Scrum Book Of Knowledge - Reading Notes, Part#1

Digital performance.
LE PARTENAIRE DE RÉFÉRENCE
DES ENTREPRISES DANS LA DÉFINITION, LA MISE EN ŒUVRE
ET LE PILOTAGE DE LEUR TRANSFORMATION DIGITALE
READING NOTES PART#1
SBOK™ Guide 2013 Edition
<V1.0> - <January 2016>
ChDessus@sqli.com FOrtega@sqli.com

DOCUMENT REVISION HISTORY
Vers. Date Modifications Author
1.0 29 Jan 2016 ChDessus
REVISION HISTORY
<V1.0> - <January 2016>© SQLI Enterprise – SQLI GROUP | 2015 2

SUMMARY SUBTITLE
+Introduction
+Principles
+Organization
+Scalability of Scrum
+Scrum VS Traditional Project
Management
SUMMARY
+Popular HR theories and their
relevance to SCRUM
+Business Justification
+Quality
+Change
+Risk

+ The objective of this PPT document is to give a quick overview of a
342 pages book on SCRUM : the SBOK™ Guide, 2013 Edition
+ Full guide publication site : http://www.scrumstudy.com/SBOK/SCRUMstudy-
SBOK-Guide-2013.pdf
+ This document is the part #1. It covers the book content from page
1 to page 150 (more or less…). Part#2 is under preparation.
+ Our intention is to give the reader the envy to learn more and to
come back to the original book, the SBOK™ Guide.
+ I include page numbers for those of you who wish to read
the fulltext in the SBOK™ Guide.
I also add some links to internet sites which could be of any help for
those who whish to know a bit more
+ All text, data, photos, video or other content in this document
are the sole responsibility of the person from whom such content
originates.
READING NOTES

+INTRODUCTION

SBOK™ GUIDE OBJECTIVES
+Provides guidelines to implement SCRUM
+SCRUM is understood as
› The most popular Agile project management methodology
› The most popular product development methodology
INTRODUCTION
Wish to know more ?
Go and read pages 1 to 19
in the original SBOK™
Guide.

OVERVIEW OF SCRUM
+ Cross-functional and self-organised teams
+ Sprint : Empowered teams divide their work into short work circle
INTRODUCTION
Wish to know more ?
Guide.

OVERVIEW OF SCRUM
+ How do you eat an elephant ? One bite at a time !
http://www.allaboutagile.com/agile-principle-5-how-do-you-eat-an-elephant/
INTRODUCTION
Added paragraph
By Christine
Opportunities you get with SCRUM
+ Reduced risk :
Clear visibility of what’s completed to date throughout a project
+ Increased value :
Delivering some benefits early; being able to release the product whenever it’s deemed good enough,
rather than having to wait for all intended features to be ready
+ More flexibility/agility :
Can choose to change direction or adapt the next iterations based on actually seeing and using the
software
+ Better cost management :
If you run over budget, some value can still be realised; you don’t have to scrap the whole thing if you
run short of funds
+ Make sure features are developed in *priority* order
www.flaticon.com

BRIEF HISTORY
+ That’s an old story, thirty years ago…
+ Mid 80’s, a new development strategy for manufacturing products
› Hirotaka Takeuchi and Ikujiro Nonaka defined a flexible and all-inclusive product development
strategy where the development team works as a unit to reach a common goal, inspired from the
Rugby rules.
› https://hbr.org/1986/01/the-new-new-product-development-game
+ Mid 90’s, Ken Schwaber and Jeff Sutherland elaborated on the Scrum concept and its
applicability to software development in a presentation at the Object-Oriented
Programming, Systems, Languages & Applications (OOPSLA) conference held in 1995 in
Austin
› http://www.scrumguides.org/download.html
INTRODUCTION
Wish to know more ?
Guide.

WHY SCRUM ?
Adaptability Motivation
Transparency Faster problem resolution
Continuous feedback Effective deliverables
Continuous improvement Customer centric
Continuous delivery of value High trust environment
Sustainable pace Collaborative ownership
Early delivery of high value High velocity
Efficient development process Innovative environment
INTRODUCTION
Wish to know more ?
Guide.
Must-Do : read pages 4 & 5

APPLICABILITY
+The term “products” refer to a product, a
service or any other deliverable
› SCRUM can be applied to any project in any
industry
› For small or complex projects with team as few
as 6 members up to several hundred members
› SCRUM supports product or service
development
INTRODUCTION
Wish to know more ?
Guide.
OR
ServiceProduct
Example : new model of
car, new phone or tablet
Example : IT sofware
development

+PRINCIPLES

SCRUM PRINCIPLES
PRINCIPLES
Wish to know more ?
Guide.
+ Empirical process control
Transparency – Inspection – Adaptation
+ Self-organisation
Today’s workers deliver greater value when self organised whith
a better team buy-in and shared ownership.
+ Collaboration
Awareness – Articulation – Appropriation
+ Value-based prioritisation
Deliver maximum business value from early in the project and
throughout
+ Time-boxing
Limiting constraint, to manage effectively planning and
execution
+ Iterative development
Better manage changes
Build products that satisfacy customer needs.

