s coming in• Analyse - Investigate or analyse, using expert knowledge• Respond - Decide what to do
PROBE -> SENSE -> RESPOND• Probe - Experimental input• Sense - Failures or successes• Respond - Decide what to do i.e. amplify or dampen
ACT -> SENSE -> RESPOND• Act - Attempt to stabilise• Sense - Failures or successes• Respond - Decide what to do next
www.youtube.com/watch?v=N7oz366X0-8
M01 - Defining Agile and DSDM AgilePF 8/27 | 16/232
Simple (straightforward) Everything is known
Complicated More is known than unknown
Complex More is unknown than known
Chaotic (unpredictable) Very little is known
TECHNOLOGY
REQ
UIR
EMEN
TS
Far fromAgreement
Close toAgreement
Close toCertainty
Far fromCertainty
Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.
Agile thriveshere
M01 - Defining Agile and DSDM AgilePF 9/27 | 17/232
Type Characteristics Leader’s/Manager’s job
Chaotic
High Turbulence No clear cause-and-effect Unknowables Many decisions and no time
Immediate action to re-establish order Prioritize and select actionable work Look for what works rather than perfection Act, sense, respond
Complex More unpredictability than predictability Emergent answer Many competing ideas
Create bounded environments for action Increase levels of interaction and communication Servant leadership Generate ideas Probe, sense, respond
Complicated More predictability than unpredictability Fact-based management Experts work out wrinkle
Utilize experts to gain insights Use metrics to gain control Sense, analyze, respond Command and control
Simple
Repeating patterns and consistent events Clear cause-and-effect Well establish knowns Fact based management
Use best practices Extensive communication not necessary Establish patterns and optimize to them Command and control
Agile thriveshere
M01 - Defining Agile and DSDM AgilePF 10/27 | 18/232
Approaches typically call for a significant amount of formality and detail Big Design Up Front (BDUF)
Requirements are captured in a formal set of documents which follow standardized templates
This may be preceded by a number of detailed requirements related documents, built with increasing levels of detail, including a high level vision and low level functional requirements documents
Relevant stakeholders must generally formally approve each of these documents before work begins
Sequential / cascade / waterfall
M01 - Defining Agile and DSDM AgilePF 11/27 | 19/232
Different style of management (compared to traditional (a.k.a. waterfall)) Enabling constant change during elaboration of
the detail Continuously correcting course Maintaining aim on target -> value (delivering a
usable solution on a fixed date)
Monitoring progress in a different way Measured by delivery of products (not by activity) Sustaining the high rate of progress throughout
Targeting and motivating empowered teams (Not directing them) Servant Leadership Collaboration requires a no-blame culture Building culture of team success/failure
Incremental, iterative and adaptive
M01 - Defining Agile and DSDM AgilePF 12/27 | 20/232
Plan Design Code Test Release Review
Value delivered to business after ”big „bang deployment.Risk of downgrading business as usual (operational) processes due to
major/rapid change in the organization.
Decision Demo
Working solution
M01 - Defining Agile and DSDM AgilePF 13/27 | 21/232
Ability to Change
Business Value
Waterfall
time
time time
time
?
Business Engagement(visibility)
Risk(of delivering wrong solution)
M01 - Defining Agile and DSDM AgilePF 14/27 | 22/232
Project adaptation for changed/new business
requirements
Project adaptation for changed/new business
requirements
Project adaptation for changed/new business
requirements
Plan Design Code Test Release Review
Value delivered to business after ”big „bang deployment.Risk of downgrading business as usual (operational) processes due to major/rapid change in the organization.
Plan
Revi
ew
Plan
Revi
ew
Plan
Revi
ew
Plan
Revi
ew
Test
Analyse
Test
Analyse
Test
Analyse
Test
Analyse
Value after deployment #1
Increased value after deployment #2
Increased value after deployment #3
Increased value after final deployment #4
Decision Demo Decision Demo Decision Demo Decision Demo
DSDM AgilePF is not just smaller waterfall! Working solution
M01 - Defining Agile and DSDM AgilePF 15/27 | 23/232
Waterfall Agile
Ability to Change
Business Valuetime
time time
time
Business Engagement(visibility)
Risk(of delivering wrong solution)
M01 - Defining Agile and DSDM AgilePF 16/27 | 24/232
Self-Directed Teams (Agile) Tightly Managed Teams
Take initiative(exceed their comfort zone if needed; reaching goals)
over Take directions(follows plans without any creative input; doing tasks)
Focus on team contributions(uses diversity of team member skills as opportunities)
over Seek individual reward
Concentrate on solutions(understands business impact of technical decisions)
over Focus on low-level objectives(their own objectives not project goals; lack of systems thinking)
Co-operate(with each others and with other teams by helping them)
over Compete(for better (sometimes) local KPIs)
Continuously look for better ways of working(during project lifecycle using retrospectives)
over Comply with processes(in extreme cases regardless of the outcome)
Take steps to prevent emergencies(culture of collective ownership and engagement)
over React to emergencies
M01 - Defining Agile and DSDM AgilePF 17/27 | 25/232
Agile project delivery framework that delivers the right solution at the right time Project team and significant stakeholders being
focused on the business outcome
Delivery is on time ensuring an early ROI
All people involved work collaboratively to deliver the optimum solution
Work is prioritised according to business need and the ability of users to accommodate changed in the agreed timescale
DSDM does not compromise on quality i.e. the solution is not over or under engineered
DSDM Agility DSDM Flexibility Hybrid method combining project
management with product delivery
M01 - Defining Agile and DSDM AgilePF 18/27 | 26/232
An Agile full Project Delivery Framework that delivers the right solution at the right time Any kind of project Focused on business value On time and in budget Quality and control Incremental Iterative Adaptive Collaborative Right solution at the right time Established and proven integration
with PRINCE2
“True Agile”
M01 - Defining Agile and DSDM AgilePF 19/27 | 27/232
DSDM - The oldest established Agile approach (1994) Established and proven integration between DSDM and PRINCE2
DSDM AgilePF is owned by the DSDM Consortium A not-for-profit organisation www.dsdm.org
M01 - Defining Agile and DSDM AgilePF 20/27 | 28/232
02.1995 12.1995 09.1997 2002 2003 2006 2008 07.2010 06.2014 09.2014 10.2014 05.2015
DSDMV1
DSDM V2
DSDM V3
DSDM V4
DSDM V4.1
DSDM V4.2
DSDM Atern
DSDM AgilePF
AgilePMV1
AgilePM V2
AgilePgM
AgileBA
V4 Published online
derived
derived
derived
derived
M01 - Defining Agile and DSDM AgilePF 21/27 | 29/232
M01 - Defining Agile and DSDM AgilePF 22/27 | 30/232
User ownership of the system is more likely
Reduces risk of building the wrong system abandonware, bloatware, shelfware,
fatware etc.
The final system is more likely to meet the users teal business requirements
Users will be better trained Deployments is more likely to go
smoothly
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Agile is a style of working, mindset, philosophy Agile world consists of: methodologies, frameworks, tools,
practices and techniques Unlike a traditional approach, DSDM AgilePF fixes Time,
Cost and Quality at the early phases of a project Contingency, in the form of lower priority features,
ensures that on-time delivery of a viable solution
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