Personally designed (content + graphics design), officially accredited AgileBA® (Agile Business Analysis) Foundation courseware. AgilePB® is a Registered Trade Mark 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 2/10 | 2/211

3.  Understand the difference between traditional and
Agile business analysis
 Identify stakeholders, personas
and their involvement in Agile
 Describe the competencies and techniques of an
Agile business analysis
 Understand the BA role in the Agile team
and the organisation
 Capture and manage effective requirements
for incremental solution delivery
 Recognise how an Agile Business Case differs from a traditional
business case and present a lean business canvas
Main goal
 Attempt Foundation exam with confidence
 Communicate freely within DSDM and AgilePM projects,
understanding your role as business analyst
Secondary goal
 Benefits and value of business analysis and AgileBA
M00 - Course introduction 3/10 | 3/211

4.  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 familiarity with the business
analysis
 Your experience with DSDM/AgilePM/
Scrum and BABOK
 Your personal session expectations
M00 - Course introduction 4/10 | 4/211

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
 50 questions, pass mark is 25 (50%)
 40 minutes
 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 5/10 | 5/211

6.  Practitioner Exam
 Paper based and open book exam
 Reference to AgileBA Handbook ONLY
 Handbook is provided for students
 2.5 hour exam
 Complex multiple choice - Objective Test
 4 questions worth 20 marks each (80
marks), pass mark is 40 (50%)
 Dictionary/translation lists allowed
 Pre-requisite for AgileBA Practitioner
 AgileBA Foundation or
 DSDM Atern Foundation certificate or
 DSDM Advanced Practitioner certificate
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
M00 - Course introduction 6/10 | 6/211

7. Handbook Page
AgileBA syllabus section code and title
BF Business Analyst Fundamentals
SO Strategy and Organisation
PR Practices
RQ Requirements
Module slide number / total module slides
Slide number /
total slides
Module number
and name
AgileBA
handbook page
AgileBA syllabus
section code
SyllabusM00 - Course introduction 7/10 | 7/211

8. M00 - Course introduction 8/10 | 8/211

9. quizlet.com/42743032/
M00 - Course introduction 9/10 | 9/211

10. 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 10/10 | 10/211

12. 1. The Holistic View of the Business
2. Overview of DSDM method from BA perspective
3. DSDM Team roles and responsibilities
4. The Agile Business Case
5. Communicating with Stakeholders
6. Dealing with Requirements
7. Facilitated Workshops
8. Modelling
9. Working in a Timebox
10. Requirements Engineering
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13. M01 - The Holistic View of the Business 3/40 | 13/211

14. Agile Mindset 4 Agile Values 12 Agile Principles
M01 - The Holistic View of the Business 4/40 | 14/211

15. Agile PracticesAgile Mindset 4 Agile Values
Unlimited
number of
practices
12 Agile Principles
M01 - The Holistic View of the Business 5/40 | 15/211

16. Scrum
XP
AgilePM
SAFe
Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles
M01 - The Holistic View of the Business 6/40 | 16/211

17. Scrum
XP
AgilePM
SAFe
Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles
Being Agile Doing Agile
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18. 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
…
Agile Business Analysis (AgileBA)
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
(more than one team)
Lightweight Approaches
(mostly one team or one specific role)
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19. Portfolio
Programme
Project
Team
Development /
Delivery /
Deployment
(mostly IT focused)
AgilePM
Scrum
Non Agile
(just for
comparison)
AgilePgM
Disciplined
Agile
Delivery
(DAD)
ScaledAgileFramework(SAFe)
Management
of Portfolios
(MoP)
Managing
Successful
Programmes
(MSP)
Large-
Scale
Scrum
(LeSS)
Large-
Scale
Scrum
(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
AgileBA
PRINCE2
ScrumNexus
Yet remember - Focus on Goals and results, not blindly following Best Practices!
Kanban
ScrumBan
XSCALE
Crystalmethodologies
PRINCE2
Agile
M01 - The Holistic View of the Business 9/40 | 19/211

20.  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.
M01 - The Holistic View of the Business 10/40 | 20/211

21. 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
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25. 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
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26. ©DynamicSystemsDevelopmentMethodLtd.ReproducedfromReproducedfromAgileBA®AgileBusinessAnalysisHandbook.
M01 - The Holistic View of the Business 16/40 | 26/211

27. M01 - The Holistic View of the Business 17/40 | 27/211

28. ©DynamicSystemsDevelopmentMethodLtd.ReproducedfromReproducedfromAgileBA®AgileBusinessAnalysisHandbook.
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29. ©DynamicSystemsDevelopmentMethodLtd.ReproducedfromReproducedfromAgileBA®AgileBusinessAnalysisHandbook.
M01 - The Holistic View of the Business 19/40 | 29/211

30. M01 - The Holistic View of the Business 20/40 | 30/211

31. Main output - top external trends that affect your organization
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32. Main output - awareness of each market
M01 - The Holistic View of the Business 22/40 | 32/211

33. M01 - The Holistic View of the Business 23/40 | 33/211

34. Mission Objectives
Strategy Tactics
MOST
Analysis
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35.  Identifies an organisation’s strengths and weaknesses:
 Financial resources e.g. assets
 Physical resources e.g. buildings
 Human resources e.g. skills, flexibility
 Reputation e.g. Brand Recognition
 "Know How" e.g. Patents, exploitation of technology
Main output - picture of where the organization stands right now
M01 - The Holistic View of the Business 25/40 | 35/211

36. CATWOE
Customers
Actors
Transformatio
n Process
World View
Owner
Environmenta
l Constraints
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42. ©DynamicSystemsDevelopmentMethodLtd.ReproducedfromReproducedfromAgileBA®AgileBusinessAnalysisHandbook.
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43. Leavitt’s
Diamond
Structure
Technology
People
Task
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44. M01 - The Holistic View of the Business 34/40 | 44/211

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46. ©DynamicSystemsDevelopmentMethodLtd.ReproducedfromReproducedfromAgileBA®AgileBusinessAnalysisHandbook.
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47.  Core considerations when planning and implementing
change
 Culture
 Communication
 Collaboration
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50. 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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