its mf tunisia-dynamiques-agiles-v1.1b
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Dynamiques Agiles « Réinventons notre satisfaction ! » Laurent SARRAZIN Consultant (Simplexeo) & Responsable du Centre Agile de la DSI de SGCIB
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Agenda
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Speaker
Laurent SARRAZIN laurent.sarrazin@simplexeo.com
Bio Diplômé de l’Université de Paris-Orsay, Laurent Sarrazin exerce depuis 18 ans dans le secteur du développement informatique de la banque d’investissement, exigeant en terme de leadership, gourmand en méthodologies et technologies de pointe. Son parcours est marqué par la mise en œuvre de méthodes agiles (SCRUM, XP, FDD, ..) à grande échelle interculturelle. 3 années dans la Silicon Valley Indienne de Bangalore lui ont permis de développer une expérience authentique. A son retour au siège, Laurent a créé et dirige un service d’accompagnement/coaching des équipes dans la mise en œuvre et l’amélioration continue de solutions offshores agiles.
Current Projects Simplexeo (www.simplexo.com) To Succeed with Simplexity. A blend of agile value, lean principles, radical management to transform our organizations, toward people delight
Scrumshore (www.scrumshore.com) Agility , Lean, Collective Intelligence applied to Smart Offshoring
KeyWords
Investment Banking Captive Offshoring
Massive Agile Transformation, ...
Speaker 2012 ISTMF Tunisia, March 15 French Scrum Day , March 27 ADELI, “Innovation Games”, June
2011 ITSMf Day, Nov 2011 (3 conferences) ITSMf Assemblée Générale, June 2011 Paris Scrum Night, Oct 2011 (Innovation Games) Xebia Seminar, June 2011 ADELI, “Autour d’un Verre”, April 4 Scrum Days, Paris, March 31 Valtech Days, March 17, Cercle Agile, March 8 2010 Master HEC / SupTelecom / Mines – 2009, 2010, 2011 ITSMF Day, Paris, Oct 2010 eSCM Annual Conference, Paris, Nov 2010
Agilitateur
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Why ?
(Do we foster agility)
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Something you might know ?
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What is Agility The most visible “Trick”
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The Agile Way Deliver Fast Client-Value Client-Value = Piece of software (ie not the doc ..)
Time To Market (Pull by demand) Just In Time
Deligthed clients
Priority #01 :
Delight the Client (cf Stephen DENNING,
Leader’s Guide to Radical Management)
End Client
Client Value
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Why do we foster agility ?
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“IT is expensive”
“IT is heavy-process oriented”
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The CHAOS …
The Standish Group's report, "CHAOS Summary 2009,“
We are not alone in this chaos …
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Root Cause ?
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Major
Pain-points
Lack of Time To Market Weak Requirements Evolution Mgt Tunnels rather than Transparency Budget Overun Timeline Exceeded Quality Issues Production Instability
Value delivered only from here
Illusion of Control
distance
client
Illusion of Scope
Sounds familiar ??
Watermelon indicators
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Chaos History Agile Manifest
User Involvement Realistic Expectations Clear Statement on Requirements Proper Planning Competent Staff Executive Sponsorship
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The most visible “Agile Trick” (1/2)
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Distance &
Illusion client
Classic Project Mgt Waterfall Model Tunnel Illusion of Progress
Agile Way Deliver Fast Value Time To Market Just In Time Pull By Demand
Months
Days / Weeks
Simple & Clear ?
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The most visible “Agile Trick” (2/2)
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We Slice
The work Increments The Time Iterations The Teams 6 - 10
To Make It S.M.A.R.T
Long Tunnel Big Chunk of Work
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The Agile Value Proposal
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With Respect of Agile Eligibility Criterias
(typical inhibitors : mis-aligned stakeholders, monolith applications, old technologies, size of the
work, dispersed teams, …)
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Becoming Agile is a deep change, requiring courage, discipline,
communication, trust avoiding the agile cargo cult
Agility is not “just” methodology, but a radical working culture shift
embracing new values,
principles & practices.
We must stay away from the Agile Cargo Cult Temptation ..
And another kind of Chaos.
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2012 the Integral Agility Ambition Connecting the CLIENT and PROD sides
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The Agile Value Chain must integrate the end-to-end stakeholders.
A typical pitfall is to restrict agility to development teams, and forget the essential to cover the last mile
The CLIENT must be tightly integrated to feed the agile value chain, while the delivery must be done in pairing with OPERATIONS, so that a real CONTINUOUS DELIVERY flow enables the expected business value.
2 “bridge-principles” foster this end-to-end integration, and are detailed herafter.