EMPIRICAL PROCESS CONTROL
+Decisions are made based on observation and experimentation
+No detailed upfront planning
+Empirical process control based on
› Transparency
› Inspection
› Adaptation
PRINCIPLES
Wish to know more ?
Go and read page 22 in the
original SBOK™ Guide.

+Transparency – Open work culture :
› Artefacts are shared with
everyone :
Project Vision Statement is shared
Prioritized Product Backlog with
prioritized User Stories
Release planning schedule
› Clear visibility into the team work
progress
Scrumboard, Bundown Chart
› Meetings
Daily standand up meeting
Sprint review meetings
PRINCIPLES
Wish to know more ?
Go and read page 22-23 in
the original SBOK™ Guide.

+Inspection :
› Information Radiators
show the team progress
to complete tasks
(Scrumboard)
› Feedback from
customers and
stakeholders
› Inspection and approval
of deliverables by the
Product Owner
PRINCIPLES
Wish to know more ?

+Adaptation :
› Open discussions on impediments during
the daily sprint meetings
› Risks identification and assessment
performed and iterated throughout the
project life
› Improvements results in change requests
› The SGB offer guidance and expertise to
the Scrum team when required
› During the Retrospect Sprint process,
agreed improvements are determined
› During the Retrospect Project Meeting,
participants documents lessons learned in
order to improve processes and address
ineffeciencies.
PRINCIPLES
Wish to know more ?
Go and read page 24-25 in

SELF ORGANISATION
+Great employees are self-motivated and seek to accept greater
responsibility.
+Leadership style : « Servant Leardership »
https://www.greenleaf.org/what-is-servant-leadership/
+Benefits of self organisation :
› Team buy-in and shared ownership
› Motivation  enhanced performance level of the team
› Innovative & creative environment
PRINCIPLES
Wish to know more ?

SELF ORGANISATION
+Team objectives
› Understand the Project Vision and how
the project is going to deliver value to the
organisation.
› Task breakdown and estimate User
Stories
› Deliver tangible results accepted by the
stakeholders
› Share expertise, resolve individual
problems, clarify discrepencies and
doubts  Cross-functional team
› Open mind : be open to learn new things.
Upgrade knowledge on a countinuous
basis
› Maintain stability of team members
throughout the project duration
PRINCIPLES
Wish to know more ?

COLLABORATION
+Scrum team members work together and collaborate with
stakeholders to create and validate deliverables of the project in
order to meet the « Project Vision » goals
+3A core-dimensions
› Awareness  Individuals working together need to be aware of each
other’s work.
› Articulation  Collaborating individuals must partition work into units,
divide the units among team members, and then after the work is done,
reintegrate it.
› Appropriation  Adapting technology to one’s own situation; the
technology may be used in a manner completely different than
expected by the designers.
PRINCIPLES
Wish to know more ?
Go and read pages 29-31
Guide.

COLLABORATION
+ Benefits of collaboration
Minimize the need for changes due to poorly
clarified requirements :
› The product owner collaborate with the
stakeholder to create the project Vision.
› The Scrum Team collaborate continuously
with the Product Owner and Stakeholder
through a Prioritized Project Backlog
Risks are identified and dealt efficiently
throughout the project duration
Continuous improvement is ensured through
lessons learned
+Whenever possible, prefer colocated teams
to facilitate collaboration among team
members.
PRINCIPLES
Wish to know more ?
Guide.
« Customer collaboration over
Contract negotiation »
Agile Manifesto

BUSINESS JUSTIFICATION
+Before the project starts, the organisation should perform a business
assessment
› Makes the decision makers understand the business needs for a change, a new
product/service
+Results and outcomes are uncertain
› it is impossible to garantee project sucess at completion
+Scrump develops the concept of « VALUE-DRIVEN DELIVERY » :
› Start delivering results as early as possible
› Demontrates and proves the worth of the project to interested stakeholders
› Adapts and changes the project objectives and process if the business justification
changes
INTRODUCTION
Wish to know more ?
Guide.

