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

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Conférence française de MPJBM et introduction de la Pattern JBM. …

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


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  • 1. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 1 Scrumday 2014 - Eurodisney
  • 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. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 3 Ma petite entreprise
  • 4. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 4 Mon équipe est une super équipe
  • 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. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 6 Cash flows
  • 7. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 7 Avons de + en + de clients
  • 8. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 8 + d’équipes
  • 9. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 9 Nous sommes globaux
  • 10. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 10 Mais je ne suis pas heureux
  • 11. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 11 Mon équipe est très professionnelle
  • 12. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 12 Bugs sont fixés
  • 13. Our Product is a bloody standard now! ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 13
  • 14. Not happyScrumDay 2014 │ © Pierre E. Neis │wecompany.me 14
  • 15. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 15 Je voudrai avoir les mêmes interactions avec tout mes clients comment avant.
  • 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. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 17 Je veux que mes clients me téléphone tout le temps pour avoir une nouvelle fonctionnalité.
  • 18. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 18 Je veux que mes équipes sachent ce qu’elles font, pour qui et pourquoi.
  • 19. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 19 Je pense qu’il a la réponse
  • 20. Ask Q ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 20
  • 21. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 21
  • 22. Intensité ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 22
  • 23. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 23 LA “JAMES BOND MOVIE PATTERN
  • 24. Me? pierre@wecompany.me @elpedomajor Tel. +352/661 SCRUMS 24 ScrumDay 2014 │ © Pierre E. Neis │wecompany.me
  • 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 36
  • 37. Alignment, Synchronization and Cadence 37 ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 37
  • 38. Les causes principales des échecs des développement sont.... La communication ... La motivation ... ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 38
  • 39. Sortez de la matrice ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 39
  • 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. Questions? ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 41
  • 42. Merci! ScrumDay 2014 │ © Pierre E. Neis │wecompany.me Pierre E. Neis, pierreneis@gmail.com – Tel +352 / 661 SCRUMS 42
  • 43. ScrumDay 2014 │ © Pierre E. Neis │wecompany.me 43