Président de filière
Orateur
Sponsor
Administrateur itSMF
ITIL® et agilité:
Accélération des processus
de transition
APMG-...
Why Agile?
What is Agile Project Management?
Agile Project Management (DSDM Atern)
DSDM – oldest Agile Approach (1995)
Owned and deve...
What the Agile methods covers
The DSDM framework
• Focus on the business need
• Deliver on time
• Collaboration
• Never Compromise Quality
• Build incre...
The Challenge – ITIL® Transition
Our Customer:
IT Service Provider & Data Centre serving media (publishing) companies
The ...
Change Management – Prioritizing by the
Customer/User
Change management must keep pace with customers’ needs
All Changes m...
Change: MoSCoW Priorization of
Requirements
Must have
= 60% of cost/effort
Should have
= 20% of cost/effort
Could have
= 2...
Release Management – Agile Product
Development
“Customer disconnect” occurs when the customer sees no results
Our Approach...
Iterative Requirements
Timeboxing
Time (like Money and
Quality) seen as non-
negotiable.
Analogous to “Sprints” in Scrum.
Important part of itera...
Service Validation & Testing
Guaranteeing customer value at service level
Re-Connecting customers with what they are purch...
Results
“Time to market” for business Changes reduced by 50%
Operations Changes take slightly longer (approx. 10%) due to ...
APMG’s Agile PM Certification
Seminar Content
Basic knowledge for successful agile projects
How to manage agile projects
C...
Appendix
Comparison of well-known methods
Method Art Focus
PRINCE2® PM method Establishing a controlled environment
PMBoK
PM standa...
Why Agile?
1970s 1980s 1990s
• Heroes
• Individual
• Experience
• Methods
• One size fits all
• Best Practices
• Branching...
Agile’s approach to Project variables
Agile Roles and
Responsibilities
Blue: Project Management
Orange: Business Personnel
Green: Development team
Key for ITIL®...
itSMF ITIL® et agilité: Accélération des processus de transition
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itSMF ITIL® et agilité: Accélération des processus de transition

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itSMF ITIL® et agilité: Accélération des processus de transition

