Your SlideShare is downloading. ×
Generali   Agile Tour Luxembourg 2009   En
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Generali Agile Tour Luxembourg 2009 En

422
views

Published on

Agile Tour Luxemburg 2009, the Presentation by Yann Gennsolen …

Agile Tour Luxemburg 2009, the Presentation by Yann Gennsolen
" Get onboard with Scrum..."

Scrum at Generali

Published in: Business, Technology

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
422
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
6
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Get onboard with SCRUM… Yann GENSOLLEN GENERALI – Direction INTERNET
  • 2. Why Generali chose Scrum for Project Management ? ‘agile’ methodologies support Project Management They are used in software development to :  Maximize customer’s involvement thus enabling a very good reactivity to meet his requirement  Be more pragmatic than with traditional methodologies  Completely meet the customer’s requirements
  • 3. Why Generali chose Scrum for Project Management ? The context in which Generali’s management chose Scrum :  Deliver a first release its on-line insurance web site ‘www.generali.fr’ 5 month after kick-off  High benefit and stake project  Strong support from Managing staff  Very active sponsor  Very short deadlines  Adopt a new methodology that enable to :  Meet the short timeframes to have the first web site release operational  Be able to bring subsequent web site enhancements with very short development cycles
  • 4. Well-identified roles within each project Scrum team Product Owner Scrummaster Maitrise d’œuvre Maitrise d’ouvrage
  • 5. Well-identified roles within each project Product Owner = ship owner  Define destination and content of each software release  May refine requirements for each new release Scrummaster = captain  Like the ship’s captain, the scrummaster is the only master on board  His role is to protect his team against project scope between each release  He has to alert and take full responsibility to start a new release if requirements defined by the Product Owner can not be met Project release = stopovers  After each release, ‘sprint reviews’ give the team the opportunity to show work results to the Product Owner  Product owner may refine his requirements according to what has been temporarily done, and eventually add new items depending on external events.
  • 6. Scrum methodology benefits Advantages Focus the whole team on real developments with short cycles, Scrum :  Improves team productivity, compared to previous ‘less flexible’ methodologies  Center processes on individuals and their creativity, improves team interactions where previous V-cycle methodologies would have required more documentation and project management efforts without necessarily showing the real project progress status  Brings the customer back in the core processes by enabling a product refinement after each ‘sprint’ release Additionally, each ‘sprint cycle’ enables to measure team performance and efficiency (number of points collected during each ‘sprint’ cycle) and calculate in a more accurate the real project status
  • 7. Lessons learnt on Generali’s experience Relationships within the team  Better communication and understanding within the team, improved transparency on individuals difficulties, confidence and team involvement Project management  Improves project prioritization and flexibility  Responsibilities and task sharing improvement,  Ease project reporting and decision making  Better project completion visibility through ‘sprint’ reviews  Cost efficiency control through functional adjustments Developments and deadlines  Features optimization, developments accuracy, shorten life-cycles  Capitalization / Optimization of the product after each ‘sprint’ Project visibility  Good management and other actors reporting and visibility through ‘sprint’ reviews  Emphasize team individuals
  • 8. Lessons learnt : recommendations After 1,5 year of exposure of the Scrum methodology, main recommandations are :  Methodology implementation requires full support from operational users and IT management  A very well prepared sprint 0 review (startup and preparation phase)  Requires to have a full product backlog for the first release  Implement a continuous integration and testing automation  Name a person in charge of the project follow-up  Start methodology implementation on project with limited impacts on others  Important not to forget the associated documentation (specifications update during the full life- cycle, WIKI for technical aspects)

×