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SCRUMApprocher l’incertitude
Jeudis du libre - Bruxelles Novembre 2012CC BY-NC-SA 2.0 Laurent Dupont
SCRUM
C’est quoi?C’est bien?
Pourquoi?
Comment?
Agenda
LES PRINCIPES
LE PROCESSUS
LES ROLES
✴Rôles clairs et définis
✴Protection de l’équipe
✴Décision collégiale
✴Responsabilisation
COMPANY
LES ÉLÉMENTS
LE BACKLOG• Priorité - Business
• Découpage
• Estimation virtuelle - échelle commune
• Décision collégiale
COMPANY
COMPANY
COMPANY
COMPANY
VALEURS AGILES• L’équipe
• L’application
• La collaboration
• L’acceptation du changement
COMPANY
WATERFALL.
WATERFALL. AKA DOMINO
http://www.dailymotion.com/video/x2468c_parti-de-domino-rate_creation
WATERFALL• Forte dépendance entre phases
• Processus très sécurisé, administré
• Importance de l’analyse initiale
• Risque
• Valeur réalisée à la fin uniquement
ITERATIVE WATERFALL• Succession de sprints waterfall
• Pas de valeur si le sprint n’est pas fini
• Estimation totale de l’effort?
• ≃ Pragmatic scrum?
✴ Origine industrielle
✴ Plusieurs types de méthodes Agiles
✴ Scrum est le plus utilisé
AGILE
CA FONCTIONNE?
POPULAIRE© 2010, Forrester Research, Inc. Reproduction ProhibitedMay 5, 2010
The Forrester Wave™: Agile Development Management Tools, Q2 2010 For Application Development & Delivery Professionals
2
AGILE DEVELOPMENT IS RAPIDLY BECOMING THE NORM
In a recent survey, 35% of surveyed organizations described their primary development method as Agile; Scrum, at 11%, was the most popular Agile development approach (see Figure 1). In a di!erent survey, we questioned the nature of Agile adoption and found that 39% of the organizations we surveyed consider their implementation mature (see Figure 2). "e mainstream business press is even starting to get on the Agile bandwagon, referencing its use at eBay as crucial to the success of eBay’s business.1 "is increased level of adoption has serious implications for development organizations’ tool use, changing not only the process model being followed but also the very nature of work undertaken and who is involved in that work.
Figure 1 Agile Is Organizations’ Primary Development Approach
Source: Forrester Research, Inc. 56100
ScrumAgile Modeling
Feature-driven development (FDD)Test-driven development (TDD)
eXtreme Programming (XP)Lean development
Microsoft Solutions Framework (MSF) for AgileAgile Data Method
Adaptive Software Development (ASD)Six Sigma
CrystalBehavior-driven development (BDD)
Dynamic Systems Development Method (DSDM)
Iterative developmentRational Unified Process (RUP)
SpiralWaterfall
Capability Maturity Model Integration (CMMI)ISO 9000
Do not use a formal process methodology
“Please select the methodology that most closely reflectsthe development process you are currently using.”
(select only one)
10.9%6.0%
3.8%3.4%
2.9%2.1%1.8%1.6%1.3%
0.9%0.3%
0.2%0.2%
16.3%2.7%
1.6%8.4%
2.5%2.5%
30.6%
Agile, 35%
Iterative, 21%
Waterfall, 13%
Base: 1,298 IT professionalsSource: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009
POPULAIRE© 2010, Forrester Research, Inc. Reproduction ProhibitedMay 5, 2010
The Forrester Wave™: Agile Development Management Tools, Q2 2010 For Application Development & Delivery Professionals
2
AGILE DEVELOPMENT IS RAPIDLY BECOMING THE NORM
In a recent survey, 35% of surveyed organizations described their primary development method as Agile; Scrum, at 11%, was the most popular Agile development approach (see Figure 1). In a di!erent survey, we questioned the nature of Agile adoption and found that 39% of the organizations we surveyed consider their implementation mature (see Figure 2). "e mainstream business press is even starting to get on the Agile bandwagon, referencing its use at eBay as crucial to the success of eBay’s business.1 "is increased level of adoption has serious implications for development organizations’ tool use, changing not only the process model being followed but also the very nature of work undertaken and who is involved in that work.
Figure 1 Agile Is Organizations’ Primary Development Approach
Source: Forrester Research, Inc. 56100
ScrumAgile Modeling
Feature-driven development (FDD)Test-driven development (TDD)
eXtreme Programming (XP)Lean development
Microsoft Solutions Framework (MSF) for AgileAgile Data Method
Adaptive Software Development (ASD)Six Sigma
CrystalBehavior-driven development (BDD)
Dynamic Systems Development Method (DSDM)
Iterative developmentRational Unified Process (RUP)
SpiralWaterfall
Capability Maturity Model Integration (CMMI)ISO 9000
Do not use a formal process methodology
“Please select the methodology that most closely reflectsthe development process you are currently using.”
