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Présentation du petit déjeuner sur l'entreprise Agile de Genève du 4 décembre 2013
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Transitioning to an Agile Enterprise
1.
Vers l’entreprise Agile Petit
déjeuner OCTO Technology 1 © OCTO 2013
2.
Joseph Glorieux Directeur général OCTO
Suisse jglorieux@octo.com 2 © OCTO 2013 Hervé Lourdin Lean-Agile Senior Consultant Leader practice méthodologie hlourdin@octo.com
3.
Sommaire : Une entreprise
Agile? Pilier 1 : l’ingénierie Pilier 2 : le process Pilier 3 : l’organisation Pilier 4 : le product management Comment y aller? Conclusion 3 © OCTO 2013
4.
Inspect, adapt 4 © OCTO
2013
5.
5 © OCTO 2013
6.
L’entreprise Agile? 6 © OCTO
2013
7.
« Entreprise qui
accepte le changement et s’améliore en continue » 7 © OCTO 2013
8.
Pour qui? L’informatique est le
produit de mon entreprise L’informatique est clé pour mon entreprise et constitue un facteur de différentiation L’informatique est une commodité 8 © OCTO 2013
9.
A vous de
trouver votre équilibre 9 © OCTO 2013
10.
4 piliers à
(re-)construire Ingénierie logicielle 10 © OCTO 2013 Processus Organisation Product Management
11.
Pilier 1 :
l’ingénierie logicielle 11 © OCTO 2013
12.
12 © OCTO 2013
13.
Tests automatisés 13 © OCTO
2013
14.
Intégration continue 14 © OCTO
2013
15.
Compétence, polyvalence, apprentissage 15 ©
OCTO 2013
16.
Sans fondamentaux
implosion 16 © OCTO 2013
17.
Pilier 2 :
le processus 17 © OCTO 2013
18.
Scrum, Kanban, FDD,
Crystal, DSDM ? 18 © OCTO 2013
19.
Source : http://blog.thetus.com/2013/08/15/why-we-scrum-now/ 19 ©
OCTO 2013
20.
20 © OCTO 2013
21.
Notre avis (subjectif) Scrum Coquille
méthodologique simple et efficace Facile à apprendre Très adapté pour du projet court (3 < x < 12 mois) Kanban A déconseiller pour une première expérimentation Idéal pour la gestion de produit déjà en production Idéal pour des services en mode “gestion de demandes” 21 © OCTO 2013
22.
And for my
Entreprise Agile framework ? 22 © OCTO 2013
23.
Quel framework Agile
pour l’entreprise LeSS : Large Scale Scrum DaD : Disciplined Agile Delivery SAFe : Scaled Agile Framework 23 © OCTO 2013
24.
LeSS: Large Scale
Scrum Craig Larman & Bas Vodde Deux tomes: “Thinking tools” pratiques et outils Parmis les premiers à avoir évoqué le concept de feature teams vs component team en agile 24 © OCTO 2013
25.
LeSS : Large
Scale Scrum 25 © OCTO 2013
26.
DAD: Disciplined Agile
Delivery Scott Ambler “An agile process decision framework for the enterprise” Méthode formalisée par IBM Héritage RUP encore là Bon corpus pour gérer en Agile de gros projets 26 © OCTO 2013
27.
DaD : Disciplined
Agile Delivery 27 © OCTO 2013
28.
SAFe: Scaled Agile
Framwork Dean Leffingwell Comme les autres, vision aggrégée Agile et Lean Big picture plus globale et simple à s’approprier Devient une école avec certification à la clé… Permet de se poser les bonnes questions 28 © OCTO 2013
29.
SAFe: Scaled Agile
Framework 29 © OCTO 2013
30.
Looks familiar? Portfolio Program Project 30 © OCTO
2013
31.
SAFe Scaled Agile
Framework PORFOLIO Level Major investments for the year level PRODUCT Level Roadmap / Release level TEAM Level User-stories level 31 © OCTO 2013
32.
TEAM LEVEL 32 © OCTO
2013
33.
PRODUCT LEVEL 33 © OCTO
2013
34.
34 © OCTO 2013
35.
35 © OCTO 2013
36.
APRIL MAY JUNE LATER 36 © OCTO 2013
37.
PORTFOLIO LEVEL 37 © OCTO
2013
38.
PORTFOLIO MANAGEMENT FLOW ∞ Propositions 4 10 Queue Analysis 6 Implementation Usual
Roadmap review 38 © OCTO 2013
39.
With Great Powers comes Great Responsibilities… 39 ©
OCTO 2013
40.
Pilier 3 :
l’organisation 40 © OCTO 2013
41.
