ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
1
Scrumday 2014 - Eurodisney
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
2
"Les personnages de ce
film sont fictifs et toute
ressemblance avec des
p...
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
3
Ma petite entreprise
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
4
Mon équipe est une super
équipe
Nous
utilisons
des
techniques
agiles
5
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
scrum
kanban
TDD
pair
programmi
test...
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
6
Cash flows
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
7
Avons de + en + de clients
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
8
+ d’équipes
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
9
Nous
sommes
globaux
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
10
Mais je ne
suis pas
heureux
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
11
Mon équipe est
très
professionnelle
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
12
Bugs
sont
fixés
Our Product is a bloody standard now!
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
13
Not happyScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
14
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
15
Je voudrai avoir les mêmes
interactions avec tout mes
clients comment av...
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
16
Je veux que mes clients
soient exités d’attendre nos
réunions d’estimati...
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
17
Je veux que mes clients me
téléphone tout le temps
pour avoir une nouvel...
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
18
Je veux que mes équipes
sachent ce qu’elles font, pour
qui et pourquoi.
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
19
Je pense
qu’il a la
réponse
Ask Q
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
20
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
21
Intensité
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
22
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
23
LA “JAMES BOND MOVIE PATTERN
Me?
pierre@wecompany.me
@elpedomajor
Tel. +352/661 SCRUMS 24
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
The James Bond Movie Pattern
• Pour que tous nos développements racontent
une histoire exitante pour livrer des solutions ...
JBM Pattern appliquée à un projet
Idée
• vision
Roadmap
• Product
Backlogs
• Thèmes
Sprints
• S1: Boom
• S2: Yeah
• S3: Ye...
Implications
Sprints
Juste équilibre entre
fonctionnalités et
dette technique
Les revues sont
uniquement
fonctionnelles
Av...
JBM Pattern appliquée à un programme
Idée
• vision
Roadmap
• Product
Backlogs
• Thèmes
Releases
• R1: Boom
• R2: Yeah
• R3...
Theme 1
Epic 1
US 1 Us n
Epic 2
US
Feature
1
Theme 2
Epic 1
Us 2 Us 3 Us 4
US1 Epic 2
Us 1 Us 2 Us 3 Us 4
Feature
2
ScrumD...
BAPOPO/BAPOPO/BAPOPMO
Portfolio
Backlog
Project /
Product 1
Release 1
Sprint 1
Sprint 2
Sprint n
Release 2
Sprint 1
Sprint...
Projet
10
Projet
11
Projet
8
Projet
9
Projet
10
Projet
11
Projet
6
Projet
7
Projet
8
Projet
9
Projet
10
Projet
11
Projet
4...
JBM Pattern appliquée à une organisation
1. Quelle est l’histoire de votre organisation?
2. Connaissez-vous votre audience...
True North & A3 Thinking
 Si nous ne savons pas où nous allons, nous n'y
arriverons jamais ...
True North
Strategy A3 Str...
1st Level Policy Deployment
X Reduce signal to material receipt X
X Reduce material receipt to assembly complete lead time...
Global Strategic Deployment
Corp.
Division
Function
VOB
LOB
VOC
Business
Processes
# 1
# 2
# 3
# …
LOB LOB LOB
VOP
Functio...
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
36
Alignment, Synchronization and
Cadence
37
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
37
Les causes principales des échecs
des développement sont....
La communication ... La motivation
...
ScrumDay 2014 │ © Pier...
Sortez de la matrice
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
39
Credits
• Avatars générés par
http://www.bitstrips.com/
• Picture for Q: Adam StJohn Lawrence and
Markus Edgar Hormess fro...
Questions?
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
41
Merci!
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
Pierre E. Neis, pierreneis@gmail.com – Tel +352 / 661 SCRUMS
42
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
43
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ScrumDay France 2014 - My product is a james bond movie - The James Bond Movie Pattern

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Published on

Conférence française de MPJBM et introduction de la Pattern JBM.
(english version coming soon)

ScrumDay France 2014 - My product is a james bond movie - The James Bond Movie Pattern

  1. 1. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 1 Scrumday 2014 - Eurodisney
  2. 2. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 2 "Les personnages de ce film sont fictifs et toute ressemblance avec des personnes vivantes ou décédées serait que pure coïncidence."