(select only one)
10.9%6.0%
3.8%3.4%
2.9%2.1%1.8%1.6%1.3%
0.9%0.3%
0.2%0.2%
16.3%2.7%
1.6%8.4%
2.5%2.5%
30.6%
Agile, 35%
Iterative, 21%
Waterfall, 13%
Base: 1,298 IT professionalsSource: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009
POPULAIRE© 2010, Forrester Research, Inc. Reproduction ProhibitedMay 5, 2010
The Forrester Wave™: Agile Development Management Tools, Q2 2010 For Application Development & Delivery Professionals
2
AGILE DEVELOPMENT IS RAPIDLY BECOMING THE NORM
In a recent survey, 35% of surveyed organizations described their primary development method as Agile; Scrum, at 11%, was the most popular Agile development approach (see Figure 1). In a di!erent survey, we questioned the nature of Agile adoption and found that 39% of the organizations we surveyed consider their implementation mature (see Figure 2). "e mainstream business press is even starting to get on the Agile bandwagon, referencing its use at eBay as crucial to the success of eBay’s business.1 "is increased level of adoption has serious implications for development organizations’ tool use, changing not only the process model being followed but also the very nature of work undertaken and who is involved in that work.
Figure 1 Agile Is Organizations’ Primary Development Approach
Source: Forrester Research, Inc. 56100
ScrumAgile Modeling
Feature-driven development (FDD)Test-driven development (TDD)
eXtreme Programming (XP)Lean development
Microsoft Solutions Framework (MSF) for AgileAgile Data Method
Adaptive Software Development (ASD)Six Sigma
CrystalBehavior-driven development (BDD)
Dynamic Systems Development Method (DSDM)
Iterative developmentRational Unified Process (RUP)
SpiralWaterfall
Capability Maturity Model Integration (CMMI)ISO 9000
Do not use a formal process methodology
“Please select the methodology that most closely reflectsthe development process you are currently using.”
(select only one)
10.9%6.0%
3.8%3.4%
2.9%2.1%1.8%1.6%1.3%
0.9%0.3%
0.2%0.2%
16.3%2.7%
1.6%8.4%
2.5%2.5%
30.6%
Agile, 35%
Iterative, 21%
Waterfall, 13%
Base: 1,298 IT professionalsSource: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009
POPULAIRE© 2010, Forrester Research, Inc. Reproduction ProhibitedMay 5, 2010
The Forrester Wave™: Agile Development Management Tools, Q2 2010 For Application Development & Delivery Professionals
2
AGILE DEVELOPMENT IS RAPIDLY BECOMING THE NORM
In a recent survey, 35% of surveyed organizations described their primary development method as Agile; Scrum, at 11%, was the most popular Agile development approach (see Figure 1). In a di!erent survey, we questioned the nature of Agile adoption and found that 39% of the organizations we surveyed consider their implementation mature (see Figure 2). "e mainstream business press is even starting to get on the Agile bandwagon, referencing its use at eBay as crucial to the success of eBay’s business.1 "is increased level of adoption has serious implications for development organizations’ tool use, changing not only the process model being followed but also the very nature of work undertaken and who is involved in that work.
Figure 1 Agile Is Organizations’ Primary Development Approach
Source: Forrester Research, Inc. 56100
ScrumAgile Modeling
Feature-driven development (FDD)Test-driven development (TDD)
eXtreme Programming (XP)Lean development
Microsoft Solutions Framework (MSF) for AgileAgile Data Method
Adaptive Software Development (ASD)Six Sigma
CrystalBehavior-driven development (BDD)
Dynamic Systems Development Method (DSDM)
Iterative developmentRational Unified Process (RUP)
SpiralWaterfall
Capability Maturity Model Integration (CMMI)ISO 9000
Do not use a formal process methodology
“Please select the methodology that most closely reflectsthe development process you are currently using.”
(select only one)
10.9%6.0%
3.8%3.4%
2.9%2.1%1.8%1.6%1.3%
0.9%0.3%
0.2%0.2%
16.3%2.7%
1.6%8.4%
2.5%2.5%
30.6%
Agile, 35%
Iterative, 21%
Waterfall, 13%
Base: 1,298 IT professionalsSource: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009
POPULAIRE© 2010, Forrester Research, Inc. Reproduction ProhibitedMay 5, 2010
The Forrester Wave™: Agile Development Management Tools, Q2 2010 For Application Development & Delivery Professionals
2
AGILE DEVELOPMENT IS RAPIDLY BECOMING THE NORM
In a recent survey, 35% of surveyed organizations described their primary development method as Agile; Scrum, at 11%, was the most popular Agile development approach (see Figure 1). In a di!erent survey, we questioned the nature of Agile adoption and found that 39% of the organizations we surveyed consider their implementation mature (see Figure 2). "e mainstream business press is even starting to get on the Agile bandwagon, referencing its use at eBay as crucial to the success of eBay’s business.1 "is increased level of adoption has serious implications for development organizations’ tool use, changing not only the process model being followed but also the very nature of work undertaken and who is involved in that work.