VALUE BASED PRIORISATION
+ The Scrum framework is driven by the goal of delivering maximum business value in a
minimum time span
+ Prioritization :
› Determination of the order and separation of what must be done now, from what needs to
be done later in order to deliver a valuable product to the customer on an early and
continuous basis.
PRINCIPLES
Wish to know more ?
Guide.
Waterfall projects
• Tasks prioritization
• Planning activities
Agile projects
• Userstories prioritization
according to their value for the
customer
• Continuouly update the Prioritized
Product backlog
Project
Manager
Product
Owner

VALUE BASED PRIORISATION
+Prioritisation is based on VALUE, RISK and DEPENDENCY
PRINCIPLES
Wish to know more ?
Guide.
Must-do :
Read « Product
Owner role »

TIME-BOXING
+Time-boxing consists of fixing
a certain amount of time to
each activity in a Scrum
Project.
+Advantages of Time-Boxing :
Efficient development process
Less overheads
High velocity for teams
PRINCIPLES
Wish to know more ?
Guide.

TIME-BOXING
PRINCIPLES
Wish to know more ?
Guide.
Activity Time boxing Objective Participants
Sprint 1 to 6 weeks Create deliverables Product Owner
Scrum team
Scrum master
Daily standup meeting 15mn Report the work progress Scrum team
Sprint planning meeting 8h for one-month Sprint Define the Sprint objectives
Estimate tasks
Product Owner
Scrum team
Sprint review meeting 4h for one-month Sprint Demonstrate Sprint deliverables to the
Product Owner
Validate deliverables
Product Owner
Scrum team
Retrospec Speint Meeting 4h for one-month Sprint Review the previous Spring :
processes followed, tools employed,
communication, collaboration
Scrum team

ITERATIVE DEVELOPMENT
+ Iterative Development of Deliverables contributes to deliver a maximum of Business Value
in a minimum time span.
+ During project initiation, customers may not be able to describe precisely all
requirements.
+ During the course of the project, iterative development allows stakeholders to better
understand what need to be delivered : these learnings are incorporated continuously in
an iterative manner to the project.
+ The iterative model allows flexibility and any change requested can be included as part of
the project :
› User stories are written constantly througout the project span
› During initial stages, User Stories written are high-level functionnnalities  EPICS
› Groom Prioritized Product Backlog
EPICS are brocken down into smaller User Stories  The Sprint Backlog define the Sprint
deliverables.
PRINCIPLES
Wish to know more ?
Guide.

+ORGANISATION

SCRUM ASPECTS | Organisation
+ Core Roles : mandatory roles
› Product owner
Responsible for achieving the maximum business value
› Scrum master
Facilitator for the Scrum team : guides, facilitates and teaches
› Scrum team
Understands the deliverables and create the project deliverables : products or services
+ Non-Core Roles : non-mandatory roles
› Stakeholder(s)
Customers, users and sponsors
› Scrum Guidance Body (SGB)
Set of documents + group of experts involved with defining quality expectations, government regulations,
security. SGB guides the Product Owner and Scrum Master work.
› Vendors
External organisations that provide products or services
› Chief product owner
Facilitating the work of multiple Product Owners in larger projects
› Chief Scrum master
Coordinating activities of multiple Scrum Masters/Scrum Team in larger projects
ORGANISATION
Wish to know more ?
Guide.

CORE ROLES
ORGANISATION
Wish to know more ?
Go and read pages 13 in

PRODUCT OWNER
+Represents the interests of the stakeholder community to the Scrum Team.
+The PO is the voice of the customer :
He/she represents the customer and thus ensures that explicit and implicit customer
requirements are translated into User Stories in the Prioritized Product Backlog
+Responsible for
Ensuring clear communication of product or service functionality requirements to the
Scrum team
Defining acceptance criteria thus ensuring those criteria are met
Ensuring the Scrum team delivers value
ORGANISATION | Core Roles
Wish to know more ?
Guide.

PRODUCT OWNER
+ Product Owner role is key in Agile projects. He/she embodies the Value Based Priorisation
Wish to know more ?
Guide.
Product Owner (PO) role in Agile projects
• Receives the business requirements from the customer and write the Project Vision
• The PO must have a very good understanding of the project business justification.
• Throughout the project, the PO focus constantly on the increased ROI. Must understand which
business requirement brings the most value (ROI)
• Write business requirements in the form of User Stories
• Determine the criticality and prioritises User Stories : define what deliverables and hence value are
delivered in each Sprint :
o Continuously consider the value for the customer
o Continuouly update the Prioritized Product Backlog
o Work with the Scrum Team to understand the project risks and potential impacts
o Take into account dependencies identified by the Scrum team
• At the end of each Sprint, the PO accepts or rejects deliverables based on acceptance criteria.

