This document appears to be from a presentation on agile techniques and the James Bond movie pattern. Some key points summarized: - It discusses applying the structure of a James Bond movie (with dramatic highs and lows) to development work, with "Boom" and "Yeah" chapters/releases creating intensity and storytelling. - The pattern can be applied at the team, program, and organizational levels to align stakeholders and create a cohesive narrative. - True north and A3 thinking are discussed as ways to ensure everyone understands the overall strategy and objectives.

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Scrumday 2014 - Eurodisney

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"Les personnages de ce
film sont fictifs et toute
ressemblance avec des
personnes vivantes ou
décédées serait que pure
coïncidence."

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Ma petite entreprise

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Mon équipe est une super
équipe

5. Nous
utilisons
des
techniques
agiles
5
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scrum
kanban
TDD
pair
programmi
test
automation
Iteration
On site
customer
retrospective

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Cash flows

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Avons de + en + de clients

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+ d’équipes

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Nous
sommes
globaux

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Mais je ne
suis pas
heureux

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Mon équipe est
très
professionnelle

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Bugs
sont
fixés

13. Our Product is a bloody standard now!
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14. Not happyScrumDay 2014 │ © Pierre E. Neis
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Je voudrai avoir les mêmes
interactions avec tout mes
clients comment avant.

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Je veux que mes clients
soient exités d’attendre nos
réunions d’estimation et nos
revues.

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Je veux que mes clients me
téléphone tout le temps
pour avoir une nouvelle
fonctionnalité.

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Je veux que mes équipes
sachent ce qu’elles font, pour
qui et pourquoi.

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Je pense
qu’il a la
réponse

20. Ask Q
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21. ScrumDay 2014 │ © Pierre E. Neis
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22. Intensité
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23. ScrumDay 2014 │ © Pierre E. Neis
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LA “JAMES BOND MOVIE PATTERN

24. Me?
pierre@wecompany.me
@elpedomajor
Tel. +352/661 SCRUMS 24
ScrumDay 2014 │ © Pierre E. Neis
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25. The James Bond Movie Pattern
• Pour que tous nos développements racontent
une histoire exitante pour livrer des solutions que
nos utilisateurs adoreront.
• Élaborez un scenario de livraison en plusieurs
chapitres et mettez-y une intension et une
intensité qui fasse Boom-Yeah-Yeah-Boom.
• Cette feuille de route pourra être révisée en
fonction des interactions extérieures mais
toujours cohérente et faisant sens pour tous.
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26. JBM Pattern appliquée à un projet
Idée
• vision
Roadmap
• Product
Backlogs
• Thèmes
Sprints
• S1: Boom
• S2: Yeah
• S3: Yeah
• S4: Yeah
• S5: Boom
ScrumDay 2014 │ © Pierre E. Neis
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27. Implications
Sprints
Juste équilibre entre
fonctionnalités et
dette technique
Les revues sont
uniquement
fonctionnelles
Avoir une histoire à
raconter
Product
Backlog
Pas d’utilisateurs 
risque de ne pas être
orienté client
Taille du backlog fixe
réduit l’intensité
Prioriser en fonction
de l’histoire à
raconter
Dynamique
Le PBL devra
décroitre pour
augmenter la “Power
of Achievement”
Arrêter les démos
commencer les
revues
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28. JBM Pattern appliquée à un programme
Idée
• vision
Roadmap
• Product
Backlogs
• Thèmes
Releases
• R1: Boom
• R2: Yeah
• R3: Yeah
• R4: Yeah
• R5: Boom
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
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29. Theme 1
Epic 1
US 1 Us n
Epic 2
US
Feature
1
Theme 2
Epic 1
Us 2 Us 3 Us 4
US1 Epic 2
Us 1 Us 2 Us 3 Us 4
Feature
2
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30. BAPOPO/BAPOPO/BAPOPMO
Portfolio
Backlog
Project /
Product 1
Release 1
Sprint 1
Sprint 2
Sprint n
Release 2
Sprint 1
Sprint 2
Sprint n
Release n Sprint 1
Sprint 2
Sprint n
Project /
Product 1
Release 1
Release 2
Release n

31. Projet
10
Projet
11
Projet
8
Projet
9
Projet
10
Projet
11
Projet
6
Projet
7
Projet
8
Projet
9
Projet
10
Projet
11
Projet
4
Projet
5
Projet
6
Projet
7
Projet
8
Projet
9
Projet
10
Projet
11
06/1212/11
1 6 72 3 4 5
Projet
3
Projet
4
Projet
5
Projet
6
Projet
7
Projet
8
Projet
9
Projet
10
Projet
11
Projet
2
Projet
1 Aux points
❶❷❸❹❺❻
Nous mesurons les écarts entre
Estimation idéale et Mesure du
Delivery pour savoir si le projet
respecte son engagement en
terme de Time-to-market
Projet
11
?
?
?
?
?
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
31

