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@SCALE
I NT R OD U C T I ON
Evolution Curve
?
?
CRETACEOUS PRE-HISTORY ANTIQUITY
C R E TA C E OU S
(go o d o ld da ys )
Cretaceous organization
• Resources regrouped by expertise
• Complexorganizationas seen by
Business
• Lack of partnershipb...
• Focused on respecting
deadlines
• Working in V cycle
• No contact with Business
• Poor interaction with BA
and Productio...
Cretaceous process
• Poortime to market and poor
efficiency
• Businessnot involvedin the build
process
• Deliverywas a maj...
• Working in V cycle
• No contact with Business
• Poor interaction with BA
and Production
Project Efficiency
Major Cretace...
PR E H I S TOR I C A GE
(AGILE)
New orga requires new roles or upgraded ones
Product Owner
Agile Feature Team
Tech Lead UX Designer Business Analyst
Softw...
Drivenby :
• Quality (DDD, TDD, clean
code, refactoring)
• Humility (CI)
• Sharing (Pair
programming)
• Pragmatism
• Profe...
• Great Business
knowledge
• Pushing for test
automation
• Preparing and writing
BDD
• Main contact on delivery
for the Bu...
Pre historic organization (Agile v1.0)
• Fast and efficient Agile Feature teams
• Lead by aligned Product Owners
• But not...
A NTI QU I TY
(@S C A LE A GE )
• Expert AND Leader on
his area of expertise
• Shares his knowledge
• DevelopsChapter
resources
• Exposed to Business
• No...
• Group of Feature Teams aligned on a same
business area, as much autonomous as
possible from other Tribes
• Up to 125 peo...
ProductOwner
Business Analyst
UX Designer
Tech Lead
Software engineer
Tester / QUA
Prod Support
Dev Ops
TribeManager
FT1 F...
Main @Scale problems encountered
• Transform our Business
is a challenge
• Evolutionof Product
Owner role along the
time
•...
Start with the Business. Pursue with the Business. Do it again.
(answer to Problem #1 : Business maturity)
Convincing the ...
Don’t think Chapters and Guilds are optional
(answer to Problem #2 : Transversal consistency)
Agile organization may
creat...
Prioritization @each Level
(answer to Problem #3 : Prioritization @scale level)
Prioritization is KEY
• Organize Scrum of ...
BENEFITS FOR OUR STAFF ?
Good news : staff feedback is unanimous
Not only a new organization
A new way of working
• Autonomy
• Responsibility
• Tea...
WHAT IF WE HAD TO DO IT AGAIN ?
A few advices to make it easier and faster
Don’t think of it as an
evolution, it’s a revolution
• Convince your Business a...
One last point…
MINDSET IS KEY
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XebiCon'17 : //Tam-tams// Voici l’histoire de la disparition des dinosaures de l’IT et la naissance d’une Tribu d’une nouvelle espèce - Stéphane Guédon, Nicolas Bourgeois et Aimery Duriez-Mise

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Il était une fois une planète remplie des dinosaures de L’IT dont la lenteur était proportionnelle à leur taille. Un jour, une météorite nommée Agilité frappa cette planète et entraîna la fin de ces IT dinosaures. Elle se peupla alors de nombreuses petites Tribus IT. Ces tribus réussirent à s’adapter à leur nouvel écosystème en faisant preuve de rapidité, de souplesse, d’esprit d’équipe et d’innovation permanente !
Cette planète c’est la Société Générale !!!! Venez découvrir cette aventure au travers du récit d’Aimery et de Nicolas
#Continuous Delivery #@Scale #SAFE #AGILITE

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XebiCon'17 : //Tam-tams// Voici l’histoire de la disparition des dinosaures de l’IT et la naissance d’une Tribu d’une nouvelle espèce - Stéphane Guédon, Nicolas Bourgeois et Aimery Duriez-Mise