“Agile DEV” CLIENT PROD
application & infrastructure
Partial Agility
Integral Agility Continuous Delivery
Product Ownership
DevOps
Expected Business Value
Enabled
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Expected Business Value
Managed
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Clients & Teams Delighted the Banana Smile KPI
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We need to RETHINK
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Client / IT Relationship
Product-Ownership Agile Requirement
Management Agile Estimating
Agile Governance
Agile Contracting Agile Indicators
Agile Steering Model Velocity / Predictibility
Agile Engineering
Test-Driven JIT Design
Continuous Integration
Automation & Tooling
Agile Team Dynamics
Scrum Master
Empower Team Collective Ownership
X-Functional Team
Agile Release Mgt
Mindful Continuous Delivery
DevOps
Agile Organization
Everyone is involved
<!> MINDFUL <!>
CHANGE MANAGEMENT
REQUIRED
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Rethink The Engagement Model On Time, On Budget, On Scope
Means Engagement Result Engagement Velocity & Intrinsic
Quality
AGILE CONTRACTING A radical new
engagement model
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Rethink the Business / IT Collaboration Product Ownership : the voice of the client
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Agile Benefits
Time To Market
Built In Quality
Radical Transparency
Predictability Product Ownership
CLIENT ENGAGEMENT A radical new
partnership
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Continous Delivery & DevOps
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http://dev2ops.org/blog/2010/2/22/what-is-devops.html
To Achieve The Whole Agile Value Chain
Continous Delivery
Continous Delivery
Devs And Ops MUST review their partnership
ITIL Agile ? (CM/RM)
.. ITSMf Workshops
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Agile Transitions Tips & Tricks
• Dual Executive Sponsorship (IT + Clients)
• Create the DESIRE to change Playful Approach with (Innovation) Games, Dojos, …
• Agile Center “Chef d’Orchestre”
• Smooth transitions with Agile Coaches & Pilotes
• Team Willingness, Right Casting
• Clear Eligibility Criteria
• Industrialization, Automation
• Technical Excellence
• Continuous Delivery
• Embedded Operations
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Main Challenges
- Embark the Clients - Cultural Shift for
Managers - DevOps
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Thank You !
Objections ?
Questions ?
Comments ?
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APPENDIXES
Agile Managed Services, Biblio
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Agile Services, Agile Service Providers
"A service is a means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific cost and risks. " "Service Management is a set of specialized organizational capabilities for providing value to customers in the form of services."
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Parcours Initiatique
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Fast & Free Track
Company Executives Français
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Principles http://agilemanifesto.org/principles.html
Value-added Area Principles
FREQUENT DELIVERIES of WORKING SOFTWARE Client Satisfaction
Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale.
Working software is the primary measure of progress.
WELCOME THE CHANGES Welcome changing requirements, even late in development. Agile processes harness change for
the customer's competitive advantage.
WORK TOGETHER MOTIVATE PEOPLE COMMUNICATE FACE-TO-FACE RESPECT PEOPLE SELF-ORGANIZATION
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need,
and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development
team is face-to-face conversation.
Agile processes promote sustainable development. The sponsors, developers, and users should
be able to maintain a constant pace indefinitely.
The best architectures, requirements, and designs emerge from self-organizing teams.
EXCELLENCE Continuous attention to technical excellence and good design enhances agility.
SIMPLICITY Simplicity--the art of maximizing the amount of work not done--is essential.
CONTINUAL IMPROVEMENT
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts
its behavior accordingly.
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Bibliographie
Débuter • [Messager10] Véronique MESSAGER, La gestion de projet agile, 3e édition, EYROLLES, 2010.
• [Aubry2009] Claude AUBRY, SCRUM, Le guide pratique de la méthode agile la plus populaire, DUNOD, 2009.
• [Poppendieck] Mary and Tom POPPENDIECK, Lean Software Development : An Agile Toolkit, ADDISON WESLEY, 2003.
• [Schwaber04] Ken SCHAWBER, Agile Project Management with Scrum, MICROSOFT PRESS, 2004.
• [Larman], Craig LARMAN, The Lean Primer, http://www.leanprimer.com/downloads/lean_primer.pdf
Approfondir • [Cohn09] Mike COHN, Succeeding with Agile : Software Development Using Scrum, ADDISON WESLEY, 2009
• [Patton09] Telling better user stories, Better Software, Volume 11, Issue 7, November 2009. www.stikyminds.com.
• [Pichler09] Roman PICHLER, Agile Product Management with Scrum : Creating a Product that Customers Love, ADDISON WESLEY, 2009.
• [Kniberg97] Henrik KNIBERG, Scrum and XP from the Trenches, http://www.infoq.com/minibooks/scrum-xp-from-the-trenches
Confimer / Etendre • [Schwaber07] Ken SCHAWBER, The Enterprise and Scrum, MICROSOFT PRESS, 2007.
• [Larman08] Craig LARMAN, Bas VODDE, Scaling Lean & Agile Development : Thinking and Organizational Tools for Large-Scale Scrum, ADDISON WESLEY, 2008.
• [Bénard] Jean-Louis BENARD, Laurent BOSSABIT, Régis MEDINA, Dominic WILLIAMS, Gestion de Projet : EXtrem Programming, EYROLLES, 2004.
• [Cohn04] Mike COHN, User Stories Applied : For Agile Software Development, ADDISON WESLEY, 2004.
• [Derby] Esther DERBY, Diana LARSEN, Ken SCHWABER, Agile Retrospectives : Making Good Teams Great, THE PRAGMATIC PROGRAMMERS, 2006
Annexes • [Stand09] The Standish Group “CHAOS SUMMARY 2009”, http://www1.standishgroup.com/newsroom/chaos_2009.php.
• [fsug09] Enquête nationale Méthodes Agiles 2009, http://www.frenchsug.org.
• [VersionOne09] State of Agile Survey, 2009, 4th Annual, www.versionone.com
Conférence
Le 27/11/09, page 26
www.qualitystreet.fr www.agilex.fr www.aubryconseil.com/ blog.mountaingoatsoftware.com
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