32. JBM Pattern appliquée à une organisation
1. Quelle est l’histoire de votre organisation?
2. Connaissez-vous votre audience?
3. Est-ce que tous connaissent cette histoire?
1. Les employés?
2. Les clients?
3. Les sous-traitants?
ScrumDay 2014 │ © Pierre E. Neis
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33. True North & A3 Thinking
 Si nous ne savons pas où nous allons, nous n'y
arriverons jamais ...
True North
Strategy A3 Strategy A3 Strategy A3
Baby A3 Baby A3 Baby A3

34. 1st Level Policy Deployment
X Reduce signal to material receipt X
X Reduce material receipt to assembly complete lead time X
X X Direct material cost X
X X Acq rate effectiveness X
Reducetimetomarketby3months
Reducematerialcostby7%
Supplierlead-timesto10.5monthsorless(1.5monthreduction)
Reduceto13daysorless(0.5monthreduction)
1%reduction
6%reduction
Strategies to Achieve
Objectives - "How"
Annual
Breakthrough
Objectives
- "What"
Deliverables &
Measures -
"How much"
1st Level Policy Deployment
X Reduce signal to material receipt X
X Reduce material receipt to assembly complete lead time X
X X Direct material cost X
X X Acq rate effectiveness X
Reducetimetomarketby3months
Reducematerialcostby7%
Supplierlead-timesto10.5monthsorless(1.5monthreduction)
Reduceto13daysorless(0.5monthreduction)
1%reduction
6%reduction
Strategies to Achieve
Objectives - "How"
Annual
Breakthrough
Objectives
- "What"
Deliverables &
Measures -
"How much"
1st Level Policy Deployment
X Reduce signal to material receipt X
X Reduce material receipt to assembly complete lead time X
X X Direct material cost X
X X Acq rate effectiveness X
Reducetimetomarketby3months
Reducematerialcostby7%
Supplierlead-timesto10.5monthsorless(1.5monthreduction)
Reduceto13daysorless(0.5monthreduction)
1%reduction
6%reduction
Strategies to Achieve
Objectives - "How"
Annual
Breakthrough
Objectives
- "What"
Deliverables &
Measures -
"How much"
1st Level Policy Deployment
X Reduce signal to material receipt X
X Reduce material receipt to assembly complete lead time X
X X Direct material cost X
X X Acq rate effectiveness X
Reducetimetomarketby3months
Reducematerialcostby7%
Supplierlead-timesto10.5monthsorless(1.5monthreduction)
Reduceto13daysorless(0.5monthreduction)
1%reduction
6%reduction
Strategies to Achieve
Objectives - "How"
Annual
Breakthrough
Objectives
- "What"
Deliverables &
Measures -
"How much"
1st Level Policy Deployment
X Reduce signal to material receipt X
X Reduce material receipt to assembly complete lead time X
X X Direct material cost X
X X Acq rate effectiveness X
Reducetimetomarketby3months
Reducematerialcostby7%
Supplierlead-timesto10.5monthsorless(1.5monthreduction)
Reduceto13daysorless(0.5monthreduction)
1%reduction
6%reduction
Strategies to Achieve
Objectives - "How"
Annual
Breakthrough
Objectives
- "What"
Deliverables &
Measures -
"How much"
1st Level Policy Deployment
X Reduce signal to material receipt X
X Reduce material receipt to assembly complete lead time X
X X Direct material cost X
X X Acq rate effectiveness X
Reducetimetomarketby3months
Reducematerialcostby7%
Supplierlead-timesto10.5monthsorless(1.5monthreduction)
Reduceto13daysorless(0.5monthreduction)
1%reduction
6%reduction
Strategies to Achieve
Objectives - "How"
Annual
Breakthrough
Objectives
- "What"
Deliverables &
Measures -
"How much"
1st Level Policy Deployment
X Reduce signal to material receipt X
X Reduce material receipt to assembly complete lead time X
X X Direct material cost X
X X Acq rate effectiveness X
Reducetimetomarketby3months
Reducematerialcostby7%
Supplierlead-timesto10.5monthsorless(1.5monthreduction)
Reduceto13daysorless(0.5monthreduction)
1%reduction
6%reduction
Strategies to Achieve
Objectives - "How"
Annual
Breakthrough
Objectives
- "What"
Deliverables &
Measures -
"How much"
1st Level Policy Deployment
X Reduce signal to material receipt X 1 2
X Reduce material receipt to assembly complete lead time X 2 1 2 2
X X Direct material cost X 1
X X Acq rate effectiveness X 1
Reducetimetomarketby3months
