Download - DSDM® Atern® - Foundation
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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
M00 - Course introduction 3/7 | 3/290
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
M00 - Course introduction 4/7 | 4/290
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
M00 - Course introduction 5/7 | 5/290
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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miroslaw_dabrowski
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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
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• 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
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above 10mln PLN and timeline of 3+ years• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based on ISO/EIC 27001
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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 7/7 | 7/290
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
M01 - Defining Agile and DSDM 3/23 | 10/290
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)
M01 - Defining Agile and DSDM 4/23 | 11/290
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 6/23 | 13/290
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
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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 8/23 | 15/290
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 9/23 | 16/290
Plan Design Code Test Release Review
Decision Demo
Value to business after deployment
Working solution
M01 - Defining Agile and DSDM 10/23 | 17/290
Visibility Ability to Change
Business Value Risk
Waterfall
time
time time
time
M01 - Defining Agile and DSDM 11/23 | 18/290
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 to business after big bang deployment
Plan
Revi
ew
Plan
Revi
ew
Plan
Revi
ew
Plan
Revi
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Test
Analyse
Test
Analyse
Test
Analyse
Test
Analyse
Value to business after deployment #1
Value to business after deployment #2
Value to business after deployment #3
Value to business after final deployment #4
Decision Demo Decision Demo Decision Demo Decision Demo
DSDM Atern is not just smaller waterfall! Working solution
M01 - Defining Agile and DSDM 12/23 | 19/290
Waterfall Agile
Visibility Ability to Change
Business Value Risktime
time time
time
M01 - Defining Agile and DSDM 13/23 | 20/290
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
M01 - Defining Agile and DSDM 14/23 | 21/290
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”
M01 - Defining Agile and DSDM 15/23 | 22/290
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
M01 - Defining Agile and DSDM 16/23 | 23/290
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?
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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
M01 - Defining Agile and DSDM 19/23 | 26/290
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
M01 - Defining Agile and DSDM 21/23 | 28/290