DSDM® AgilePF® - Agile Project Framework - Foundation

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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


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


Handbook Page

Module slide number / total module slides

Slide number / total slides

Module number and name

DSDM AgilePFhandbook page

DSDM AgilePF syllabus section code

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SyllabusM00 - Course introduction 5/8 | 5/232


quizlet.com/54199871/


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miroslaw_dabrowski

www.miroslawdabrowski.com

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

• 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 & Coach• 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 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


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

…


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

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tal m

etho

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gies

Yet remember - Focus on Goals and results, not blindly following Best Practices!

PRINCE2Agile



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


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


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


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


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


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


Ability to Change

Business Value

Waterfall

time

time time

time

?

Business Engagement(visibility)

Risk(of delivering wrong solution)


Project adaptation for changed/new business

requirements


requirements


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


Waterfall Agile

Ability to Change

Business Valuetime

time time

time

Business Engagement(visibility)

Risk(of delivering wrong solution)


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


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


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”


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


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



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, 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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DSDM® AgilePF® - Agile Project Framework - Foundation

Education