PRODUCT OWNER
The PO must
understand and
support the
needs and
interests of all
stakeholders
The PO must
understand the
needs and
workings of the
Scrum team
The PO maintains a dual
view
Wish to know more ?
Guide.

PRODUCT OWNER
+Other responsibilities
› Determine the initial overall requirements for the project
› May interact withethe program product owner and the portfolio product owner to
ensure that the project aligns with the direction taken by senior management
› Reprents users of the product / service
› Secure the initial and ongoing financial resources for the project
› Focus on value creation and ROI
› Ensure the delivery of the product / service and assess the viability of the product /
service delivered.
+Chief product owner, nominated in case of large projects in order to coodinate the
work of multiple PO :
› Prepare and maintain the overall Prioritized Product Backlog
› Interfaces with the Program PO to ensure alignment
Wish to know more ?
Guide.

PRODUCT OWNER | Responsibilities in the various
scrum processes
Wish to know more ?
Guide.

SCRUM MASTER
+« Servant leader » of the Scrum team
› Moderates and facilitates team interactions
› Team coach and motivator
› Ensures that the team has a productive work environment
› Guards the team from external influences
› Removes obstacles
› Enforces Scrum principles, processes
Wish to know more ?
Guide.

SCRUM MASTER| Responsibilities in the various
scrum processes
Wish to know more ?
Go and read page 46 in

CHIEF SCRUM MASTER
+Large projects require multiple Scrum
teams to work in parallel. Coordination
across various Scrum is done through the
Scrum of Scrums (SoS) Meeting
+The Chief Scrum Master is responsible for
› communicating informations gathered from
one team to other teams.
› addressing impediments that impact more
than one Scrum team
Wish to know more ?
Go and read page 47 in
Questions
asked during
the SoS
meeting

STAKEHOLDER
+Definition
A group or individual with a relationship to the change, the need, or the solution.
Stakeholders are often defined in terms of interest in, impact on, and influence over the
change.
Stakeholders are grouped based on their relationship to the needs, changes, and
solutions.
+Source
BABOK 3, A GUIDE TO THE BUSINESS ANALYSIS BODY OF KNOWLEDGE ®
Page 22
ORGANISATION | Non-Core Roles

STAKEHOLDER | Sponsor
+The sponsor is a key stakeholder
The indiviual who provides the funding and other resources for a project
+Sponsors expect clarity on
Benefits of implementing Scrum
Target deadlines and estimated costs of Scrum projects
Overall risks involved in Scrum projects and the steps to mitigate them
Expected release dates and final Deliverables
Wish to know more ?

STAKEHOLDER INVOLVEMENT
+Recommendations to maintain stakeholder engagement and
support
Ensure effective collaboration and stakeholder involvement in the project
Continually assess business impact
Maintain regular communication with stakeholders
Manage stakeholders' expectations
Wish to know more ?

SUMMARY OF RESPONSIBILITIES
ORGANISATION
Wish to know more ?

+SCALABILITY OF SCRUM

DEFINITION
SCALABILITY
It’s like replacing all components of a car while driving at 100 mph
Mike Krieger (Instagram)
+The ability of a system to :
› increase its capacity under an increased load when resources are
added.
› maintain its functionality and performance in case of a high
demand.

SCRUM
+Scrum is applicable
› To small or complex projects with teams as few as 6 members
up to several hundred members
› To various projects of any size or complexity
» Portfolios, programs, and/or projects in any industry
» Products, services, or any other results to be delivered to
stakeholders
SCALABILITY
Wish to know more ?
Guide.

SCRUM TEAMS
+Ideally, scrum teams have 6 to 10 members
+It can be scaled to more than 10 members :
› Multiple scrum teams can work on the same project in parallel
› « Convene Scrum of Scrums » process to coordinates the various Scrum Team
and ensuring synchronization
› All Scrum teams are represented in the Scrum of Scrum meeting to share
progress, impediments, chanllenges
SCALABILITY
Wish to know more ?
Guide.

SCRUM IN PROJECTS, PROGRAMS, PORTFOLIOS
+ Project
Collaborative enterprise to either create new products or services or to
deliver results as defined in the Project Vision Statement. Projects are
usually impacted by constraints of time, cost, scope, quality, people and
organizational capabilities. The objective of the project team is to create
Deliverables as defined in Prioritized Product Backlog
+ Program
Group of related projects, with the objective to deliver business outcomes
as defined in the Program Vision Statement. The Prioritized Program
Backlog incorporates the Prioritized Product Backlogs for all the projects in
the program
+ Portfolio
Group of related programs, with the objective to deliver business
outcomes as defined in the Portfolio Vision Statement. The Prioritized
Portfolio Backlog incorporates the Prioritized Program Backlogs for all the
programs in the portfolio
SCALABILITY
Wish to know more ?
Wish to know more ?
Guide.