Petites équipes 41 © OCTO
2013
42.
Quelle taille pour
mon équipe ? 42 © OCTO 2013
43.
Magnified Accountability (* by
J. Fried from 37Signals about Google) 43 © OCTO 2013
44.
AUTONOMOUS AND ACCOUNTABLE TEAMS 44 © OCTO 2013
45.
Component Teams Team A Component
A Front Office Team B Component B Exchanges Team C FEATURE 1 Component C Back Office Team D Component D Batches FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 45 © OCTO 2013
46.
Component Teams Team A Component
A Front Office Team B Component B Exchanges Team C FEATURE 1 Component C Back Office Team D Component D Batches FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 46 © OCTO 2013
47.
Component Teams Team A Component
A Front Office Team B Component B Exchanges Team C FEATURE 1 Component C Back Office Team D Component D Batchs FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 47 © OCTO 2013
48.
Component Teams Team A Component
A Front Office Team B Component B Exchanges Team C FEATURE 1 Component C Back Office Team D Component D Batchs FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 48 © OCTO 2013
49.
Component Teams Pros High level
of expertise on the component Good when you start from scratch Good SLA keepers Cons Encourage code ownership to a limited amount of people Not good for shared knowledge Create strong team dependencies and capacity planning puzzles Reduce the overall pace of the teams to slowest, most solicited, ones 49 © OCTO 2013
50.
Feature Team 50 © OCTO
2013
51.
Feature Teams FEATURE 1 FEATURE
4 Tabac Team Component A Telco Team Component B Presse Team Component C Demat. Team Component D FEATURE 5 FEATURE 3 FEATURE 6 FEATURE 8 FEATURE 9 FEATURE 2 FEATURE 7 51 © OCTO 2013
52.
Community of Practice 52 ©
OCTO 2013
53.
Component Teams, are
they bad for organization ? Source : Agile Software Requirement, D. Leffingwell 53 © OCTO 2013
54.
Autonomous & Accountable
Teams Autonomous, organized around user-centered functionality Delivering end-to-end user value, operating with user stories to speed up time-to-market Community of practices Community of practices Small family of people working within the same general competency area (architecture, front dev., etc.) Working across different feature teams May elect a leader/facilitator 54 © OCTO 2013 Feature team Feature team Component team Organized around a specific component of the system Operating primarily with technical stories Re-use, economies of scale but may become a risk on TTM
55.
Pilier 4 :
le product management 55 © OCTO 2013
56.
Do the product
right 56 © OCTO 2013
57.
Do the right
product 57 © OCTO 2013
58.
Learning Fast Build Learn 58 © OCTO
2013 Measure
59.
Simultaneously discover the customers and the
product 59 © OCTO 2013 Product Client
60.
Simultaneously discover the customers employees and the
product 60 © OCTO 2013 Product Client
61.
Learning Fast Build Idea Product Learn Measure Data 61 © OCTO
2013
62.
Check qualitatively Validate quantitatively 62 © OCTO 2013
63.
63 © OCTO 2013
64.
Commencer par un
diagnostic 64 © OCTO 2013
65.
Executive involvement &
support required 65 © OCTO 2013
66.
Ready for that
? 66 © OCTO 2013
67.
Sense of urgency Sense
of urgency 67 © OCTO 2013
68.
Create a team
handling this change 68 © OCTO 2013
69.
Avoid Big Bang 69 ©
OCTO 2013
70.
70 © OCTO 2013
71.
Top/Down AND Bottom/Up Coaching With
the managers With the teams on the field 71 © OCTO 2013
72.
One change :
Speed up the pace The first and only change we did at the beginning of the project was to release twice a month instead of once 72 © OCTO 2013
73.
Talented people required 73 ©
OCTO 2013
74.
74 © OCTO 2013
75.
“If you pay
peanuts, you get monkeys…” 75 © OCTO 2013
76.
Conclusion Pour conclure La culture
le 5ème pilier 76 © OCTO 2013
77.
Autonomie vs command
and control 77 © OCTO 2013
78.
Casser les silos 78 ©
OCTO 2013
79.
Le dilemme du
prisonnier : le coût de la coopération 79 © OCTO 2013
80.
80 © OCTO 2013
81.
The big picture
/ take away / offre OCTO Product Discovery C H A N G E M G N T 81 © OCTO 2013 « Do the right product » Product Delivery « Do the product right » • • • • Customer Discovery Product Market Fit MVP Cadrage 360° • • • • Scrum / XP MOA Agile Lean UX DevOps • Technical leadership Product Craftmanship • Continuous « Build high-quality Integration product » • TDD
82.
82 © OCTO 2013