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Semelhante a L'entreprise agile (20)
Mais de Joseph Glorieux (7)
L'entreprise agile
- 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
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- 7. « Entreprise qui accepte le
changement et s’améliore
en continue »
7
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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
8
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- 9. A vous de trouver votre équilibre
9
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- 10. 4 piliers à (re-)construire
Ingénierie
logicielle
10
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Processus
Organisation
Product
Management
- 11. Pilier 1 : l’ingénierie logicielle
11
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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 ?
22
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- 23. Quel framework Agile pour l’entreprise
LeSS : Large Scale Scrum
DaD : Disciplined Agile Delivery
SAFe : Scaled Agile Framework
23
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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
24
© 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
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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
28
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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
31
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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
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
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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
51
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- 53. Component Teams, are they bad for organization ?
Source : Agile Software Requirement, D. Leffingwell
53
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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
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
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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
72
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- 75. “If you pay peanuts, you get monkeys…”
75
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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