SCRUM OF SCRUM OF SCRUM OF….
SCALABILITY
Wish to know more ?
Guide.

SCRUM IN PROJECTS, PROGRAMS, PORTFOLIOS
+Examples from
different
industries &
sectors
SCALABILITY
Wish to know more ?

+SCRUM vs TRADITIONAL
PROJECT MANAGEMENT

+Traditional project management
› Fixes the scope, cost and schedule
upfront
› Focus on conducting a detailed upfront
planning for the project
+SCRUM
› Focus on delivering products that satisfy
customers requirements in small iterative
shippable increments
› Trying to fully map out and plan is not
efficient : the environement is ever-
changing.
› Encourages iterative decision to maximize
the project outcomes value/ROI
› Knowledge workers can offer much more
than their expertise
SCRUM VS TRADITIONAL PROJECT
MANAGEMENT
Wish to know more ?

Wish to know more ?
MANAGEMENT

MANAGEMENT
Wish to know more ?
+ Traditional project management
› Hierarchical
Authority is delegated from higher level to lower
Project sponsor delegates authority to project
manager and the project manager delegates
authority to team members
› Emphasis is on individual accountability rather than
group ownership
+ The project manager is responsible for successful
completion of the project
Takes decisions on various aspects of the project,
including initiating, planning, estimating, executing,
monitoring and controlling, and closing.
+SCRUM
› Emphasis is on self-organisation and
self-motivation
› Team buy-in and shared ownership
› Collaboration with Stakeholders to
refine requirements
› Collaboration among Scrum Core
Team members ensures that the
project is carried out
Organisation structure
Definition of roles & responsibilities

+POPULAR HR THEORIES &
THEIR RELEVANCE TO SCRUM

MASLOW’S HERARCHY OF NEEDS
+ Written in 1943
+ To be successful, a Scrum Team needs both core and non-core team members who have
reached the esteem or self-actualization levels.
POPULAR HR THEORIES
Wish to know more ?
Guide.

TUCKMAN’S MODEL OF GROUP DYNAMICS
+ Forming—A fun stage : everything is new and the
team has not yet encountered any difficulties with
the project.
+ Storming—The team tries to accomplish the
work; however, power struggles may occur, and
there is often chaos or confusion among team
members.
+ Norming—The team begins to mature, sort out
their internal differences, and find solutions to
work together. It is considered a period of
adjustment.
+ Performing—The team becomes its most
cohesive, and it operates at its highest level in
terms of performance. The members have evolved
into an efficient team of peer professionals who
are consistently productive.
POPULAR HR THEORIES
Wish to know more ?
Guide.

CONFLICT MANAGEMENT
+ Conflict management techniques
› Used by team members to manage any conflicts that arise during a Scrum project.
› Sources of conflict are primarily due to schedules, priorities, resources, reporting hierarchy, technical issues,
procedures, personality, and costs.
+ 4 approaches
› 1. Win-Win  Prefered approach
Cooperative attitude and an open dialogue to work through any disagreements to reach consensus
› 2. Lose-Win
Some team members may feel that their contributions are not being recognized or valued by others. May happen if
there are members in the team (including managers) who use
an authoritative or directive style of issuing orders and/or do not treat all team members equally
› 3. Lose-Lose
Team members may attempt to bargain or search for solutions that bring only a partial
degree or temporary measure of satisfaction to the parties in a dispute.
› 4. Win-Lose
At times, a Scrum Master or another influential team member may believe he or she is a de facto leader or
manager and try to exert their viewpoint at the expense of the viewpoints of others.
POPULAR HR THEORIES
Wish to know more ?
Guide.

LEADERSHIP STYLES
+ Servant Leadership
Leaders employ listening, empathy, commitment, and insight.
Appropriate for the Scrum Master role.
+ Delegating
Leaders are involved in the majority of decision making; however, they delegate some planning and
decision-making responsibilities to competent team members.
Appropriate in situations where the leader tunes specific project details, and when time is limited
+ Autocratic
Leaders make decisions on their own, allowing team members little
This leadership style should only be used on rare occasions.
+ Directing
Directing leaders instruct team members which tasks are required, when they should be performed and
how they should be performed.
POPULAR HR THEORIES
Wish to know more ?
Guide.

LEADERSHIP STYLES
+ Laissez Faire
With this leadership style, the team is left largely unsupervised, so the leader does not interfere
with their daily work activities. Often this style leads to a state of anarchy.
+ Coaching/Supportive
Leaders issue instructions and then support and monitor team members through listening,
assisting, encouraging, and presenting a positive outlook during times of uncertainty.
+ Task-Oriented
Leaders enforce task completion and adherence to deadlines.
+ Assertive
Leaders confront issues and display confidence to establish authority with respect.
POPULAR HR THEORIES
Wish to know more ?
Guide.

