Its mf tunisia-dynamiques-agiles-v1.1b

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Presentation "Agile Dynamics" done at the launch of the ITSMf/Tunisia

Text of Its mf tunisia-dynamiques-agiles-v1.1b

  • 1.Dynamiques Agiles Rinventons notre satisfaction ! Laurent SARRAZINConsultant (Simplexeo)& Responsable du Centre Agile de la DSI de SGCIB 1 1

2. Agenda 2 3. SpeakerAgilitateur Laurent SARRAZIN Speaker laurent.sarrazin@simplexeo.com 2012 Bio ISTMF Tunisia, March 15 Diplm de lUniversit de Paris-Orsay, Laurent SarrazinFrench Scrum Day , March 27 exerce depuis 18 ans dans le secteur du dveloppement ADELI, Innovation Games, June informatique de la banque dinvestissement, exigeant en terme de leadership, gourmand en mthodologies et 2011 technologies de pointe. ITSMf Day, Nov 2011 (3 conferences) ITSMf Assemble Gnrale, June 2011 Son parcours est marqu par la mise en uvre de Paris Scrum Night, Oct 2011 (Innovation Games) mthodes agiles (SCRUM, XP, FDD, ..) grande chelle Xebia Seminar, June 2011 interculturelle. 3 annes dans la Silicon Valley Indienne ADELI, Autour dun Verre, April 4 de Bangalore lui ont permis de dvelopper une Scrum Days, Paris, March 31 exprience authentique. Valtech Days, March 17, Cercle Agile, March 8 A son retour au sige, Laurent a cr et dirige un2010 Master HEC / SupTelecom / Mines 2009, 2010, 2011 service daccompagnement/coaching des quipes dans ITSMF Day, Paris, Oct 2010 la mise en uvre et lamlioration continue de solutions eSCM Annual Conference, Paris, Nov 2010 offshores agiles.KeyWordsCurrent ProjectsInvestment Banking Simplexeo (www.simplexo.com) To Succeed with Simplexity.Captive Offshoring A blend of agile value, lean principles, radical management Massive Agile Transformation, to transform our organizations, toward people delight... Scrumshore (www.scrumshore.com) Agility , Lean, Collective Intelligence applied to Smart Offshoring33 4. Why ?(Do we foster agility) 4 4 5. Something you might know ? 5 5 6. What is AgilityThe most visible TrickEnd Client DeligthedclientsClientValueThe Agile WayDeliver Fast Client-ValueClient-Value = Piece of software(ie not the doc ..) Priority #01 :Time To Market (Pull by demand)Just In TimeDelight the Client(cf Stephen DENNING,Leaders Guide to Radical Management) 6 6 7. Why do we foster agility ?IT is expensiveIT is heavy-processoriented7 7 8. The CHAOS The Standish Groups report, "CHAOS Summary 2009, We are not alonein this chaos 8 9. Root Cause ?MajorclientPain-points distance Lack of Time To MarketWeak RequirementsEvolution MgtTunnels rather thanTransparencyBudget OverunTimeline ExceededQuality IssuesProduction InstabilityIllusion of Value deliveredIllusion of Control Scopeonly from here Sounds familiar ??Watermelonindicators9 9 10. Chaos History Agile ManifestUser InvolvementRealistic ExpectationsClear Statement on RequirementsProper PlanningCompetent StaffExecutive Sponsorship10 11. The most visible Agile Trick (1/2)Classic Project MgtAgile Way Waterfall ModelDeliver Fast Value Tunnel Time To Market Illusion of Progress Just In Time Pull By DemandDays / Weeks MonthsDistance&clientIllusion Simple & Clear ? 11 11 12. The most visible Agile Trick (2/2)Long TunnelBig Chunk of WorkWe Slice The work Increments The Time Iterations To Make It The Teams 6 - 10S.M.A.R.T1212 13. The Agile Value Proposal With Respect of AgileEligibility Criterias (typical inhibitors : mis-aligned stakeholders, monolith applications, old technologies, size of thework, dispersed teams, )13 13 14. Becoming Agile is a deep change,requiring courage, discipline, communication, trust avoiding the agile cargo cultAgility is not just methodology, buta radical working culture shiftWe must stay away from the embracing new values, Agile Cargo Cult Temptation .. principles & practices.And another kind of Chaos.14 14 15. 2012 the Integral Agility AmbitionConnecting the CLIENT and PROD sidesThe Agile Value Chain mustintegrate the end-to-endstakeholders.A typical pitfall is to restrictPartial Agilityagility to development teams,and forget the essential toExpectedcover the last mile Business Value EnabledPRODCLIENT Agile DEV application Expected& infrastructure Business Value ManagedThe CLIENT must be tightly 1integrated to feed the agile 1value chain, while the delivery ProductDevOps 2must be done in pairing with OwnershipOPERATIONS, so that a real2CONTINUOUS DELIVERY flowenables the expected business Integral Agilityvalue. Continuous Delivery2 bridge-principles foster thisend-to-end integration, and aredetailed herafter.Clients & Teams Delighted the Banana Smile KPI15 15 16. We need to RETHINK Agile Organization Everyone is involved Client / ITRelationship Product-Ownership Agile RequirementManagement Agile Release Mgt Agile EstimatingMindful Continuous Delivery Agile GovernanceDevOpsAgile Contracting Agile Indicators Agile Steering ModelVelocity / PredictibilityAgile EngineeringAgile TeamTest-DrivenDynamics JIT Design Continuous IntegrationScrum MasterEmpower Team Automation & ToolingCollective Ownership X-Functional Team MINDFUL CHANGE MANAGEMENT REQUIRED1616 17. Rethink The Engagement Model On Time, On Budget, On ScopeResult EngagementMeans Engagement Velocity & IntrinsicQuality AGILE CONTRACTING A radical newengagement model17 18. Rethink the Business / IT Collaboration Product Ownership : the voice of the client Agile BenefitsTime To Market Built In QualityRadical Transparency Predictability Product Ownership CLIENT ENGAGEMENT A radical newpartnership18 18 19. Continous Delivery & DevOps To Achieve The Whole Agile Value Chain Continous Deliveryhttp://dev2ops.org/blog/2010/2/22/what-is-devops.html Continous Delivery Devs And Ops MUST review their partnership ITIL Agile ? (CM/RM) .. ITSMf Workshops1919 20. Agile Transitions Tips & Tricks Dual Executive Sponsorship (IT + Clients) Create the DESIRE to change Playful Approach with (Innovation) Games, Dojos, Agile Center Chef dOrchestre Smooth transitions with Agile Coaches & Pilotes Team Willingness, Right Casting Clear Eligibility Criteria Main Challenges Industrialization, Automation- Embark the Clients Technical Excellence- Cultural Shift for Continuous Delivery Managers - DevOps Embedded Operations 20 20 21. Thank You !Objections ? Questions ? Comments ? 21 22. Agile Managed Services, BiblioAPPENDIXES 22 22 23. Agile Services, Agile Service Providers"A service is a means ofdelivering value tocustomers by facilitatingoutcomes customers wantto achieve without theownership of specific costand risks. ""Service Management is aset of specializedorganizational capabilitiesfor providing value tocustomers in the form ofservices."23 23 24. ParcoursInitiatique Fast & Free Track Company ExecutivesFranais24 24 25. Principleshttp://agilemanifesto.org/principles.html Value-added Area PrinciplesOur highest priority is to satisfy the customer through early and continuous delivery of FREQUENT DELIVERIES of WORKING valuable software. SOFTWAREDeliver working software frequently, from a couple of weeks to a couple of months, with a Client Satisfactionpreference to the shorter timescale.Working software is the primary measure of progress.Welcome changing requirements, even late in development. Agile processes harness change for WELCOME THE CHANGESthe customers competitive advantage.Business people and developers must work together daily throughout the project. WORK TOGETHER MOTIVATE PEOPLEBuild projects around motivated individuals. Give them the environment and support they need,and trust them to get the job done. COMMUNICATE FACE-TO-FACE RESPECT PEOPLE The most efficient and effective method of conveying information to and within a developmentteam is face-to-face conversation. SELF-ORGANIZATIONAgile processes promote sustainable development. The sponsors, developers, and users shouldbe able to maintain a constant pace indefinitely.The best architectures, requirements, and designs emerge from self-organizing teams.Continuous attention to technical excellence and good design enhances agility. EXCELLENCESimplicity--the art of maximizing the amount of work not done--is essential. SIMPLICITY CONTINUAL IMPROVEMENTAt regular intervals, the team reflects on how to become more effective, then tunes and adjustsits behavior accordingly.25 26. BibliographieDbuterBlogs[Messager10] Vronique MESSAGER, La gestion de projet agile, 3e dition, EYROLLES, 2010.[Aubry2009] Claude AUBRY, SCRUM, Le guide pratique de la mthode agile la plus populaire, DUNOD, 2009.www.qualitystreet.frwww.agilex.fr [Poppendieck] Mary and Tom POPPENDIECK, Lean Software Development : An Agile Toolkit, ADDISON WESLEY, 2003. www.aubryconseil.com/[Schwaber04] Ken SCHAWBER, Agile Project Management with Scrum, MICROSOFT PRESS, 2004.blog.mountaingoatsoftware.com[Larman], Craig LARMAN, The Lean Primer, http://www.leanprimer.com/downloads/lean_primer.pdfApprofondir[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-trenchesConfimer / 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.[Bnard] Jean-Louis BENARD, Laurent BOSSABIT, Rgis 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, 2006Annexes[Stand09] The Standish Group CHAOS SUMMARY 2009, http://www1.standishgroup.com/newsroom/chaos_2009.php.[fsug09] Enqute nationale Mthodes Agiles 2009, http://www.frenchsug.org.[VersionOne09] State of Agile Survey, 2009, 4th