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DSDM® AgilePF® - Agile Project Framework - Foundation

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Personally designed (content + graphics design), officially accredited DSDM® AgilePF® (Agile Project Framework) Foundation courseware.

DSDM®, AgilePF® are a Registered Trade Marks of Dynamic Systems Development Method Limited.

Trademarks are properties of the holders, who are not affiliated with courseware author.

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DSDM® AgilePF® - Agile Project Framework - Foundation

  1. 1. TheAPMG-InternationalAgileProjectManagementandSwirlDevicelogoisatrademarkofTheAPMGroupLimited. DSDM,Atern,AgilePM,AgilePgM,AgilePFareRegisteredTradeMarksofDynamicSystemsDevelopmentMethodLimited.
  2. 2. Start and finish Course style LunchCoffee and breaks M00 - Course introduction 2/8 | 2/232
  3. 3.  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 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 AgilePF M00 - Course introduction 3/8 | 3/232
  4. 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 agile project management  Your experience with DSDM/AgilePM/ Scrum  Your personal session expectations M00 - Course introduction 4/8 | 4/232
  5. 5. Handbook Page Module slide number / total module slides Slide number / total slides Module number and name DSDM AgilePF handbook page DSDM AgilePF syllabus section code DSDMAgilePFhandbookcover,copyright©DSDMConsortium SyllabusM00 - Course introduction 5/8 | 5/232
  6. 6. M00 - Course introduction 6/8 | 6/232
  7. 7. quizlet.com/54199871/ M00 - Course introduction 7/8 | 7/232
  8. 8. 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 • 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 & 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 … M00 - Course introduction 8/8 | 8/232
  9. 9. 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
  10. 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 AgilePF 3/27 | 11/232
  11. 11. 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 … 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 … M01 - Defining Agile and DSDM AgilePF 4/27 | 12/232
  12. 12. Portfolio Programme Project Team Development / Delivery / Deployment (mostly IT focused) AgilePM Scrum Non Agile (just for comparison) DisciplinedAgile Delivery(DAD) ScaledAgileFramework(SAFe) Management of Portfolios (MoP) Managing Successful Programmes (MSP) Large-Scale Scrum(LeSS) Large-ScaleScrum (LeSS)Huge Scrum@Scale 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 ScrumNexus Kanban ScrumBan XSCALE Crystalmethodologies Yet remember - Focus on Goals and results, not blindly following Best Practices! PRINCE2 Agile M01 - Defining Agile and DSDM AgilePF 5/27 | 13/232
  13. 13. M01 - Defining Agile and DSDM AgilePF 6/27 | 14/232
  14. 14. 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
  15. 15. 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
  16. 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 AgilePF 9/27 | 17/232
  17. 17. 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 thrives here M01 - Defining Agile and DSDM AgilePF 10/27 | 18/232
  18. 18.  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
  19. 19.  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
  20. 20. 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
  21. 21. 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
  22. 22. 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 Review Plan Review Plan Review Plan Review 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
  23. 23. Waterfall Agile Ability to Change Business Value time time time time Business Engagement (visibility) Risk (of delivering wrong solution) M01 - Defining Agile and DSDM AgilePF 16/27 | 24/232
  24. 24. 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
  25. 25.  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
  26. 26.  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
  27. 27.  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
  28. 28. 02.1995 12.1995 09.1997 2002 2003 2006 2008 07.2010 06.2014 09.2014 10.2014 05.2015 DSDM V1 DSDM V2 DSDM V3 DSDM V4 DSDM V4.1 DSDM V4.2 DSDM Atern DSDM AgilePF AgilePM V1 AgilePM V2 AgilePgM AgileBA V4 Published online derived derived derived derived M01 - Defining Agile and DSDM AgilePF 21/27 | 29/232
  29. 29. M01 - Defining Agile and DSDM AgilePF 22/27 | 30/232
  30. 30.  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 AgilePF 23/27 | 31/232
  31. 31. M01 - Defining Agile and DSDM AgilePF 24/27 | 32/232
  32. 32.  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 M01 - Defining Agile and DSDM AgilePF 25/27 | 33/232
  33. 33. M01 - Defining Agile and DSDM AgilePF 26/27 | 34/232
  34. 34. 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)  MIROSLAWDABROWSKI.COM/downloads

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