SERVANT LEADERSHIP
+ Servant Leadership is the preferred leadership style for Scrum projects
Product Owner and Scrum Master should be servant leaders.
+ History
Described by Robert K. Greenleaf in an essay entitled The Servant as Leader.
https://www.greenleaf.org/what-is-servant-leadership/
+ 2 extreme types of leaderships :
Leader first Servant first
+ Principle of Servant leadership
› The leader is a … servant first
› He/she makes sure that other people’s highest priority needs are being served
› 10 traits
Listening, Empathy, Healing (emotional pain), Awareness, Persuasion, Conceptualization (view and
analyse problems from a broader and wide perspective), Foresight (intuitive mind, apply past
lessons), Stewardship (commitment), Commitment to the growth of others, Building communities
POPULAR HR THEORIES
Wish to know more ?
Guide.

THEORY X AND THEORY Y
+ In 1960, written by Douglas McGregor
+ 2 management styles : Theory X and Theory Y
+ Theory X
Leaders assume employees are inherently unmotivated and will avoid work if possible
Leaders show an authoritarian style of management.
+ Theory Y
Leaders assume employees are self-motivated and seek to accept greater responsibility.
Leaders show a more participative management style.
+ All leaders in Scrum projects should subscribe to Theory Y
They view individuals as important assets
They work to develop their team members' skills
They empower their team members
They appreciate the work the team has completed to reach the project objectives.
POPULAR HR THEORIES
Wish to know more ?
Guide.

+BUSINESS JUSTIFICATION

WHY ?
+Business justification demonstrates the reason to undertake a project
It answers the question “WHY”
It drives all decision makings
It assess the project viability and achievability
+A project should be terminated if it is found to be unviable
+Business justification is assessed before the project start and during the project
life.
Wish to know more ?
Guide.

FACTORS
Wish to know more ?
Guide.
Factors to determine Business Justification
Project reasoning Determine all factors which necessitate the project (positive or negative)
Business needs Business outcomes that the projected is expected to fulfill (see project vision
statement)
Project benefits All measurable improvements in a product or service
Opportunity cost Next best business option
Project discarded in favor of the current project
Major risks Uncertain and unplanned events
Project
Timescales
Lenght and duration of a project VS the time required to realise the benefits
Project costs Investments and development costs

PROJECT LIFE-CYCLE
Wish to know more ?
Guide.
Before the project
starts
Throughout project
execution
Throughout project
execution
+
At project end

VALUE-DRIVEN DELIVERY
+Delivering value is at the heart of Scrum projects
+Project =
› Collaborative enterprise to either create new products or services or to deliver results as
defined in the Project Vision Statement.
› Projects are usually impacted by constraints of time, cost, scope, quality, people, and
organizational capabilities.
› Usually, the results generated by projects are expected to create some form of business
or service value
+Value is the primary reason for an organization to move forward with a project
Wish to know more ?
Guide.

+To provide value-driven delivery
› Understand what add value to customers and users
› Prioritize high value requirements on top of the Product Backlog
› Create deliverables based on priorities
› Decrease uncertainty and address risks that can decrease value
› Work closely with stakeholders showing them product increments
Wish to know more ?
Guide.

Wish to know more ?
Guide.
+ Scrum project VS Traditional projects

RESPONSIBILITIES IN BUSINESS JUSTIFICATION
Wish to know more ?
Guide.
Roles Responsibility
Product Owner Delivers value for projects
Creates business justification for projects
Confirms benefit realization to stakeholders
Program Product Owner Delivers value for programs
Creates business justification for programs
Provides value guidance for projects
Approves business justification for projects
Portfolio Product Owner Delivers value for portfolios
Creates business justification for portfolios
Provides value guidance for programs
Approves business justification for programs

RESPONSIBILITIES IN BUSINESS JUSTIFICATION
Wish to know more ?
Guide.
Roles Responsibility
Sponsor Provides funding for the project and constantly monitors the project to confirm
realization of benefits
Customers / users They are involved in
• Defining the prioritized list of requirements and User Stories in the Prioritized
Product Backlog,
• Reviewing Deliverables after every Sprint or release, and confirming that
benefits are realized
Scrum Guidance Body Provides guidelines and recommendations
Scrum master Facilitates creation of the project deliverables, manage riks, changes and
impediments, coordinate the Scrum team, thus ensures that products are delivered
and value is realised.
Scrum team Create the deliverables of the project and contribute to realise the value for all
stakeholders

TECHNIQUES
Technique Formula Comment
Return On
Investment
(ROI)
(Project Revenue - Project Cost) / Project Cost
Read more :
http://www.investopedia.com/terms/r/returnoninvestment.
asp
ROI measures the amount
of return on an investment relative
to the investment’s cost.
This is a performance measure to
evaluate the efficiency of an
investment or to compare the
efficiency of a number of different
investments.
Wish to know more ?
Guide.