  3. 3. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 3 Ma petite entreprise
  4. 4. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 4 Mon équipe est une super équipe
  5. 5. Nous utilisons des techniques agiles 5 ScrumDay 2014 │ © Pierre E. Neis │wecompany.me scrum kanban TDD pair programmi test automation Iteration On site customer retrospective
  6. 6. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 6 Cash flows
  7. 7. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 7 Avons de + en + de clients
  8. 8. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 8 + d’équipes
  9. 9. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 9 Nous sommes globaux
  10. 10. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 10 Mais je ne suis pas heureux
  11. 11. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 11 Mon équipe est très professionnelle
  12. 12. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 12 Bugs sont fixés
  13. 13. Our Product is a bloody standard now! ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 13
  14. 14. Not happyScrumDay 2014 │ © Pierre E. Neis │wecompany.me 14
  15. 15. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 15 Je voudrai avoir les mêmes interactions avec tout mes clients comment avant.
  16. 16. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 16 Je veux que mes clients soient exités d’attendre nos réunions d’estimation et nos revues.
  17. 17. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 17 Je veux que mes clients me téléphone tout le temps pour avoir une nouvelle fonctionnalité.
  18. 18. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 18 Je veux que mes équipes sachent ce qu’elles font, pour qui et pourquoi.
  19. 19. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 19 Je pense qu’il a la réponse
  20. 20. Ask Q ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 20
  21. 21. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 21
  22. 22. Intensité ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 22
  23. 23. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 23 LA “JAMES BOND MOVIE PATTERN
  24. 24. Me? pierre@wecompany.me @elpedomajor Tel. +352/661 SCRUMS 24 ScrumDay 2014 │ © Pierre E. Neis │wecompany.me
  25. 25. The James Bond Movie Pattern • Pour que tous nos développements racontent une histoire exitante pour livrer des solutions que nos utilisateurs adoreront. • Élaborez un scenario de livraison en plusieurs chapitres et mettez-y une intension et une intensité qui fasse Boom-Yeah-Yeah-Boom. • Cette feuille de route pourra être révisée en fonction des interactions extérieures mais toujours cohérente et faisant sens pour tous. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 25
  26. 26. JBM Pattern appliquée à un projet Idée • vision Roadmap • Product Backlogs • Thèmes Sprints • S1: Boom • S2: Yeah • S3: Yeah • S4: Yeah • S5: Boom ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 26
  27. 27. Implications Sprints Juste équilibre entre fonctionnalités et dette technique Les revues sont uniquement fonctionnelles Avoir une histoire à raconter Product Backlog Pas d’utilisateurs  risque de ne pas être orienté client Taille du backlog fixe réduit l’intensité Prioriser en fonction de l’histoire à raconter Dynamique Le PBL devra décroitre pour augmenter la “Power of Achievement” Arrêter les démos commencer les revues ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 27
  28. 28. JBM Pattern appliquée à un programme Idée • vision Roadmap • Product Backlogs • Thèmes Releases • R1: Boom • R2: Yeah • R3: Yeah • R4: Yeah • R5: Boom ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 28
  29. 29. Theme 1 Epic 1 US 1 Us n Epic 2 US Feature 1 Theme 2 Epic 1 Us 2 Us 3 Us 4 US1 Epic 2 Us 1 Us 2 Us 3 Us 4 Feature 2 ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 29
  30. 30. BAPOPO/BAPOPO/BAPOPMO Portfolio Backlog Project / Product 1 Release 1 Sprint 1 Sprint 2 Sprint n Release 2 Sprint 1 Sprint 2 Sprint n Release n Sprint 1 Sprint 2 Sprint n Project / Product 1 Release 1 Release 2 Release n
