introduction à l'agilité - martin goyette
TRANSCRIPT
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Introduction to agility
for passionnates and newbies
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My name is
Martin Goyette
Lean and Agile counselor
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Agility is not…
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A sacred book
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A process
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An engineering tool
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A project management practice
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What is Agile ?
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Definition of Agility
Everything changes, nothing remains without change.
[Buddha]
In business, agility means the capability
of rapidly and efficiently adapting to changes. [Wikipedia]
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An IT story
1990’s
IT projects failure
• Adress Complexity
• Scrum, XP, ASD RAD, AUP, DSDM, Crystal Clear
2000
Information Technology (IT)
• Agile Development
• Culture Change
• Lean Software development, Kanban, Scrumban
2010
Globalization
• Something biggerthan Lean or Agile
• An obligation to change
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Values
• Individuals and interactions over
processes and tools
• Working software over comprehensive
documentation
• Customer collaboration over contract
negotiation
• Responding to change over following a plan
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Principles
• Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
• Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
• Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
• 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.
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Principles (2)
• Working software is the primary measure of progress.
• Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
• Continuous attention to technical excellence and good design enhances agility.
• Simplicity -- the art of maximizing the amount of work not done -- is essential.
• The best architectures, requirements, and designs emerge from self-organizing teams.
• At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
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Why Agile ?
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Success
• The CHAOS Manifesto
– ~50 000 IT projets
– 60% U.S; 25% European
Ref. The CHAOS Manifesto
The Standish Group International, inc.
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On time and budget
Ref. The CHAOS Manifesto
The Standish Group International, inc.
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Empiricism
Ref. Advanced Development Methods
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ROI | Value
Ref. Chaos Manifesto 2011, The Standish Group
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Communication
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Collaboration
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Motivations
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Improvements
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Concerns
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In other words
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The iron triangle
Fixed
Estimated Time Cost
Scope
Tradition
Plan Driven
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The iron triangle
Fixed
Estimated
Time Cost
Scope
Agile
Vision/ValueDriven
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The promise
Deliver the best solution at any budget
and/or time; best regarding the return on
investment, the usage, the quality and,
therefore, the customer satisfaction
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Metrics
• Plan driven
– Budget
– Schedule
– Scope
– Bugs
– Change requests
– Decisions
– Risks
– Ressource allocation
– ROI
• Value driven
– Fixed
– Splitted
– Estimated with velocity
– Impact on velocity
– Implicit
– Documented
– Confronted
– Constant
– Maximized
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Simple
Complex
Anarchy
Technology
Req
uir
emen
tsFar from
Agreement
Close toAgreement
Clo
se t
oC
erta
inty
Far
fro
mC
erta
inty
Ref: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.
Candidates
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Your industry
• Complex Candidates
– Applicable to any domain
– Abstract science and profession
– Research & Development
– Cutting edge technologies
– Constant maintenance / evolution
– Need to do more with less
– Driven by innovation and creativity
• Embrace complexity and risk!
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It is bigger than us
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Because it’s 2017
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What is Scrum ?
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Small and simple
Ref. Scrum.org
http://www.scrum.org/scrumguides/
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Light
Ref. CodeCentric
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Adaptative
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Some key notions
• Framework / Tool– Delivery
– Business Value
• Working solution– Inspected frequently
– Potential release
• Business involvment– Sets priorities
– Gives feedback
– Accountable of ROI
• Empirical– Inspect & Adapt
– Transparency
• Team involvment– Self-organized
– Cross-functional
• Not a silver bullet– Doesn’t provide the
answers
– No better solutions
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Impacts
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Roles
• Business
– Direction
– Project Management
Office
– Project Manager
– Client
– SMEs & End Users
– Stakeholders
– HR & Marketing
– Outsourcing
• Development
– Business Analyst
– Functional Analyst
– UX & Design
– Architect
– Developper
– Quality Assurance
– Build Master
– System Administrator
– Maintenance
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Activities
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Artefacts
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Order of magnitude
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Framework
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Emotions
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It is a transition
Ref. Managing Transitions, William Bridges
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Where to start ?
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People
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Early adopters
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Coaching
• Multiple step process over multiple years
– Assessment (%prob)
– Transition management (change)
– Trainings (top/down)
– Pilots and Projects (maturity)
– Engineering practices (tdd)
– Project Management Office
– Project Portfolio
– Organization culture
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What you don’t see
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Your organisation
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Where do you stand?
Ref. Frederic Laloux
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Thank you !
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