TECHNIQUES
Technique Formula Comment
Net Present
Value (NPV)
NPV = ∑ {Net Period Cash Flow/(1+R)^T} - Initial Investment
where R is the rate of return and T is the number of time periods
EXCEL Formula : NPV
Read more:
http://www.investopedia.com/ask/answers/021115/what-formula-
calculating-net-present-value-npv-excel.asp
Measure of profitability used to assess a
given project's potential ROI
Based on estimated cash outflow and
inflow for each period
Internal Rate
of Return
(IRR)
IRR is calculated using the NPV formula by solving for R if the
NPV equals zero.
EXCEL Formula : IRR
Read more :
http://www.investopedia.com/ask/answers/022615/what-formula-
calculating-internal-rate-return-irr-excel.asp
Profitability metric to determine which
projects are likely to yield the greatest
return per $£€ of capital investment.
The IRR is the interest rate, also called
the discount rate, that is required to bring
the net present value (NPV) to zero
Wish to know more ?
Guide.

PLANNING VALUE - PROCESS
+ Responsabilities
PO responsibility : Determine how the value is created
Scrum team & Scrum master : Concentrate on what is to be developed
+ Value Stream Mapping : flowcharts to illustrate a process flow of information
https://en.wikipedia.org/wiki/Value_stream_mapping
Wish to know more ?

PLANNING VALUE : CUSTOMER VALUE PRIORIZATION
+ Techniques
Wish to know more ?
Very simple
priorization method
Labeling items with Priority « 1 » « 2 » « 3 » « High »
There is always a tendancy to set priority to « 1 » or « High »
MoSCow « Must-have » – « Should-have » – « Could-have » – « Won’t-have »
The labels are in decreasing order of priority with “Must have” features being those without which the
product will have no value and “Won’t have” features being those that, although they would be nice to
have, are not necessary to be included.
Monopoly Money Give the custormer the « Monopoly money » equals to the amount of the project budget
Ask them to distribute it amoung the User Stories
The customer prioritizes based on what they are willing to pay for each User Story.
100-Point Method Give the custormer 100 points. Ask them to distribute it amoung the User Stories
Method developed by Dean Leffingwell and Don Widrig (2003)

PLANNING VALUE : KANO ANALYSIS METHOD
+ Developed in 1984 by Noriaky Kano
« A product or service will only be successful if it effectively solves one or more important
customer problems. Every customer problem can be represented as a need. The Kano Model is
an insightful representation of 3 main categories of needs any product or service must address in
order to survive in a competitive market.” Source : http://www.kanomodel.com/discovering-the-kano-model/
+ Read more :
http://www.kanomodel.com/
http://www.kanomodel.com/discovering-the-kano-model/
https://en.wikipedia.org/wiki/Kano_model
Wish to know more ?

MINIMUM MARKETABLE FEATURES
+ Dermine the desiredf User Ustories for each iteration
+ Just make a simple listing of User Stories in order of priority
+ 2 concepts :
Minimum marketable features
Minimum viable product
+ Read more :
http://agilesoftwareengineer.com/2013/08/28/minimum-viable-product-vs-minimum-marketable-
product/
Wish to know more ?

STORY MAPPING
+ Technique formulated by Jeff Patton in 2005
“To groom Product Backlog in such a way that “big
stories” (termed as “user activities”, epics or
features also) are at the top of map. These big
stories are divided further into user tasks
(something that someone does to reach a goal).”
Source : http://www.agilebuddha.com/agile/story-mapping-andvs-process-maps/
+ Read more :
http://www.agilebuddha.com/agile/story-mapping-
andvs-process-maps/
Wish to know more ?
E-mail system

CONTINUOUS VALUE JUSTIFICATION
+ Check the viability of a project
Expected requirements may change frequently
Assess regularly Business Value to determine whether the
justification of executing the project continues to exist.
+ Quickly adjeust to chaos created by a changing business
model
+ Techniques :
Wish to know more ?
Guide.
Earned Value
Analysis
Compare actual project performance to planned
performance
Read formulas pages 77 and 78
Cumulative Flow
Diagram
Visual representation of project progress. Great for
identifying bottlenecks and redblocks
Read page 79

CONFIRM BENEFITS REALISATION
+ Verifications are required to confirm that the team is creating the deliverables that will
achieve the benefits and value defined at the beguinning of the project.
+ Determine whether the product features are adequate and suitable for customers/users
needs.
+ Best technique is :
› Prototypes, simulations, demonstrations
IKIWISI : « I know it when I see it »
Evaluate to what degree the team has successfully interpreted their
requirements and met their expectations.
Wish to know more ?

