The document provides an overview of the DSDM Atern framework for Agile project management, covering its principles, lifecycle, roles, and techniques. It emphasizes the importance of collaboration, flexible delivery, and meeting business value during the project lifecycle. Additionally, the document outlines the foundation exam structure and the qualifications of the trainer, Mirosław Dąbrowski, highlighting his extensive experience and expertise in Agile methodologies.

1. TheAPMG-InternationalAgileProjectManagementandSwirlDevicelogoisatrademarkofTheAPMGroupLimited.
DSDM,Atern,AgilePM,AgilePgM,AgilePFareRegisteredTradeMarksofDynamicSystemsDevelopmentMethodLimited.

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

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)
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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
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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
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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
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18. Visibility Ability to Change
Business Value Risk
Waterfall
time
time time
time
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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
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20. Waterfall Agile
Visibility Ability to Change
Business Value Risk
time
time time
time
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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
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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”
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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
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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?
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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
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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
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30. I hope you enjoyed
this presentation. If so,
please like, share and
leave a comment
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MIROSLAWDABROWSKI.COM/downloads