L'entreprise agile

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Présentation du petit déjeuner sur l'entreprise Agile de Genève du 4 décembre 2013

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L'entreprise agile

  1. 1. Vers l’entreprise Agile Petit déjeuner OCTO Technology 1 © OCTO 2013
  2. 2. Joseph Glorieux Directeur général OCTO Suisse jglorieux@octo.com 2 © OCTO 2013 Hervé Lourdin Lean-Agile Senior Consultant Leader practice méthodologie hlourdin@octo.com
  3. 3. Sommaire : Une entreprise Agile? Pilier 1 : l’ingénierie Pilier 2 : le process Pilier 3 : l’organisation Pilier 4 : le product management Comment y aller? Conclusion 3 © OCTO 2013
  4. 4. Inspect, adapt 4 © OCTO 2013
  5. 5. 5 © OCTO 2013
  6. 6. L’entreprise Agile? 6 © OCTO 2013
  7. 7. « Entreprise qui accepte le changement et s’améliore en continue » 7 © OCTO 2013
  8. 8. Pour qui? L’informatique est le produit de mon entreprise L’informatique est clé pour mon entreprise et constitue un facteur de différentiation L’informatique est une commodité 8 © OCTO 2013
  9. 9. A vous de trouver votre équilibre 9 © OCTO 2013
  10. 10. 4 piliers à (re-)construire Ingénierie logicielle 10 © OCTO 2013 Processus Organisation Product Management
  11. 11. Pilier 1 : l’ingénierie logicielle 11 © OCTO 2013
  12. 12. 12 © OCTO 2013
  13. 13. Tests automatisés 13 © OCTO 2013
  14. 14. Intégration continue 14 © OCTO 2013
  15. 15. Compétence, polyvalence, apprentissage 15 © OCTO 2013
  16. 16. Sans fondamentaux  implosion 16 © OCTO 2013
  17. 17. Pilier 2 : le processus 17 © OCTO 2013
  18. 18. Scrum, Kanban, FDD, Crystal, DSDM ? 18 © OCTO 2013
  19. 19. Source : http://blog.thetus.com/2013/08/15/why-we-scrum-now/ 19 © OCTO 2013
  20. 20. 20 © OCTO 2013
  21. 21. Notre avis (subjectif) Scrum Coquille méthodologique simple et efficace Facile à apprendre Très adapté pour du projet court (3 < x < 12 mois) Kanban A déconseiller pour une première expérimentation Idéal pour la gestion de produit déjà en production Idéal pour des services en mode “gestion de demandes” 21 © OCTO 2013
  22. 22. And for my Entreprise Agile framework ? 22 © OCTO 2013
  23. 23. Quel framework Agile pour l’entreprise LeSS : Large Scale Scrum DaD : Disciplined Agile Delivery SAFe : Scaled Agile Framework 23 © OCTO 2013
  24. 24. LeSS: Large Scale Scrum Craig Larman & Bas Vodde Deux tomes: “Thinking tools” pratiques et outils Parmis les premiers à avoir évoqué le concept de feature teams vs component team en agile 24 © OCTO 2013
  25. 25. LeSS : Large Scale Scrum 25 © OCTO 2013
  26. 26. DAD: Disciplined Agile Delivery Scott Ambler “An agile process decision framework for the enterprise” Méthode formalisée par IBM Héritage RUP encore là Bon corpus pour gérer en Agile de gros projets 26 © OCTO 2013
  27. 27. DaD : Disciplined Agile Delivery 27 © OCTO 2013
  28. 28. SAFe: Scaled Agile Framwork Dean Leffingwell Comme les autres, vision aggrégée Agile et Lean Big picture plus globale et simple à s’approprier Devient une école avec certification à la clé… Permet de se poser les bonnes questions 28 © OCTO 2013
  29. 29. SAFe: Scaled Agile Framework 29 © OCTO 2013
  30. 30. Looks familiar? Portfolio Program Project 30 © OCTO 2013
  31. 31. SAFe Scaled Agile Framework PORFOLIO Level Major investments for the year level PRODUCT Level Roadmap / Release level TEAM Level User-stories level 31 © OCTO 2013
  32. 32. TEAM LEVEL 32 © OCTO 2013
  33. 33. PRODUCT LEVEL 33 © OCTO 2013
  34. 34. 34 © OCTO 2013
  35. 35. 35 © OCTO 2013
  36. 36. APRIL MAY JUNE LATER 36 © OCTO 2013
  37. 37. PORTFOLIO LEVEL 37 © OCTO 2013
  38. 38. PORTFOLIO MANAGEMENT FLOW ∞ Propositions 4 10 Queue Analysis 6 Implementation Usual Roadmap review 38 © OCTO 2013
  39. 39. With Great Powers comes Great Responsibilities… 39 © OCTO 2013
  40. 40. Pilier 3 : l’organisation 40 © OCTO 2013
  41. 41. Petites équipes 41 © OCTO 2013
  42. 42. Quelle taille pour mon équipe ? 42 © OCTO 2013
  43. 43. Magnified Accountability (* by J. Fried from 37Signals about Google) 43 © OCTO 2013
  44. 44. AUTONOMOUS AND ACCOUNTABLE TEAMS 44 © OCTO 2013
  45. 45. Component Teams Team A Component A Front Office Team B Component B Exchanges Team C FEATURE 1 Component C Back Office Team D Component D Batches FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 45 © OCTO 2013
