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Jeudis du libre scrum

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Short presentation given on 8/11 at jeudi du libre - http://jeudisdulibre.be/

Covered subjects:
- Short scrum presentation
- Other methods
- Scrum performance
- Poupulrity appraisal and possible causes
- Example of implementation

Published in: Technology
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Jeudis du libre scrum

  1. 1. SCRUM Approcher l’incertitudeCC BY-NC-SA 2.0 Laurent Dupont Jeudis du libre - Bruxelles Novembre 2012
  2. 2. Agenda C’est quoi? C’est bien? SCRUM Pourquoi? Comment?
  3. 3. LESPRINCIPES
  4. 4. LE PROCESSUS
  5. 5. ✴Rôles clairs et définis✴Protection de l’équipe✴Décision collégiale✴Responsabilisation LES ROLES
  6. 6. LES ÉLÉMENTS COMPANY
  7. 7. LE BACKLOG• Priorité - Business• Découpage• Estimation virtuelle - échelle commune• Décision collégiale
  8. 8. COMPANY
  9. 9. COMPANY
  10. 10. COMPANY
  11. 11. COMPANY
  12. 12. VALEURS AGILES• L’équipe• L’application• La collaboration• L’acceptation du changement
  13. 13. WATERFALL. COMPANY
  14. 14. WATERFALL.AKA DOMINO http://www.dailymotion.com/video/x2468c_parti-de-domino-rate_creation
  15. 15. WATERFALL • Forte dépendance entre phases • Processus très sécurisé, administré • Importance de l’analyse initiale • Risque • Valeur réalisée à la fin uniquement
  16. 16. ITERATIVE WATERFALL • Succession de sprints waterfall • Pas de valeur si le sprint n’est pas fini • Estimation totale de l’effort? • ≃ Pragmatic scrum?
  17. 17. ✴ Origine industrielle✴ Plusieurs types deméthodes Agiles✴ Scrum est le plus utiliséAGILE
  18. 18. CAFONCTIONNE?
  19. 19. Figure 1 Agile Is Organizations’ Primary Development Approach “Please select the methodology that most closely reflects the development process you are currently using.” (select only one) Scrum 10.9% Agile Modeling 6.0% Feature-driven development (FDD) 3.8% Test-driven development (TDD) 3.4% eXtreme Programming (XP) 2.9% Lean development 2.1% Agile, 35% Microsoft Solutions Framework (MSF) for Agile 1.8% Agile Data Method 1.6% Adaptive Software Development (ASD) 1.3% Six Sigma 0.9% Crystal 0.3% Behavior-driven development (BDD) 0.2% Dynamic Systems Development Method (DSDM) 0.2% Do not use a formal process methodology 30.6% Iterative development 16.3% Rational Unified Process (RUP) 2.7% Iterative, 21% Spiral 1.6% Waterfall 8.4% Capability Maturity Model Integration (CMMI) 2.5% Waterfall, 13% ISO 9000 2.5% Base: 1,298 IT professionals Source: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009 56100 Source: Forrester Research, Inc.POPULAIRE
  20. 20. Figure 1 Agile Is Organizations’ Primary Development Approach “Please select the methodology that most closely reflects the development process you are currently using.” (select only one) Scrum 10.9% Agile Modeling 6.0% Feature-driven development (FDD) 3.8% Test-driven development (TDD) 3.4% eXtreme Programming (XP) 2.9% Lean development 2.1% Agile, 35% Microsoft Solutions Framework (MSF) for Agile 1.8% Agile Data Method 1.6% Adaptive Software Development (ASD) 1.3% Six Sigma 0.9% Crystal 0.3% Behavior-driven development (BDD) 0.2% Dynamic Systems Development Method (DSDM) 0.2% Do not use a formal process methodology 30.6% Iterative development 16.3% Rational Unified Process (RUP) 2.7% Iterative, 21% Spiral 1.6% Waterfall 8.4% Capability Maturity Model Integration (CMMI) 2.5% Waterfall, 13% ISO 9000 2.5% Base: 1,298 IT professionals Source: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009 56100 Source: Forrester Research, Inc.POPULAIRE