Figure 1 Agile Is Organizations’ Primary Development Approach
Source: Forrester Research, Inc. 56100
ScrumAgile Modeling
Feature-driven development (FDD)Test-driven development (TDD)
eXtreme Programming (XP)Lean development
Microsoft Solutions Framework (MSF) for AgileAgile Data Method
Adaptive Software Development (ASD)Six Sigma
CrystalBehavior-driven development (BDD)
Dynamic Systems Development Method (DSDM)
Iterative developmentRational Unified Process (RUP)
SpiralWaterfall
Capability Maturity Model Integration (CMMI)ISO 9000
Do not use a formal process methodology
“Please select the methodology that most closely reflectsthe development process you are currently using.”
(select only one)
10.9%6.0%
3.8%3.4%
2.9%2.1%1.8%1.6%1.3%
0.9%0.3%
0.2%0.2%
16.3%2.7%
1.6%8.4%
2.5%2.5%
30.6%
Agile, 35%
Iterative, 21%
Waterfall, 13%
Base: 1,298 IT professionalsSource: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009
EFFICACE
LA TAILLE COMPTE
COMPANY
RÉSULTATS
0 % 22.500 % 45.000 % 67.500 % 90.000 %
Amélioration de la productivité
Réduction des bugs
Mise en production plus rapide
Coût réduit
Amélioration perçue suite à l’implémentation de Scrum
SATISFACTION
Melnik/Maurer 2005
COMPANY
POURQUOI?
COMPANY
C’EST HUMAIN
COMPANY
Organisation personelleCerveauTODOS
Avez vous déjà essayé de visualiser un projet de plusieurs mois?
Mariage
Construction
Année scolaire
Voyage
Carrière
COMPANY
Organisation personelleCerveauTODOS
Avez vous déjà essayé de visualiser un projet de plusieurs mois?
Mariage
Construction
Année scolaire
Voyage
Carrière
COMPANY
Organisation personelleCerveauTODOS
Avez vous déjà essayé de visualiser un projet de plusieurs mois?
Mariage
Construction
Année scolaire Unités temporelles du cerveau:- Heure- Jour- Semaine- Mois
Voyage
Carrière
COMPANYC’EST SOCIÉTAL
LOCKE & LATHAM
But spécifique
Engagement
Feedback
Obstacles
Taches & stories
Equipe & sprint
Review & Retrospective
Auto gestion & Scrum Master
COMPANY
C’EST GÉNÉRATIONNEL
DEUX PARADIGMES
1960 - 1979 1980 - 1999
DEUX PARADIGMES
1960 - 1979 1980 - 1999
DEUX PARADIGMES
1960 - 1979 1980 - 1999
DEUX PARADIGMES
1960 - 1979 1980 - 1999
DEUX PARADIGMES
1960 - 1979 1980 - 1999
DEUX PARADIGMES
1960 - 1979 1980 - 1999
DEUX PARADIGMES
1960 - 1979 1980 - 1999
DEUX PARADIGMES
1960 - 1979 1980 - 1999
DEUX PARADIGMES
1960 - 1979 1980 - 1999
DEUX PARADIGMES
1960 - 1979 1980 - 1999
DEUX PARADIGMES
1960 - 1979 1980 - 1999
UNE IMPLÉMENTATION
CONTEXTE•Société de dev WEB
•1 client principal
•7 développeurs
•Reduction de 2 à 1 analyste
LES ÉTAPES1.Meeting quotidien
2.Scrum avec découpage par directeur de produit
3.Scrum avec découpage par équipe
4.Apprentissage des métriques et auto gestion
LES ÉTAPES1.Meeting quotidien
2.Scrum avec découpage par directeur de produit
3.Scrum avec découpage par équipe
4.Apprentissage des métriques et auto gestion
Social Scrum
Social ScrumPragmatic Scrum
Pure Scrum
LES ÉTAPES
LES RÔLES
LES RÔLES
LES OUTILS
Post its
Tableur
Cartes à jouer
Courage
LES RÉSULTATS• Gain de productivité
• Gain de qualité
• Meilleur flexibilité pour le client
• Motivation de l’équipe
DIFFICULTÉS
• Sprint(s) raté(s)
• Information permanente
• «Stick to the rule»
• Les horaires
• L’incertitude
...AVOIR LA FOI
POUR RÉUSSIR...
QUELQUES RÉFÉRENCES
➡The Machine That Changed the World: The Story of Lean Production - WOMACK
➡The Mythical Man Month and Other Essays on Software Engineering - BROOKS
➡Agile Retrospectives: Making Good Teams Great - DERBY
➡Scrum : le guide pratique de la méthode agile la plus populaire - AUBRY
➡Scrum and XP from the Trenches - KNIBERG (free on web)
➡3 Scrum Types <http://yusufarslan.net/3-scrum-types> - Yusuf Arslan
![Comparing Communication Effort within the Scrum, Scrum with Kanban… · three agile processes (XP, Scrum, Scrum with Kanban) and in an unstructured process. [Method]: We designed](https://img.pdfslide.fr/doc/110x75/60421a0d8961701f3d24c0f6/comparing-communication-eiort-within-the-scrum-scrum-with-three-agile-processes.jpg?t=1685623070)