  46. 46. Component Teams Team A Component A Front Office Team B Component B Exchanges Team C FEATURE 1 Component C Back Office Team D Component D Batches FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 46 © OCTO 2013
  47. 47. Component Teams Team A Component A Front Office Team B Component B Exchanges Team C FEATURE 1 Component C Back Office Team D Component D Batchs FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 47 © OCTO 2013
  48. 48. Component Teams Team A Component A Front Office Team B Component B Exchanges Team C FEATURE 1 Component C Back Office Team D Component D Batchs FEATURE 2 FEATURE 3 FEATURE 4 FEATURE 5 FEATURE 6 FEATURE 7 FEATURE 8 FEATURE 9 FEATURE 10 48 © OCTO 2013
  49. 49. Component Teams Pros High level of expertise on the component Good when you start from scratch Good SLA keepers Cons Encourage code ownership to a limited amount of people Not good for shared knowledge Create strong team dependencies and capacity planning puzzles Reduce the overall pace of the teams to slowest, most solicited, ones 49 © OCTO 2013
  50. 50. Feature Team 50 © OCTO 2013
  51. 51. Feature Teams FEATURE 1 FEATURE 4 Tabac Team Component A Telco Team Component B Presse Team Component C Demat. Team Component D FEATURE 5 FEATURE 3 FEATURE 6 FEATURE 8 FEATURE 9 FEATURE 2 FEATURE 7 51 © OCTO 2013
  52. 52. Community of Practice 52 © OCTO 2013
  53. 53. Component Teams, are they bad for organization ? Source : Agile Software Requirement, D. Leffingwell 53 © OCTO 2013
  54. 54. Autonomous & Accountable Teams Autonomous, organized around user-centered functionality Delivering end-to-end user value, operating with user stories to speed up time-to-market Community of practices Community of practices Small family of people working within the same general competency area (architecture, front dev., etc.) Working across different feature teams May elect a leader/facilitator 54 © OCTO 2013 Feature team Feature team Component team Organized around a specific component of the system Operating primarily with technical stories Re-use, economies of scale but may become a risk on TTM
  55. 55. Pilier 4 : le product management 55 © OCTO 2013
  56. 56. Do the product right 56 © OCTO 2013
  57. 57. Do the right product 57 © OCTO 2013
  58. 58. Learning Fast Build Learn 58 © OCTO 2013 Measure
  59. 59. Simultaneously discover the customers and the product 59 © OCTO 2013 Product Client
  60. 60. Simultaneously discover the customers employees and the product 60 © OCTO 2013 Product Client
  61. 61. Learning Fast Build Idea Product Learn Measure Data 61 © OCTO 2013
  62. 62. Check qualitatively Validate quantitatively 62 © OCTO 2013
  63. 63. 63 © OCTO 2013
  64. 64. Commencer par un diagnostic 64 © OCTO 2013
  65. 65. Executive involvement & support required 65 © OCTO 2013
  66. 66. Ready for that ? 66 © OCTO 2013
  67. 67. Sense of urgency Sense of urgency 67 © OCTO 2013
  68. 68. Create a team handling this change 68 © OCTO 2013
  69. 69. Avoid Big Bang 69 © OCTO 2013
  70. 70. 70 © OCTO 2013
  71. 71. Top/Down AND Bottom/Up Coaching With the managers With the teams on the field 71 © OCTO 2013
  72. 72. One change : Speed up the pace The first and only change we did at the beginning of the project was to release twice a month instead of once 72 © OCTO 2013
  73. 73. Talented people required 73 © OCTO 2013
  74. 74. 74 © OCTO 2013
  75. 75. “If you pay peanuts, you get monkeys…” 75 © OCTO 2013
  76. 76. Conclusion Pour conclure La culture le 5ème pilier 76 © OCTO 2013
  77. 77. Autonomie vs command and control 77 © OCTO 2013
  78. 78. Casser les silos 78 © OCTO 2013
  79. 79. Le dilemme du prisonnier : le coût de la coopération 79 © OCTO 2013
  80. 80. 80 © OCTO 2013
  81. 81. The big picture / take away / offre OCTO Product Discovery C H A N G E M G N T 81 © OCTO 2013 « Do the right product » Product Delivery « Do the product right » • • • • Customer Discovery Product Market Fit MVP Cadrage 360° • • • • Scrum / XP MOA Agile Lean UX DevOps • Technical leadership Product Craftmanship • Continuous « Build high-quality Integration product » • TDD
  82. 82. 82 © OCTO 2013

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