Lean Agile : voir en grand !

LEAN AGILE LA TRANSFO GRAND FORMAT

DISCLAIMERS

Scrum

Plein de slides

Pas de code

Des dessins pourris

Remerciements a notre organisateur, nos sponsors et notre partenaire medias

Christophe Keromen catalyseur respectueux

accompagnateur de l’innovation, la performance et l’inspiration collective

www.ckti.com http://fr.slideshare.net/ckti/ @ckeromen www.goood.pro/ @gooodpro

JOSIANEAgile Lean

Kanban

2013

http://fr.slideshare.net/ckti/lean-agile-kanban-guide-du-routard-2013

Scrum

Bob, l’éponge agile

IL FAUT QUE L’ORGANISATION DEVIENNE AGILE !

http://fr.slideshare.net/ckti/scrum-is-not-enough-46572651

JOSIANE2014

SAFE!

2016JOSIANE

JOSIANE SAISON 3

scaling AGILE :-)

36 ©2015CA.ALLRIGHTSRESERVED.

AligningandCoordinaDngMulDpleTeams

RegularAgilePlanning

Emergence vs BDUf (Big Design Up Front)

Essais & erreurs: safe (!) experiments

Personnes et interactions…à l’échelle !

Toutes les 10 semaines

Comment allez-vous pouvoir apprendre ?

Baby steps Test early, fail fast Data beats opinions What Got You Here Won’t Get You There Do the simplest thing that could possibly work Tackle high risks early, before the risks attack you

KISS YAGNIDRY

Vision - Ambition

Mission: Mastery - Autonomy - Purpose

trouve le BUT (*)

(*) cf. “The Goal“ (Goldratt)

Être “responsable, porteur de sens”, c’est être porteur d’une réponse à la question “ pour quoi ?” C’est se situer par rapport aux finalités. Le sens veut dire à la fois la direction (ou les objectifs), la signification (ou les valeurs) et l’expérience (ou la culture). Le sens permet d’articuler les dynamiques individuelles et collectives à travers une vision partagée.

ALIGNEMENT

ÂME EGO

Vision Que voulez-vous créer dans le monde qui soit devant vous et au travers de vous ?

Que voulez-vous voir de plus et de moins dans ce monde ?

Quel est le monde auquel vous voulez appartenir ?

Ambition Quel est le statut et la réalisation que l’organisation, au niveau de la partie saine de son ego, souhaite obtenir ?

Mission Quelle est votre contribution unique pour

que cette vision se réalise ? Quelles sont les ressources, capacités et actions que vous apportez pour faciliter

l’atteinte de la vision ?

Rôle Quel est l’ensemble des compétences

fondamentales que l’organisation souhaite développer pour réaliser son

ambition

source Robert Dilts

Ne pas oublier les principes

People & Interactions grand format

Mantras Agile (mindset) Être porteur de sens

AGILE ?

VISION - AMBITION + MISSIONS - ROLES

par 3-4, des exemples d’utilisation des mantras ?

ÉCHANGES

Baby steps Test early, fail fast Data beats opinions What Got You Here Won’t Get You There Do the simplest thing that could possibly work Tackle high risks early, before the risks attack you

KISS YAGNIDRY

SCALING ?

SCALING ?

DOWN?Qu’est-ce qu’on met à l’échelle dans ce cas ? Depuis la stratégie

UP?Scrum, Kanban

Depuis les équipes

DANS QUELLE DIRECTION ?

AMBIVALENCE

Plutôt qu’une perspective BINAIRE opposant Action et Réflexion apprendre à penser l’ambivalence : Agir ET réfléchir

Spécialement au travers d’expérimentationsaussi petites que possible

et pilotées par des boucles de FEEDBACK

30 ©2015CA.ALLRIGHTSRESERVED.

SynchronizeteamstodeliverenDreprograms

ScalingAgility

Continuous Integration

Regular Planning Alignment With Business

Integrate the production & build releases

Distribute & Synchronize the work

SCALING AGILE @ SPOTIFY

https://www.youtube.com/watch?v=Mpsn3WaI_4k

Charrois, bagages, etc., qui alourdissent la marche d'une armée. Ce qui entrave l'activité, le mouvement.

Larousse

Impedimenta

“There need not be an argument between Scrum and SAFe.It’s “both / and”. If the teams cannot deliver quality product within a

timebox with regularity and sustainability, SAFe will not work. Period.”

“SAFe is fully, 100% dependent on good Scrum teams that can deliver quality product in a timebox.

Woe be unto you if you try to scale crappy code.”

SCRUM MASTER SERVICE TO THE ORGANIZATION

“WORKING WITH OTHER SCRUM MASTERS TO INCREASE THE EFFECTIVENESS OF THE APPLICATION OF SCRUM

IN THE ORGANIZATION“

http://www.scrumguides.org/

http://www.youtube.com/watch?v=tgBkvS-q_fA&lr=1  http://www.youtube.com/watch?v=-MZdKaqY6wU&lr=1

SCALING KANBAN ?