  1. 1. Président de filière Orateur Sponsor Administrateur itSMF ITIL® et agilité: Accélération des processus de transition APMG-International Alain Goiran James Lee, expertplace advisory GmbH Laurent Sarrazin
  2. 2. Why Agile?
  3. 3. What is Agile Project Management? Agile Project Management (DSDM Atern) DSDM – oldest Agile Approach (1995) Owned and developed by the DSDM Consortium Non-profit Organisation www.dsdm.org Established and tested integration of DSDM®Atern® and PRINCE2® Member of the Agile Alliance (www.agilealliance.org) DSDM and Atern are Registered Trade Marks of Dynamic Systems Development Method Limited in the United Kingdom and other countries. PRINCE2® is a Registered Trade Mark of the Cabinet Office in the United Kingdom and other countries
  4. 4. What the Agile methods covers
  5. 5. The DSDM framework • Focus on the business need • Deliver on time • Collaboration • Never Compromise Quality • Build incrementally from firm foundations • Develop iteratively • Communicate continuously & clearly • Demonstrate control
  6. 6. The Challenge – ITIL® Transition Our Customer: IT Service Provider & Data Centre serving media (publishing) companies The Problem: • ITIL® seen as bureaucratic, especially Change process • IT Service Provider nevertheless struggled with infrastructure instability • Customer dissatisfaction: “We want the IT to get it right the first time. We want guaranteed low- costs.” The Problem: • ITIL® seen as bureaucratic, especially Change process • IT Service Provider nevertheless struggled with infrastructure instability • Customer dissatisfaction: “We want the IT to get it right the first time. We want guaranteed low- costs.” The Challenge: • Making the Transition processes “agile” and “lean” enough to be accepted both by the IT and the customer, while… • Nevertheless increasing stability, and • Re-connecting the customer with the requirements process The Challenge: • Making the Transition processes “agile” and “lean” enough to be accepted both by the IT and the customer, while… • Nevertheless increasing stability, and • Re-connecting the customer with the requirements process
  7. 7. Change Management – Prioritizing by the Customer/User Change management must keep pace with customers’ needs All Changes must contribute value, either directly to customers or in supporting infrastructure Who owns a Change? Customer: “it’s the IT’s problem!” IT: “The customer isn’t clear about his requirements.” Our Approach: Agile insists on customer involvement at business level Customer bound to decision process in all “direct-value” Changes. MoSCoW Priorisation
  8. 8. Change: MoSCoW Priorization of Requirements Must have = 60% of cost/effort Should have = 20% of cost/effort Could have = 20% of cost/effort Won’t have (this time) Minimal Usable Subset Business Case Contingency (Eventual fall)
  9. 9. Release Management – Agile Product Development “Customer disconnect” occurs when the customer sees no results Our Approach: Make results tangible Incremental releases (no more quarterly releases) Create a “fail fast” environment Nevertheless: no release without testing Agile Techniques used: Iterative Planning Time-Boxing Collaborative approach Responsibility given to development teams “The customer never knows what he wants, until you give him what he asked for.” -- G. Weinberg
  10. 10. Iterative Requirements
  11. 11. Timeboxing Time (like Money and Quality) seen as non- negotiable. Analogous to “Sprints” in Scrum. Important part of iterative Planning and Development Each Time box delivers a „fit-for-purpose“ Result. On-Time delivery in smaller units increments leads to timely delivery for larger increments and the whole project
  12. 12. Service Validation & Testing Guaranteeing customer value at service level Re-Connecting customers with what they are purchasing. Our Approach Integrate User acceptance testing with Earned Value techniques Agile Techniques used: Business justified change (covered by Agile, but not unique to Agile) Binding specific customer representatives (“service owners”) in the Change/Project teams, in particular “Business Visionary” and “Business Ambassador”
  13. 13. Results “Time to market” for business Changes reduced by 50% Operations Changes take slightly longer (approx. 10%) due to more testing Reduction in “rework” Fewer Incidents due to Changes IT teams taking more responsibility Customer satisfaction from school grade C- to B+
  14. 14. APMG’s Agile PM Certification Seminar Content Basic knowledge for successful agile projects How to manage agile projects Clarifying different Management styles Foundation Proof of knowledge about Agile Project Management 60 questions, Multiple Choice (60 Minutes), 50% to pass Practitioner Proof of ability to use the Agile PM method in projects 4 complex questions, Multiple Choice (2 hours), 50% to pass Further information www.apmg-international.com, www.apmg-france.com Groupe Linkedin : APMG-Meilleures pratiques projet et IT
  15. 15. Appendix
  16. 16. Comparison of well-known methods Method Art Focus PRINCE2® PM method Establishing a controlled environment PMBoK PM standards, Body of Knowledge Knowledge areas of the Project Manager IPMA (GPM) Competency model for project managers technical, behavioral and contextual elements Agile (DSDM Atern) PM method Complete PM method according to agile principles SCRUM Product development framework Product development in projects and operations Xtreme Programming Product development framework Software development Agile Unified Process Variant of Rational Unified Process Software development
  17. 17. Why Agile? 1970s 1980s 1990s • Heroes • Individual • Experience • Methods • One size fits all • Best Practices • Branching of methods for specific purposes • Plan & Control vs. nonlinear thinking Software & TechnologySoftware & Technology
  18. 18. Agile’s approach to Project variables
  19. 19. Agile Roles and Responsibilities Blue: Project Management Orange: Business Personnel Green: Development team Key for ITIL® Business roles active in CAB Business Visionary & Ambassador assure user involvement in testing Mixed teams break down barriers between IT and customer Business Sponsor Business Visionary Project Manager Technical Coordinator Team Manager Business Ambassador Business Advisor Solution Developer Solution Tester Business Analyst Atern Coach Workshop Moderator OtherSolutionDevelomentProject

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