Personally designed (content + graphics design), officially accredited DSDM® Atern® Foundation courseware.
DSDM® and Atern® are a Registered Trade Marks of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
2. Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/7 | 2/290
3. 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 project
Main goal
Attempt Foundation exam with confidence
Communicate freely within DSDM project,
understanding its principles and philosophy
Secondary goal
Benefits and value of Agile and DSDM Atern
M00 - Course introduction 3/7 | 3/290
4. 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
5. 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
6. 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 Atern
handbook page
DSDM Atern syllabus
section code
SyllabusM00 - Course introduction 6/7 | 6/290
7. twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowski
google.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław Dąbrowski
Agile 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, independent
trainer 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 …
M00 - Course introduction 7/7 | 7/290
8.
9. 1. Defining Agile and DSDM
2. DSDM philosophy and principles
3. DSDM roles and responsibilities
4. DSDM project lifecycle, phases, products
5. Techniques
6. Requirements definition and prioritization
7. Requirements estimating and timeboxing
8. Delivering quality
9. Project control and risk management
10. Testing
11. Configuration management
M01 - Defining Agile and DSDM 2/23 | 9/290
10. 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
11. 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
…
Scrum
Lean software development
Kanban (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
13. 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
14. 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 7/23 | 14/290
15. 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
16. Simple (straightforward)
Everything is known
Complicated
More is known than unknown
Complex
More is unknown than known
Chaotic (unpredictable)
Very little is known
TECHNOLOGY
REQUIREMENTS
Far from
Agreement
Close to
Agreement
Close to
Certainty
Far from
Certainty
Source: Strategic Management and Organizational Dynamics by Ralph
Stacey in Agile Software Development with Scrum by Ken Schwaber and
Mike Beedle.
Agile thrives
here
M01 - Defining Agile and DSDM 9/23 | 16/290
17. Plan Design Code Test Release Review
Decision Demo
Value to business after
deployment
Working solution
M01 - Defining Agile and DSDM 10/23 | 17/290
18. Visibility Ability to Change
Business Value Risk
Waterfall
time
time time
time
M01 - Defining Agile and DSDM 11/23 | 18/290
19. 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
Review
Plan
Review
Plan
Review
Plan
Review
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
21. 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
22. 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
23. 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
25. 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?
M01 - Defining Agile and DSDM 18/23 | 25/290
26. 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
28. 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
30. I hope you enjoyed
this presentation. If so,
please like, share and
leave a comment
below.
Endorsements on
LinkedIn are also
highly appreciated!
(your feedback = more free stuff)
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