Agree to pursue incremental, evolutionary change

Improve Collaboratively (using models & the scientific method)

Cadences

Rôles ?

Commencez Simplement

Feature Teams : limiter les dépendances, donc la coordination, donc les rôles, donc les couches

Quelques équipes > un seul Produit > un seul Product Backlog

En entrée : - un seul produit - un seul Product Owner - un seul Product Backlog - un Sprint Planning commun

En sortie : - un seul Potentially Shippable Product Increment - une Sprint Review commune

Up to 10 teams

LESS

In LeSS, the basic organizational building block is the cross-functional and cross-component feature team

Craig Larman

https://less.works

Up AND Down : ambivalence Releases fréquentes

Impedimenta, Scrum Master & ETC Cadences

Commencez simplement

SCALING ?

par 3-4, des exemples d’application ?

ÉCHANGES

Up AND Down : ambivalence Releases fréquentes Impedimenta, Scrum Master & ETC Cadences Commencez simplement

AÏE : IL S’AGIT D’UNE TRANSFORMATION !

overspecialized component organizations and external coordination

specialists know, managers decide, and teams execute

“POUR QUE QUELQUE CHOSE PUISSE CHANGER, QUELQUE CHOSE DOIT ÊTRE PAYÉ, ABANDONNÉ OU MIS DE CÔTÉ”

TOUT CHANGEMENT DEMANDE UN SACRIFICE

SCALING AGILE @ SPOTIFY

https://www.youtube.com/watch?v=Mpsn3WaI_4k

Pouvoir - Politique

PROCESSUS DE DÉCISION

Dépasser les "Je de l’EGO"

Ça marche ! On le garde !

Pas de changement :-(

Vision partagée

Challenge ?

Alors changeons …

SUR QUOI ON EST D’ACCORD ?

CHANGE COMMITMENT CANVAS

On veut changerOn ne veut pas changer

on p

eut c

hang

er

On

ne p

eut p

as c

hang

er

https://blog.goood.pro/2016/06/28/des-canevas-a-broder2-change-committment-canvas/

KURT LEWIN

B=f(P,E) Jurgen Appelo: “In order to change people’s behavior, instead of changing the people themselves (which is hard to do without an expensive operating table), you might want to consider changing the environment, and let the people (re-)organize themselves.”

Wikipedia: Lewin’s equation, http://en.wikipedia.org/wiki/Lewin's_equation

UTILISER DES RÉFÉRENCES CONNUES

Biggest impediment to Agile = the behavior of executives

Harvard Business Review May 2016

Sacrifice Je de l’EGO

Équation de Lewin Références connues

TRANSFORMATION

CHANGE COMMITMENT CANVAS

par 3-4, des exemples de contrainte de

l’environnement sur les comportements ?

ÉCHANGES

ET KANBAN ?

IT IS EASIER TO START WORK THAN IT IS TO FINISH IT.

IT IS EASIER TO GROW WIP THAN IT IS TO REDUCE IT

– DON REINERTSEN

SAFe Lean-Agile Principles®

The impression that “our problems are different” is a common disease that afflicts management the world over. They are different, to be sure, but the principles that will help to improve the quality of product and service are universal in nature. —W. Edwards Deming

SAFe is based on nine immutable, underlying Lean and Agile principles.These are the fundamental tenets, basic truths and economic underpinnings that drive the roles and practices that make SAFe effective.

#1 Take an economic view

#2 Apply systems thinking

#3 Assume variability; preserve options

#4 Build incrementally with fast, integrated learning cycles

#5 Base milestones on objective evaluation of working systems

#6 Visualize and limit WIP, reduce batch sizes, and manage queue lengths

#7 Apply cadence, synchronize with cross-domain planning

#8 Unlock the intrinsic motivation of knowledge workers

#9 Decentralize decision-making

Establishing an Economic Framework Managing Queues Exploiting Variability Reducing Batch Size Applying WIP Constraints Controlling Flow Under Uncertainty Congestion & Cadence Synchronization & Sequencing Accelerating Feedback Decentralizing Control Finding Waste

Portfolio

Teams

Program - Product…

Limites

Limites

Limites

Limiter le travail en cours à tous les niveaux

46 ©2015CA.ALLRIGHTSRESERVED.

Touch Time =

Wait Time = 18 days

2 days

Touch Time

Wait Time + Touch Time Flow Efficiency =

2d

18d + 2d = = 10% Efficiency

Customer Lead Time (Time to market)

OpDmizetheValueStreamFlow%efficiency “Resource”%efficiency

100%$efficiency10%$efficiency

Get$things$done Keep$people$busy

SYSTEM AS A WHOLE

principes SAFe = Don Reinertsen Limiter le WIP à tous les étages

System as a whole

KANBAN

par 3-4, exemples d’application des principes lean-agile ?

