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 [email protected].