Reducematerialcostby7%
Supplierlead-timesto10.5monthsorless(1.5monthreduction)
Reduceto13daysorless(0.5monthreduction)
1%reduction
6%reduction
GregB
Todd
JimP
JimH
Herb
Deb
MikeE
6/1/2004 (OIF) Resources - "Who"
31-Dec-04 G = On Time 1 Primary Responsibility
31-Dec-04 Y = Slipping 2 Secondary Responsibility
31-Dec-04 R = Late
Strategies to Achieve
Objectives - "How"
Annual
Breakthrough
Objectives
- "What"
Deliverables &
Measures -
"How much"
Timeline -
"When"
1st Level Policy Deployment
X Reduce signal to material receipt X 1 2
X Reduce material receipt to assembly complete lead time X 2 1 2 2
X X Direct material cost X 1
X X Acq rate effectiveness X 1
Reducetimetomarketby3months
Reducematerialcostby7%
Supplierlead-timesto10.5monthsorless(1.5monthreduction)
Reduceto13daysorless(0.5monthreduction)
1%reduction
6%reduction
GregB
Todd
JimP
JimH
Herb
Deb
MikeE
6/1/2004 (OIF) Resources - "Who"
31-Dec-04 G = On Time 1 Primary Responsibility
31-Dec-04 Y = Slipping 2 Secondary Responsibility
31-Dec-04 R = Late
Strategies to Achieve
Objectives - "How"
Annual
Breakthrough
Objectives
- "What"
Deliverables &
Measures -
"How much"
Timeline -
"When"
1st Level Policy Deployment
X Reduce signal to material receipt X 1 2
X Reduce material receipt to assembly complete lead time X 2 1 2 2
X X Direct material cost X 1
X X Acq rate effectiveness X 1
Reducetimetomarketby3months
Reducematerialcostby7%
Supplierlead-timesto10.5monthsorless(1.5monthreduction)
Reduceto13daysorless(0.5monthreduction)
1%reduction
6%reduction
GregB
Todd
JimP
JimH
Herb
Deb
MikeE
6/1/2004 (OIF) Resources - "Who"
31-Dec-04 G = On Time 1 Primary Responsibility
31-Dec-04 Y = Slipping 2 Secondary Responsibility
31-Dec-04 R = Late
Strategies to Achieve
Objectives - "How"
Annual
Breakthrough
Objectives
- "What"
Deliverables &
Measures -
"How much"
Timeline -
"When"
1st Level Policy Deployment
X Reduce signal to material receipt X 1 2
X Reduce material receipt to assembly complete lead time X 2 1 2 2
X X Direct material cost X 1
X X Acq rate effectiveness X 1
Reducetimetomarketby3months
Reducematerialcostby7%
Supplierlead-timesto10.5monthsorless(1.5monthreduction)
Reduceto13daysorless(0.5monthreduction)
1%reduction
6%reduction
GregB
Todd
JimP
JimH
Herb
Deb
MikeE
6/1/2004 (OIF) Resources - "Who"
31-Dec-04 G = On Time 1 Primary Responsibility
31-Dec-04 Y = Slipping 2 Secondary Responsibility
31-Dec-04 R = Late
Strategies to Achieve
Objectives - "How"
Annual
Breakthrough
Objectives
- "What"
Deliverables &
Measures -
"How much"
Timeline -
"When"
Catch
Ball
Catch
Ball
Catch
Ball
VP of Sales
Salesman
Purchasing
Manager
Buyer
Supply chain
Shipping
Operator
Vice President Ops
Plant Manager
Production Manager
Teamleader

35. Global Strategic Deployment
Corp.
Division
Function
VOB
LOB
VOC
Business
Processes
# 1
# 2
# 3
# …
LOB LOB LOB
VOP
Functional Execution
Strategic
Execution
VOC: voice of the customer – VOB: voice of the business – VOP: voice of the performers – LOB: line of business

36. ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
36

37. Alignment, Synchronization and
Cadence
37
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
37

38. Les causes principales des échecs
des développement sont....
La communication ... La motivation
...
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
38

39. Sortez de la matrice
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
39

40. Credits
• Avatars générés par
http://www.bitstrips.com/
• Picture for Q: Adam StJohn Lawrence and
Markus Edgar Hormess from
http://www.workplayexperience.com
• http://scaledagileframework.com/
• Hoshin Kanri from Frederick Portal
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
40

41. Questions?
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41

42. Merci!
ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
Pierre E. Neis, pierreneis@gmail.com – Tel +352 / 661 SCRUMS
42

43. ScrumDay 2014 │ © Pierre E. Neis
│wecompany.me
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