  21. 21. Figure 1 Agile Is Organizations’ Primary Development Approach “Please select the methodology that most closely reflects the development process you are currently using.” (select only one) Scrum 10.9% Agile Modeling 6.0% Feature-driven development (FDD) 3.8% Test-driven development (TDD) 3.4% eXtreme Programming (XP) 2.9% Lean development 2.1% Agile, 35% Microsoft Solutions Framework (MSF) for Agile 1.8% Agile Data Method 1.6% Adaptive Software Development (ASD) 1.3% Six Sigma 0.9% Crystal 0.3% Behavior-driven development (BDD) 0.2% Dynamic Systems Development Method (DSDM) 0.2% Do not use a formal process methodology 30.6% Iterative development 16.3% Rational Unified Process (RUP) 2.7% Iterative, 21% Spiral 1.6% Waterfall 8.4% Capability Maturity Model Integration (CMMI) 2.5% Waterfall, 13% ISO 9000 2.5% Base: 1,298 IT professionals Source: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009 56100 Source: Forrester Research, Inc.POPULAIRE
  22. 22. Figure 1 Agile Is Organizations’ Primary Development Approach “Please select the methodology that most closely reflects the development process you are currently using.” (select only one) Scrum 10.9% Agile Modeling 6.0% Feature-driven development (FDD) 3.8% Test-driven development (TDD) 3.4% eXtreme Programming (XP) 2.9% Lean development 2.1% Agile, 35% Microsoft Solutions Framework (MSF) for Agile 1.8% Agile Data Method 1.6% Adaptive Software Development (ASD) 1.3% Six Sigma 0.9% Crystal 0.3% Behavior-driven development (BDD) 0.2% Dynamic Systems Development Method (DSDM) 0.2% Do not use a formal process methodology 30.6% Iterative development 16.3% Rational Unified Process (RUP) 2.7% Iterative, 21% Spiral 1.6% Waterfall 8.4% Capability Maturity Model Integration (CMMI) 2.5% Waterfall, 13% ISO 9000 2.5% Base: 1,298 IT professionals Source: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009 56100 Source: Forrester Research, Inc.POPULAIRE
  23. 23. Figure 1 Agile Is Organizations’ Primary Development Approach “Please select the methodology that most closely reflects the development process you are currently using.” (select only one) Scrum 10.9% Agile Modeling 6.0% Feature-driven development (FDD) 3.8% Test-driven development (TDD) 3.4% eXtreme Programming (XP) 2.9% Lean development 2.1% Agile, 35% Microsoft Solutions Framework (MSF) for Agile 1.8% Agile Data Method 1.6% Adaptive Software Development (ASD) 1.3% Six Sigma 0.9% Crystal 0.3% Behavior-driven development (BDD) 0.2% Dynamic Systems Development Method (DSDM) 0.2% Do not use a formal process methodology 30.6% Iterative development 16.3% Rational Unified Process (RUP) 2.7% Iterative, 21% Spiral 1.6% Waterfall 8.4% Capability Maturity Model Integration (CMMI) 2.5% Waterfall, 13% ISO 9000 2.5% Base: 1,298 IT professionals Source: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009 56100 Source: Forrester Research, Inc.POPULAIRE