  31. 31. Projet 10 Projet 11 Projet 8 Projet 9 Projet 10 Projet 11 Projet 6 Projet 7 Projet 8 Projet 9 Projet 10 Projet 11 Projet 4 Projet 5 Projet 6 Projet 7 Projet 8 Projet 9 Projet 10 Projet 11 06/1212/11 1 6 72 3 4 5 Projet 3 Projet 4 Projet 5 Projet 6 Projet 7 Projet 8 Projet 9 Projet 10 Projet 11 Projet 2 Projet 1 Aux points ❶❷❸❹❺❻ Nous mesurons les écarts entre Estimation idéale et Mesure du Delivery pour savoir si le projet respecte son engagement en terme de Time-to-market Projet 11 ? ? ? ? ? ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 31
  32. 32. JBM Pattern appliquée à une organisation 1. Quelle est l’histoire de votre organisation? 2. Connaissez-vous votre audience? 3. Est-ce que tous connaissent cette histoire? 1. Les employés? 2. Les clients? 3. Les sous-traitants? ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 32
  33. 33. True North & A3 Thinking  Si nous ne savons pas où nous allons, nous n'y arriverons jamais ... True North Strategy A3 Strategy A3 Strategy A3 Baby A3 Baby A3 Baby A3
  34. 34. 1st Level Policy Deployment X Reduce signal to material receipt X X Reduce material receipt to assembly complete lead time X X X Direct material cost X X X Acq rate effectiveness X Reducetimetomarketby3months Reducematerialcostby7% Supplierlead-timesto10.5monthsorless(1.5monthreduction) Reduceto13daysorless(0.5monthreduction) 1%reduction 6%reduction Strategies to Achieve Objectives - "How" Annual Breakthrough Objectives - "What" Deliverables & Measures - "How much" 1st Level Policy Deployment X Reduce signal to material receipt X X Reduce material receipt to assembly complete lead time X X X Direct material cost X X X Acq rate effectiveness X Reducetimetomarketby3months Reducematerialcostby7% Supplierlead-timesto10.5monthsorless(1.5monthreduction) Reduceto13daysorless(0.5monthreduction) 1%reduction 6%reduction Strategies to Achieve Objectives - "How" Annual Breakthrough Objectives - "What" Deliverables & Measures - "How much" 1st Level Policy Deployment X Reduce signal to material receipt X X Reduce material receipt to assembly complete lead time X X X Direct material cost X X X Acq rate effectiveness X Reducetimetomarketby3months Reducematerialcostby7% Supplierlead-timesto10.5monthsorless(1.5monthreduction) Reduceto13daysorless(0.5monthreduction) 1%reduction 6%reduction Strategies to Achieve Objectives - "How" Annual Breakthrough Objectives - "What" Deliverables & Measures - "How much" 1st Level Policy Deployment X Reduce signal to material receipt X X Reduce material receipt to assembly complete lead time X X X Direct material cost X X X Acq rate effectiveness X Reducetimetomarketby3months Reducematerialcostby7% Supplierlead-timesto10.5monthsorless(1.5monthreduction) Reduceto13daysorless(0.5monthreduction) 1%reduction 6%reduction Strategies to Achieve Objectives - "How" Annual Breakthrough Objectives - "What" Deliverables & Measures - "How much" 1st Level Policy Deployment X Reduce signal to material receipt X X Reduce material receipt to assembly complete lead time X X X Direct material cost X X X Acq rate effectiveness X Reducetimetomarketby3months Reducematerialcostby7% Supplierlead-timesto10.5monthsorless(1.5monthreduction) Reduceto13daysorless(0.5monthreduction) 1%reduction 6%reduction Strategies to Achieve Objectives - "How" Annual Breakthrough Objectives - "What" Deliverables & Measures - "How much" 1st Level Policy Deployment X Reduce signal to material receipt X X Reduce material receipt to assembly complete lead time X X X Direct material cost X X X Acq rate effectiveness X Reducetimetomarketby3months Reducematerialcostby7% Supplierlead-timesto10.5monthsorless(1.5monthreduction) Reduceto13daysorless(0.5monthreduction) 1%reduction 6%reduction Strategies to Achieve Objectives - "How" Annual Breakthrough Objectives - "What" Deliverables & Measures - "How much" 1st Level Policy Deployment X Reduce signal to material receipt X X Reduce material receipt to assembly complete lead time X X X Direct material cost X X X Acq rate effectiveness X Reducetimetomarketby3months Reducematerialcostby7% Supplierlead-timesto10.5monthsorless(1.5monthreduction) Reduceto13daysorless(0.5monthreduction) 1%reduction 6%reduction Strategies to Achieve Objectives - "How" Annual Breakthrough Objectives - "What" Deliverables & Measures - "How much" 1st Level Policy Deployment X