Its mf presentation-dynamiques-agiles-v1.1a


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Presentation "Dynamiques Agiles" effectuée au lancement d'un groupe de travail ITSMf sur l'agilité

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Its mf presentation-dynamiques-agiles-v1.1a

  1. 1. Dynamiques Agiles« Réinventons notre satisfaction ! »Laurent SARRAZINConsultant (Simplexeo)& Responsable du Centre Agile de la DSI de SGCIB 1 1
  2. 2. Speaker Agilitateur Laurent SARRAZIN Speaker 2012 Bio ISTMF Tunisia, March 15 Diplômé de l’Université de Paris-Orsay, Laurent Sarrazin French Scrum Day , March 27 exerce depuis 18 ans dans le secteur du développement ADELI, “Innovation Games”, June informatique de la banque d’investissement, exigeant en terme de leadership, gourmand en méthodologies et 2011 technologies de pointe. ITSMf Day, Nov 2011 (3 conferences) ITSMf Assemblée Générale, June 2011 Son parcours est marqué par la mise en œuvre de Paris Scrum Night, Oct 2011 (Innovation Games) méthodes agiles (SCRUM, XP, FDD, ..) à grande échelle Xebia Seminar, June 2011 interculturelle. 3 années dans la Silicon Valley Indienne ADELI, “Autour d’un Verre”, April 4 de Bangalore lui ont permis de développer une Scrum Days, Paris, March 31 expérience authentique. Valtech Days, March 17, Cercle Agile, March 8 A son retour au siège, Laurent a créé et dirige un 2010 Master HEC / SupTelecom / Mines – 2009, 2010, 2011 service d’accompagnement/coaching des équipes dans ITSMF Day, Paris, Oct 2010 la mise en œuvre et l’amélioration continue de solutions eSCM Annual Conference, Paris, Nov 2010 offshores agiles. KeyWords Current Projects Investment Banking Simplexeo ( To Succeed with Simplexity. Captive Offshoring A blend of agile value, lean principles, radical management Massive Agile Transformation, to transform our organizations, toward people delight ... Scrumshore ( Agility , Lean, Collective Intelligence applied to Smart Offshoring 2 2
  3. 3. Why ? (Do we foster agility) 3 3
  4. 4. Something you might know ? 4 4
  5. 5. What is Agility The most visible “Trick” End Client Deligthed clients Client ValueThe Agile WayDeliver Fast Client-ValueClient-Value = Piece of software(ie not the doc ..) Priority #01 :Time To Market (Pull by demand)Just In Time Delight the Client (cf Stephen DENNING, Leader’s Guide to Radical Management) 5 5
  6. 6. Why do we foster agility ? “IT is expensive” “IT is heavy-process oriented” 6 6
  7. 7. The CHAOS …The Standish Groups report, "CHAOS Summary 2009,“ We are not alone in this chaos … 7
  8. 8. Root Cause ? Majorclient Pain-points distance Lack of Time To Market Weak Requirements Evolution Mgt Tunnels rather than Transparency Budget Overun Timeline Exceeded Quality Issues Production InstabilityIllusion of Value delivered Illusion of Control Scope only from here Sounds familiar ?? Watermelon indicators 8 8
  9. 9. Chaos History  Agile Manifest User Involvement Realistic Expectations Clear Statement on Requirements Proper Planning Competent Staff Executive Sponsorship 9
  10. 10. The most visible “Agile Trick” (1/2)Classic Project Mgt Agile Way Waterfall Model Deliver Fast Value Tunnel Time To Market Illusion of Progress Just In Time  Pull By Demand Days / Weeks Months Distance &client Illusion Simple & Clear ? 10 10
  11. 11. The most visible “Agile Trick” (2/2) Long Tunnel Big Chunk of Work We Slice The work  Increments The Time  Iterations To Make It The Teams  6 - 10 S.M.A.R.T 11 11
  12. 12. The Agile Value Proposal With Respect of Agile Eligibility Criterias (typical inhibitors : mis-aligned stakeholders, monolith applications, old technologies, size of the work, dispersed teams, …) 12 12
  13. 13. Becoming Agile is a deep change, requiring courage, discipline, communication, trust  avoiding the agile cargo cult Agility is not “just” methodology, but a radical working culture shift We must stay away from the embracing new values, Agile Cargo Cult Temptation .. principles & practices. And another kind of 13 13
  14. 14. 2012  the Integral Agility Ambition Connecting the CLIENT and PROD sidesThe Agile Value Chain mustintegrate the end-to-endstakeholders.A typical pitfall is to restrict Partial Agilityagility to development teams,and forget the essential to Expectedcover the last mile Business Value Enabled PROD CLIENT “Agile DEV” application Expected & infrastructure Business Value ManagedThe CLIENT must be tightly 1integrated to feed the agile 1value chain, while the delivery Product DevOps 2must be done in pairing with OwnershipOPERATIONS, so that a real 2CONTINUOUS DELIVERY flowenables the expected business Integral Agilityvalue.  Continuous Delivery2 “bridge-principles” foster thisend-to-end integration, and aredetailed herafter. Clients & Teams Delighted  the Banana Smile KPI 14 14
