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.

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

2. Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/8 | 2/232

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.  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. 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. M00 - Course introduction 6/8 | 6/232

7. quizlet.com/54199871/
M00 - Course introduction 7/8 | 7/232

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

10. 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

11.  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

12. 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

13. 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

14. M01 - Defining Agile and DSDM AgilePF 6/27 | 14/232

15. 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

16. 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

17.  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

18. 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

19.  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

20.  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

21. 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

22. 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

23. 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

24. 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

25. 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

26.  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

27.  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

28.  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

29. 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

30. M01 - Defining Agile and DSDM AgilePF 22/27 | 30/232

31.  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

32. M01 - Defining Agile and DSDM AgilePF 24/27 | 32/232

33.  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

34. M01 - Defining Agile and DSDM AgilePF 26/27 | 34/232

35. 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