  1. 1. @SCALE
  2. 2. I NT R OD U C T I ON
  3. 3. Evolution Curve ? ? CRETACEOUS PRE-HISTORY ANTIQUITY
  4. 4. C R E TA C E OU S (go o d o ld da ys )
  5. 5. Cretaceous organization • Resources regrouped by expertise • Complexorganizationas seen by Business • Lack of partnershipbetween silos • Waste of time and energy to manage interfacesbetween silos Teams were aligned on applications, not on Product / Business value Developer BA Middle Manager Team 1 Team 2 Team 3 Team 4 Team 5 Tester / QUA SupportEngineer
  6. 6. • Focused on respecting deadlines • Working in V cycle • No contact with Business • Poor interaction with BA and Production The developer Cretaceous Roles • Focused on writing long and complex specifications • Few involvedin testing • Poor interaction with developer and Production The Business Analyst • Managing the daily incoming flow • Not on boarded in the build lifecycle • Poor interaction with BA and Dev The support engineer
  7. 7. Cretaceous process • Poortime to market and poor efficiency • Businessnot involvedin the build process • Deliverywas a major event and a majorrisk for Production • Majorrisk to deliver something wrong at the end Teams were aligned on applications, not on Product / Business value Specifications Conception Developpement Tests Income V cycle process
  8. 8. • Working in V cycle • No contact with Business • Poor interaction with BA and Production Project Efficiency Major Cretaceous Problems • Needs are discussed at the beginning • The result is IT oriented • Not user oriented : Our business contact don’t know how users work. Poor Business Value • Not planned to be evolutivein the futur • Code is writen as multiple layers • Not alignment with business functions Creating Monolith Application
  9. 9. PR E H I S TOR I C A GE (AGILE)
  10. 10. New orga requires new roles or upgraded ones Product Owner Agile Feature Team Tech Lead UX Designer Business Analyst Software engineer Tester / QUA DevOPS Prod Support ~ 8 7 ± 2 people per team
  11. 11. Drivenby : • Quality (DDD, TDD, clean code, refactoring) • Humility (CI) • Sharing (Pair programming) • Pragmatism • Professionalism The Software engineer Agile Roles • Leadership skills • Promoting Craftsmanship practices • Upskilling his teammates • Developing during half of its time • Sharing knowledge • Speaker aptitude The Tech Lead • Slicing MMF / Epics / User stories • Preparing and initiating BDD • Sharing Business knowledge with FT • Contributing to tests • Preparing demo The Business Analyst
  12. 12. • Great Business knowledge • Pushing for test automation • Preparing and writing BDD • Main contact on delivery for the Business • Animating demo with PO The tester / QUA Agile Roles • Skilled in automation • Expert of the Product infrastructure and configuration • Skilled in Continuous Delivery (process, tools) • Pushing the use of IAAS The DevOPS / The OPS • Embedded within the Feature team • Part of the build lifecycle • Focused on reducing the daily flow • Pushing for automation • Main source of feedback onProduction The Prod Support
  13. 13. Pre historic organization (Agile v1.0) • Fast and efficient Agile Feature teams • Lead by aligned Product Owners • But not aligned on same direction • With no homogeneity and sustainability • 1 team for 1 project : not scalable • Value not maximized • This is better but not enough ! • Chaos is coming … Speed does not replace direction
  14. 14. A NTI QU I TY (@S C A LE A GE )
  15. 15. • Expert AND Leader on his area of expertise • Shares his knowledge • DevelopsChapter resources • Exposed to Business • Not a manager at this stage • Sourcingis a challenge! Chapter Leader New @Scale Roles • Accountable for his Tribe delivery, transformation, sourcing • Aligned on Product manager – has the product vision • Servant Leader posture • Not a superhero nor a SPOF Tribe manager • PO of PO’s • Shares Business Vision • Defines Epic / Business Increments • Prioritizes and validates Business Increments • Responsible for Product growth Product manager
  16. 16. • Group of Feature Teams aligned on a same business area, as much autonomous as possible from other Tribes • Up to 125 people (~15 FT) • “Youbuilt it, you run it” • Worldwide • Co-locationof feature teams of the same place • Long-lived (> 18 months) @Scale Organization (theory) Alignment of several agile teams so they can deliver in cadence more value ProductOwner Business Analyst UX Designer Tech Lead Software engineer Tester / QUA Prod Support Dev Ops FT1 FT2 FT3 FT4 FT5 TribeManager ProductManager
  17. 17. ProductOwner Business Analyst UX Designer Tech Lead Software engineer Tester / QUA Prod Support Dev Ops TribeManager FT1 FT2,3,4, 5 FT5,6,7 FT8 Our @Scale Organization Small is beautiful. Bigger is much more complex • This sub tribe is aligned on a Business domain (GLFI Origination) • 5 FT in Paris, 4 FT in Bangalore • PO are not users but Business experts • For BLR FT : PO, PPO, & UX are in Paris and BA is in BLR • ProdSupport inclusion in FT is ongoing • Not enough Dev Ops / Ops to include one per FT ProductManager
  18. 18. Main @Scale problems encountered • Transform our Business is a challenge • Evolutionof Product Owner role along the time • Difficulty to develop a Product vision Problem #1 : Business maturity • Practices consistency across the Tribe is a challenge • Silos are reinforced • Priority of transversal tasks is difficult Problem #2 : Transversal consistency • Prioritize business needs is not so easy • Our teams can have several priorities in parallel • Define and monitor the value is complex Problem #3 : Prioritization@scale level
  19. 19. Start with the Business. Pursue with the Business. Do it again. (answer to Problem #1 : Business maturity) Convincing the Business is the job of all the Tribe • Explain WHY this transformation is key for the business  Find a key relay on their side • Becomean evangelist to convince every stakeholders : power users, experts, operational managers, manager of managers, COO etc. • Coaching on their side is possible (advised) too • Organize scrum of scrum to develop and share product vision for mid & long term
  20. 20. Don’t think Chapters and Guilds are optional (answer to Problem #2 : Transversal consistency) Agile organization may create stronger silos than before • Transformation was started without Chapters and Guilds but we soon faced divergent practices • Now almost every roles are coveredby Chapter and Guild • Chapter and Guild cross locations remain a challenge • We are now appointing full time Chapter Leader on Tech, UX and DevOPS Chapters
  21. 21. Prioritization @each Level (answer to Problem #3 : Prioritization @scale level) Prioritization is KEY • Organize Scrum of scrum at the product level with your PO, BA and UX • Organize Program Backlog grooming to prioritize Business Epics for the 3 next month • Convince your POs to organize between them transversal workshops to define product vision
  22. 22. BENEFITS FOR OUR STAFF ?
  23. 23. Good news : staff feedback is unanimous Not only a new organization A new way of working • Autonomy • Responsibility • Team spirit • Expertise • Sense of belonging • Value approach • Adventure • Fun
  24. 24. WHAT IF WE HAD TO DO IT AGAIN ?
  25. 25. A few advices to make it easier and faster Don’t think of it as an evolution, it’s a revolution • Convince your Business and prepare them for the roller coaster • Lookfor new and knowledgeable profiles • Onboard the right coach(s) • Upgrade existing resources and revamp your sourcing process • Setup Chapters and Chapter Leader roles • Value expertise, delegate decision making • Every role has to change
  26. 26. One last point… MINDSET IS KEY

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