ÉCHANGES

#1-Take an economic view

#2-Apply systems thinking

#3-Assume variability; preserve options

#4-Build incrementally with fast, integrated learning cycles

#5-Base milestones on objective evaluation of working systems

#6-Visualize and limit WIP, reduce batch sizes, and manage queue lengths

#7-Apply cadence, synchronize with cross-domain planning

#8-Unlock the intrinsic motivation of knowledge workers

#9-Decentralize decision-making

Establishing an Economic Framework Managing Queues Exploiting Variability Reducing Batch Size Applying WIP Constraints Controlling Flow Under Uncertainty Congestion & Cadence

Synchronization & Sequencing Accelerating Feedback Decentralizing Control Finding Waste

Lorsqu’un élève zélé, cherchant avec ferveur le satori, demanda à son maître Zen ce que signifiait

être éclairé, ce dernier répondit :

“Rentrer chez soi et se reposer confortablement.“

RESSOURCES

SCRUM SCALING PRINCIPLES & PRACTICES

Minimise cross-dependency between teams, so• Form feature teams rather than component teams, and• Ensure each team is cross-functional.

Stick to the “right” team size, no matter what, so• Merge multiple products into one backlog feeding a single

team, or• Let a single backlog feed multiple teams.

Reduce skill silos and dependencies within teams, so• Grow T-shaped people

Employ small batches to reduce cycle time, reduce variability and increase efficiency, so• Avoid large work items in Sprints, and• Use a regular cadence for all Sprint meetings.

Shorten queuing times for the waiting work, so• Feed multiple, synchronised teams from a single backlog.

Exploit scale economies of multiple teams, so• Synchronise sprints for multiple teams.

Retain slack to achieve flow, so• Allow teams to pull from the backlog, based on their observed

capacity, and

• Challenge teams to finish early as least as often as they finish late.

Keep feedback loops short, so• Ensure all teams’ outputs are tested and integrated into the

Increment every Sprint, and• Work to eliminate constructs like “integration” or “hardening”

sprints.

Optimise the whole, so• Measure outcomes at the highest possible level, and• Let teams seek on their own local solutions.

Pay attention to quality, so• Ensure “technical debt” is reducing, not increasing, and• Fix errors as soon as they are found.

Pay attention to communication, so• Institute formal meetings to synchronise teams.

Pay attention to learning, so• Form communities of practice for different disciplines to share

learning, and• Hold large group retrospectives on a longer cadence (e.g. for

releases).

peterhundermarkhttp://www.agile42.com/en/blog/2014/01/14/scaling-scrum-organisation/

SCALING SCRUM

• https://en.wikipedia.org/wiki/Big_Design_Up_Front • http://softit-trunk.int.softit.fr/fichesPratiques• https://www.amazon.fr/but-processus-progr%C3%A8s-permanent/dp/

2124654047 • Stop Calling Them Blockers par Mike Cohn : https://goo.gl/IChviu • Transformation to Greater Business Agility Andrew Sales, CA

Technologies https://www.brighttalk.com/webcast/6505/201723 • http://fr.slideshare.net/Lewitz/swen102012-enterprise-transformation-

with-scrum (2012)• https://www.amazon.com/Enterprise-Scrum-Developer-Best-Practices/dp/

0735623376 (2007)• https://www.mountaingoatsoftware.com/uploads/articles/04-Iterating-

Toward-Agility.pdf

REFERENCES

http://www.mckinsey.com/business-functions/business-technology/our-insights/an-operating-model-for-company-wide-agile-development https://www.google.fr/search?q=Scaling+Kanban&oq=Scaling+Kanban&aqs=chrome..69i57j69i60.5435j0j7&sourceid=chrome&ie=UTF-8 https://www.amazon.fr/responsables-porteurs-sens-pratique-team-building/dp/2212563442 http://www.institut-repere.com/PROGRAMMATION-NEURO-LINGUISTIQUE-PNL/aligner-envie-d-entreprendre-et-identite-1-2.html http://www.scaledagileframework.com/safe-lean-agile-principles/ https://hbr.org/2016/05/embracing-agile

IMAGES - PHOTOS

• http://upload.wikimedia.org/wikipedia/commons/e/eb/Monumento_a_persona_sentada.jpg

• https://upload.wikimedia.org/wikipedia/commons/thumb/a/ae/Bertram_Mackennal_-_Grief.jpg/1226px-Bertram_Mackennal_-_Grief.jpg

• http://www.fotopedia.com/items/flickr-2364265267 • http://s0.geograph.org.uk/geophotos/01/67/38/1673878_9893ea34.jpg • https://upload.wikimedia.org/wikipedia/commons/a/aa/Mali_-

_local_transport.jpg • http://www.laboiteverte.fr/wp-content/uploads/2015/07/jacobsen-gif-corps-

transformation-03.gif • https://flic.kr/p/o8fY3U • https://flic.kr/p/e1dB7B • https://flic.kr/p/4QDSeU

h"p://crea*vecommons.org/licenses/by-sa/3.0/

This presentation was inspired by the works of many people, and I cannot possibly list them all. Though I did my very best to attribute all authors of texts and images, and to recognize any copyrights, if you think that anything in this presentation should be changed, added or removed, please contact me at ckeromen@ckti.com.