DSDM® Atern® - Foundation

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Start and finish Course style

LunchCoffee and breaks

M00 - Course introduction 2/7 | 2/290

The underpinning philosophy and principles of DSDM Atern

The lifecycle of an DSDM Atern project The products produced by DSDM Atern project DSDM Atern roles and responsibilities DSDM Atern 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 Atern


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 project management Your familiarity with the agile project

management Your experience with DSDM/Scrum Your personal session expectations


Foundation Exam Paper based and closed book exam Only pencil and eraser are allowed Simple multiple (ABCD) choice exam Only one answer is correct 60 questions, pass mark is 30 (50%) 1 hour exam No negative points, no “Tricky Questions”

No pre-requisite for Foundation exam Sample, two (official) mock exams are

provided to you

Candidates completing an examination in a language that is not their mother tongue, will receive additional time


DSDM Atern syllabus section code and title

LP Lifecycle and Products

PR People and Roles

TE Techniques

CO Control

Handbook Page

Module slide number / total module slides

Slide number / total slides

Module number and name

DSDM Aternhandbook page

DSDM Atern syllabus section code

SyllabusM00 - Course introduction 6/7 | 6/290

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Mirosław DąbrowskiAgile Coach, Trainer, Consultant(former JEE/PHP developer, UX/UI designer, BA/SA)

Creator Writer / Translator Trainer / Coach

• Creator of 50+ mind maps from PPM and related topics (2mln views): miroslawdabrowski.com

• Lead author of more than 50+ accredited materials from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL, M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP, CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.

• Creator of 50+ interactive mind maps from PPM topics: mindmeister.com/users/channel/2757050

• 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• 11+ years in training and coaching / 15.000+ hours• 100+ certifications• 5000+ people trained and coached• 25+ trainers trained and coached

linkedin.com/in/miroslawdabrowski

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 …


1. Defining Agile and DSDM2. DSDM philosophy and principles3. DSDM roles and responsibilities4. DSDM project lifecycle, phases, products5. Techniques6. Requirements definition and prioritization7. Requirements estimating and timeboxing8. Delivering quality9. Project control and risk management10. Testing11. Configuration management

M01 - Defining Agile and DSDM 2/23 | 9/290

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


Dynamic Systems Development Method (DSDM)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

…Fuller Approaches

(but still Agile)Lightweight Approaches(no project definition)



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


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


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


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


Plan Design Code Test Release Review

Decision Demo

Value to business after deployment

Working solution


Visibility Ability to Change

Business Value Risk

Waterfall

time

time time

time


Project adaptation for changed/new business

requirements


requirements


requirements

Plan Design Code Test Release Review

Value to business after big bang deployment

Plan

Revi

ew

Plan

Revi

ew

Plan

Revi

ew

Plan

Revi

ew

Test

Analyse

Test

Analyse

Test

Analyse

Test

Analyse

Value to business after deployment #1



Value to business after final deployment #4

Decision Demo Decision Demo Decision Demo Decision Demo

DSDM Atern is not just smaller waterfall! Working solution


Waterfall Agile

Visibility Ability to Change

Business Value Risktime

time time

time


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

Atern does not compromise on quality i.e. the solution is not over or under engineered

Atern Agility Atern Flexibility Hybrid method combining project

management with product delivery

Lead author:

Keith Richards


An Agile 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”


DSDM - The oldest established Agile approach (1994) Established and proven integration between DSDM and PRINCE2

DSDM Atern is owned by the DSDM Consortium A not-for-profit organisation www.dsdm.org



What is the requirement or project context?

Simple or complex environment? Simple product development? On-going backlog of features/improvements to be built

Delivering projects and programmes? Full project lifecycle Cross project dependencies

Required compliance with legal requirements

Minimal formality or within a structured corporate culture?

Constant contact with client/business?


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



Agile is a style of working and philosophy Agile world consists of: methodologies, frameworks, tools,

practices, techniques … Unlike a traditional approach, Atern 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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DSDM® Atern® - Foundation