Reduce signal to material receipt X 1 2 X Reduce material receipt to assembly complete lead time X 2 1 2 2 X X Direct material cost X 1 X X Acq rate effectiveness X 1 Reducetimetomarketby3months Reducematerialcostby7% Supplierlead-timesto10.5monthsorless(1.5monthreduction) Reduceto13daysorless(0.5monthreduction) 1%reduction 6%reduction GregB Todd JimP JimH Herb Deb MikeE 6/1/2004 (OIF) Resources - "Who" 31-Dec-04 G = On Time 1 Primary Responsibility 31-Dec-04 Y = Slipping 2 Secondary Responsibility 31-Dec-04 R = Late Strategies to Achieve Objectives - "How" Annual Breakthrough Objectives - "What" Deliverables & Measures - "How much" Timeline - "When" 1st Level Policy Deployment X Reduce signal to material receipt X 1 2 X Reduce material receipt to assembly complete lead time X 2 1 2 2 X X Direct material cost X 1 X X Acq rate effectiveness X 1 Reducetimetomarketby3months Reducematerialcostby7% Supplierlead-timesto10.5monthsorless(1.5monthreduction) Reduceto13daysorless(0.5monthreduction) 1%reduction 6%reduction GregB Todd JimP JimH Herb Deb MikeE 6/1/2004 (OIF) Resources - "Who" 31-Dec-04 G = On Time 1 Primary Responsibility 31-Dec-04 Y = Slipping 2 Secondary Responsibility 31-Dec-04 R = Late Strategies to Achieve Objectives - "How" Annual Breakthrough Objectives - "What" Deliverables & Measures - "How much" Timeline - "When" 1st Level Policy Deployment X Reduce signal to material receipt X 1 2 X Reduce material receipt to assembly complete lead time X 2 1 2 2 X X Direct material cost X 1 X X Acq rate effectiveness X 1 Reducetimetomarketby3months Reducematerialcostby7% Supplierlead-timesto10.5monthsorless(1.5monthreduction) Reduceto13daysorless(0.5monthreduction) 1%reduction 6%reduction GregB Todd JimP JimH Herb Deb MikeE 6/1/2004 (OIF) Resources - "Who" 31-Dec-04 G = On Time 1 Primary Responsibility 31-Dec-04 Y = Slipping 2 Secondary Responsibility 31-Dec-04 R = Late Strategies to Achieve Objectives - "How" Annual Breakthrough Objectives - "What" Deliverables & Measures - "How much" Timeline - "When" 1st Level Policy Deployment X Reduce signal to material receipt X 1 2 X Reduce material receipt to assembly complete lead time X 2 1 2 2 X X Direct material cost X 1 X X Acq rate effectiveness X 1 Reducetimetomarketby3months Reducematerialcostby7% Supplierlead-timesto10.5monthsorless(1.5monthreduction) Reduceto13daysorless(0.5monthreduction) 1%reduction 6%reduction GregB Todd JimP JimH Herb Deb MikeE 6/1/2004 (OIF) Resources - "Who" 31-Dec-04 G = On Time 1 Primary Responsibility 31-Dec-04 Y = Slipping 2 Secondary Responsibility 31-Dec-04 R = Late Strategies to Achieve Objectives - "How" Annual Breakthrough Objectives - "What" Deliverables & Measures - "How much" Timeline - "When" Catch Ball Catch Ball Catch Ball VP of Sales Salesman Purchasing Manager Buyer Supply chain Shipping Operator Vice President Ops Plant Manager Production Manager Teamleader
  35. 35. Global Strategic Deployment Corp. Division Function VOB LOB VOC Business Processes # 1 # 2 # 3 # … LOB LOB LOB VOP Functional Execution Strategic Execution VOC: voice of the customer – VOB: voice of the business – VOP: voice of the performers – LOB: line of business
  36. 36. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 36
  37. 37. Alignment, Synchronization and Cadence 37 ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 37
  38. 38. Les causes principales des échecs des développement sont.... La communication ... La motivation ... ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 38
  39. 39. Sortez de la matrice ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 39
  40. 40. Credits • Avatars générés par http://www.bitstrips.com/ • Picture for Q: Adam StJohn Lawrence and Markus Edgar Hormess from http://www.workplayexperience.com • http://scaledagileframework.com/ • Hoshin Kanri from Frederick Portal ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 40
  41. 41. Questions? ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 41
  42. 42. Merci! ScrumDay 2014 │ © Pierre E. Neis │wecompany.me Pierre E. Neis, pierreneis@gmail.com – Tel +352 / 661 SCRUMS 42
  43. 43. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 43
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