  24. 24. EFFICACE
  25. 25. LA TAILLE COMPTE
  26. 26. COMPANY
  27. 27. Amélioration perçue suite à l’implémentation de Scrum 0 % 22.500 % 45.000 % 67.500 % 90.000 %Amélioration de la productivité Réduction des bugsMise en production plus rapide Coût réduit RÉSULTATS
  28. 28. Melnik/Maurer 2005SATISFACTION
  29. 29. POURQUOI? COMPANY
  30. 30. C’ESTHUMAIN COMPANY
  31. 31. Mariage Voyage Avez vous déjà essayé de visualiser un projet de plusieurs mois? Organisation personelle Cer veau TODOS ConstructionAnnée scolaire Carrière COMPANY
  32. 32. Mariage Voyage Avez vous déjà essayé de visualiser un projet de plusieurs mois? Organisation personelle Cer veau TODOS ConstructionAnnée scolaire Carrière COMPANY
  33. 33. Mariage Voyage Avez vous déjà essayé de visualiser un projet de plusieurs mois? Organisation personelle Cer veau TODOS ConstructionAnnée scolaire Unités temporelles du Carrière cerveau: - Heure - Jour - Semaine - Mois COMPANY
  34. 34. C’EST SOCIÉTAL COMPANY
  35. 35. But spécifique Taches & stories Engagement Equipe & sprint Feedback Review & Retrospective Obstacles Auto gestion & Scrum MasterLOCKE & LATHAM
  36. 36. C’ESTGÉNÉRATIONNEL COMPANY
  37. 37. DEUX PARADIGMES 1960 - 1979 1980 - 1999
  38. 38. DEUX PARADIGMES 1960 - 1979 1980 - 1999
  39. 39. DEUX PARADIGMES 1960 - 1979 1980 - 1999
  40. 40. DEUX PARADIGMES 1960 - 1979 1980 - 1999
  41. 41. DEUX PARADIGMES 1960 - 1979 1980 - 1999
  42. 42. DEUX PARADIGMES 1960 - 1979 1980 - 1999
  43. 43. DEUX PARADIGMES 1960 - 1979 1980 - 1999
  44. 44. DEUX PARADIGMES 1960 - 1979 1980 - 1999
  45. 45. DEUX PARADIGMES 1960 - 1979 1980 - 1999
  46. 46. DEUX PARADIGMES 1960 - 1979 1980 - 1999
  47. 47. DEUX PARADIGMES 1960 - 1979 1980 - 1999
  48. 48. UNEIMPLÉMENTATION
  49. 49. CONTEXTE•Société de dev WEB•1 client principal•7 développeurs•Reduction de 2 à 1 analyste
  50. 50. LES ÉTAPES1. Meeting quotidien2. Scrum avec découpage par directeur de produit3. Scrum avec découpage par équipe4. Apprentissage des métriques et auto gestion
  51. 51. LES ÉTAPES Social Scrum1. Meeting quotidien2. Scrum avec découpage par directeur de produit3. Scrum avec découpage par équipe Pragmatic Social Scrum Scrum4. Apprentissage des métriques et auto gestion Pure Scrum
  52. 52. LES ÉTAPES
  53. 53. LES RÔLES
  54. 54. LES RÔLES
  55. 55. Tableur Post its Cartes à jouerLES OUTILS Courage
  56. 56. LES RÉSULTATS • Gain de productivité • Gain de qualité • Meilleur flexibilité pour le client • Motivation de l’équipe
  57. 57. • Sprint(s) raté(s)• Information permanente• «Stick to the rule»• Les horaires• L’incertitude DIFFICULTÉS
  58. 58. POURRÉUSSIR......AVOIRLA FOI
  59. 59. QUELQUESRÉFÉRENCES➡The Machine That Changed the World: The Story of Lean Production - WOMACK➡The Mythical Man Month and Other Essays on Software Engineering - BROOKS➡Agile Retrospectives: Making Good Teams Great - DERBY➡Scrum : le guide pratique de la méthode agile la plus populaire - AUBRY➡Scrum and XP from the Trenches - KNIBERG (free on web)➡3 Scrum Types <http://yusufarslan.net/3-scrum-types> - Yusuf Arslan
  60. 60. Questions & Réponses Laurent Dupont laurent.dupont@theboardtheory.com

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