1. Vers l’entreprise Agile
Petit déjeuner OCTO Technology
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2. Joseph Glorieux
Directeur général
OCTO Suisse
jglorieux@octo.com
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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
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4. Inspect, adapt
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6. L’entreprise Agile?
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7. « Entreprise qui accepte le
changement et s’améliore
en continue »
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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
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9. A vous de trouver votre équilibre
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10. 4 piliers à (re-)construire
Ingénierie
logicielle
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Processus
Organisation
Product
Management

11. Pilier 1 : l’ingénierie logicielle
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13. Tests automatisés
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14. Intégration continue
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15. Compétence, polyvalence, apprentissage
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16. Sans fondamentaux  implosion
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17. Pilier 2 : le processus
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18. Scrum, Kanban, FDD, Crystal, DSDM ?
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19. Source : http://blog.thetus.com/2013/08/15/why-we-scrum-now/
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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”
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22. And for my Entreprise Agile framework ?
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23. Quel framework Agile pour l’entreprise
LeSS : Large Scale Scrum
DaD : Disciplined Agile Delivery
SAFe : Scaled Agile Framework
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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
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25. LeSS : Large Scale Scrum
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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
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27. DaD : Disciplined Agile Delivery
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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
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29. SAFe: Scaled Agile Framework
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30. Looks familiar?
Portfolio
Program
Project
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31. SAFe Scaled Agile Framework
PORFOLIO Level
Major investments
for the year level
PRODUCT Level
Roadmap / Release
level
TEAM Level
User-stories level
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32. TEAM LEVEL
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33. PRODUCT LEVEL
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36. APRIL
MAY
JUNE
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LATER

37. PORTFOLIO LEVEL
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38. PORTFOLIO MANAGEMENT FLOW
∞
Propositions
4
10
Queue
Analysis
6
Implementation
Usual Roadmap review
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39. With Great Powers
comes
Great
Responsibilities…
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40. Pilier 3 : l’organisation
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41. Petites équipes
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42. Quelle taille pour mon équipe ?
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43. Magnified Accountability
(* by J. Fried from 37Signals about Google)
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44. AUTONOMOUS
AND
ACCOUNTABLE
TEAMS
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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
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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
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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
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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
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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
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50. Feature Team
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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
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52. Community of Practice
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53. Component Teams, are they bad for organization ?
Source : Agile Software Requirement, D. Leffingwell
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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
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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
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56. Do the product right
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57. Do the right product
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58. Learning Fast
Build
Learn
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Measure

59. Simultaneously
discover the
customers and
the product
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Product
Client

60. Simultaneously
discover the
customers
employees and
the product
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Product
Client

61. Learning Fast
Build
Idea
Product
Learn
Measure
Data
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62. Check
qualitatively
Validate
quantitatively
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64. Commencer par un diagnostic
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65. Executive involvement & support required
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66. Ready for that ?
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67. Sense of urgency
Sense of urgency
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68. Create a team handling this change
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69. Avoid Big Bang
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71. Top/Down AND Bottom/Up
Coaching
With the
managers
With the
teams on
the field
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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
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73. Talented people required
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75. “If you pay peanuts, you get monkeys…”
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76. Conclusion
Pour conclure
La culture le 5ème pilier
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77. Autonomie vs command and control
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78. Casser les silos
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79. Le dilemme du prisonnier : le coût de la
coopération
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81. The big picture / take away / offre OCTO
Product Discovery
C
H
A
N
G
E
M
G
N
T
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« 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

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