  15. 15. We need to RETHINK Agile Organization Everyone is involved Client / IT Relationship Product-Ownership Agile Requirement Management Agile Release Mgt Agile Estimating Mindful Continuous Delivery Agile Governance DevOps Agile Contracting Agile Indicators Agile Steering ModelVelocity / Predictibility Agile Engineering Agile Team Test-Driven Dynamics JIT Design Continuous Integration Scrum Master Empower Team Automation & Tooling Collective Ownership X-Functional Team <!> MINDFUL <!> CHANGE MANAGEMENT REQUIRED 15 15
  16. 16. Rethink The Engagement Model On Time, On Budget, On Scope Result Engagement Means Engagement  Velocity & Intrinsic Quality AGILE CONTRACTING  A radical new engagement model 16
  17. 17. Rethink the Business / IT Collaboration Product Ownership : the voice of the client Agile Benefits Time To Market Built In Quality Radical Transparency Predictability Product Ownership CLIENT ENGAGEMENT  A radical new partnership 17 17
  18. 18. Continous Delivery & DevOps To Achieve The Whole Agile Value Chain  Continous Delivery Continous Delivery  Devs And Ops MUST review their partnership  ITIL Agile ? (CM/RM) .. ITSMf Workshops 18 18
  19. 19. Agile Transitions Tips & Tricks• Dual Executive Sponsorship (IT + Clients)• Create the DESIRE to change  Playful Approach with (Innovation) Games, Dojos, …• Agile Center  “Chef d’Orchestre”• Smooth transitions with Agile Coaches & Pilotes• Team Willingness, Right Casting• Clear Eligibility Criteria Main Challenges• Industrialization, Automation - Embark the Clients• Technical Excellence - Cultural Shift for• Continuous Delivery Managers - DevOps• Embedded Operations 19 19
  20. 20. Thank You ! Objections ? Questions ? Comments ? 20
  21. 21. Agile Managed Services, BiblioAPPENDIXES 21 21
  22. 22. Agile Services, Agile Service Providers"A service is a means ofdelivering value tocustomers by facilitatingoutcomes customers wantto achieve without theownership of specific costand risks. ""Service Management is aset of specializedorganizational capabilitiesfor providing value tocustomers in the form ofservices." 22 22
  23. 23. ParcoursInitiatique Fast & Free Track Company ExecutivesFrançais 23 23
  24. 24. Principles Value-added Area Principles Our highest priority is to satisfy the customer through early and continuous delivery of FREQUENT DELIVERIES of WORKING valuable software. SOFTWARE Deliver working software frequently, from a couple of weeks to a couple of months, with a  Client Satisfaction preference to the shorter timescale. Working software is the primary measure of progress. Welcome changing requirements, even late in development. Agile processes harness change for WELCOME THE CHANGES the customers competitive advantage. Business people and developers must work together daily throughout the project. WORK TOGETHER MOTIVATE PEOPLE Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. COMMUNICATE FACE-TO-FACE RESPECT PEOPLE The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. SELF-ORGANIZATION Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. The best architectures, requirements, and designs emerge from self-organizing teams. Continuous attention to technical excellence and good design enhances agility. EXCELLENCE Simplicity--the art of maximizing the amount of work not done--is essential. SIMPLICITY CONTINUAL IMPROVEMENT At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 24
  25. 25. BibliographieDébuter Blogs• [Messager10] Véronique MESSAGER, La gestion de projet agile, 3e édition, EYROLLES, 2010.• [Aubry2009] Claude AUBRY, SCRUM, Le guide pratique de la méthode agile la plus populaire, DUNOD, 2009.• [Poppendieck] Mary and Tom POPPENDIECK, Lean Software Development : An Agile Toolkit, ADDISON WESLEY, 2003.• [Schwaber04] Ken SCHAWBER, Agile Project Management with Scrum, MICROSOFT PRESS, 2004.• [Larman], Craig LARMAN, The Lean Primer,• [Cohn09] Mike COHN, Succeeding with Agile : Software Development Using Scrum, ADDISON WESLEY, 2009• [Patton09] Telling better user stories, Better Software, Volume 11, Issue 7, November 2009.• [Pichler09] Roman PICHLER, Agile Product Management with Scrum : Creating a Product that Customers Love, ADDISON WESLEY, 2009.• [Kniberg97] Henrik KNIBERG, Scrum and XP from the Trenches, / Etendre• [Schwaber07] Ken SCHAWBER, The Enterprise and Scrum, MICROSOFT PRESS, 2007.• [Larman08] Craig LARMAN, Bas VODDE, Scaling Lean & Agile Development : Thinking and Organizational Tools for Large-Scale Scrum, ADDISON WESLEY, 2008.• [Bénard] Jean-Louis BENARD, Laurent BOSSABIT, Régis MEDINA, Dominic WILLIAMS, Gestion de Projet : EXtrem Programming, EYROLLES, 2004.• [Cohn04] Mike COHN, User Stories Applied : For Agile Software Development, ADDISON WESLEY, 2004.• [Derby] Esther DERBY, Diana LARSEN, Ken SCHWABER, Agile Retrospectives : Making Good Teams Great, THE PRAGMATIC PROGRAMMERS, 2006Annexes• [Stand09] The Standish Group “CHAOS SUMMARY 2009”,• [fsug09] Enquête nationale Méthodes Agiles 2009,• [VersionOne09] State of Agile Survey, 2009, 4th Annual, Le 27/11/09, page 25 Confér 25
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