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

1. @SCALE

2. I NT R OD U C T I ON

3. Evolution Curve
?
?
CRETACEOUS PRE-HISTORY ANTIQUITY

4. C R E TA C E OU S
(go o d o ld da ys )

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. • 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. 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. • 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. PR E H I S TOR I C A GE
(AGILE)

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. 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. • 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. 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. A NTI QU I TY
(@S C A LE A GE )

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. • 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. 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. 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. 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. 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. 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. BENEFITS FOR OUR STAFF ?

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. WHAT IF WE HAD TO DO IT AGAIN ?

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. One last point…
MINDSET IS KEY