« READY » AND « DONE »
+ Improve customer satisfaction
+ READY, after backlog grooming
User stories are considered as READY, when no Scrum team outstanding
questions remain. All issues have been trashed out.
READY User Stories are candidates for the Sprint Planning
+ DONE : it means done 
Features developed within an iteration (Sprint in Scrum), should be 100%
complete by the end of the Sprint
+ Read more
http://www.agilebuddha.com/agile/improve-sprint-throughput-with-definition-
of-ready/
http://www.allaboutagile.com/agile-principle-7-done-means-done/
Added paragraph to the

Wish to know more ?

+QUALITY

OVERVIEW
+ Quality = Ability of the completed product or deliverables to meet the ACCEPTANCE
CRITERIA and achieve the business value expected by the customer.
+ Scrum adopt a continuous improvement loop.
› The scrum team lean from experience
› Stakeholder are engaged to constantly keep the Prioritized Product backlog updated with any
changes in requirements.
› The Scrum Core team and stakeholders are in constant discussions.
› Work is completed in increments during Sprints : errors and defects are noticed earlier through
repetitive quality testing rather than when the final product or service is near completion.
+ Quality activities are inherent in any deliverable created
› Quality-related tasks are part of the Sprint activities : testing, documentation.
› Deliverables which are potentially shippable are referred to as « DONE »
QUALITY IN SCRUM
Wish to know more ?
Guide.

+In Scrum, quality is about customer satisfaction and a
working product, not necessarily meeting arbitrary
metrics.
QUALITY IN SCRUM

+ Based on a CONTINUOUS IMPROVEMENT
approach
› Team learns from experience
› Stakeholder are engaged/committed to
constantly keep the Prioritized product
Backlog updated with any changes in
requirements
Changes of requirements reflect changes in the
internal/external business environment
› The team continually work and adapt to
achieve the requirements
+ Work is completed in increments (Sprints)
› Errors and defects get notice earlier
through repetitive quality testing
+ Important quality activities : testing and
documentation
› Are part of the Sprint activities
› DONE deliverable
+ Constant discussions between the Scrum
Core team and the Stakeholders
QUALITY IN SCRUM
DEFINITION
Wish to know more ?
Guide.
Ability of the completed product or deliverables to meet the Acceptance Criteria
and achieve the business value expected by the customer.
 Very high probability to achieve
the quality expectations

PROJECT SCOPE & QUALITY REQUIREMENTS
+ Project Scope
Total sum of all the product increments and the
work required for developing the final product.
+ Project quality expectations
Ability of the deliverables to meet the quality
requirements for the product and satisfy
customer needs
QUALITY IN SCRUM
The Product Owner groom the
Prioritized Product Backlog
+ Project Scope and quality req are captured in
the Prioritized Product Backlog
+ Sprint scope
Refining the Prioritized Product Backlog items
into smaller detailed User Stories that can be
planned, developped and verified.
Wish to know more ?
Guide.

QUALITY & BUSINESS VALUE
+ Quality & Business value are closely linked
QUALITY IN SCRUM
Map the outcomes &
benefits to achieve
Understand the
business needs
Define product
requirements
Business Needs Product Required
Expected
Business value
Determines Provides
Supports Supports
Wish to know more ?
Guide.

IMPACTS ON QUALITY
+Quality is decreasing when….
An increase of scope without increasing resources
or time
A reduction of time without decreasing the project
scope
+How to maintain quality over a period ?
Adopt a « sustainable pace » of work
The Scrum Guidance of Body defines the minimum
quality requirements and standards.
QUALITY IN SCRUM
QUALITY
TIME
RESOURCES
SCOPE
Wish to know more ?
Guide.

+ The Product Owner communicates US and
AC to the Scrum team members.
Scrum team members agreement is sought.
+ The PO uses AC used at the end of each
Sperint to verify the deliverables.
The PO accepts or rejects deliverables. When
accepted, the deliverable is DONE.
ACCEPTANCE CRITERIA
+ Prioritized Product Backlog =
Requirements document = Project Scope =
Prioritized list of the product features to be
delivered by the project = User Stories (US)
Features are decribed in the form of User
Stories
User Stories are outlined by stakehoders
+ Acceptance Criteria (AC)
Conditions that US must satisfy = Objective
criteria by which a User Story is judged
Acceptance Criteria are outlined by the
Product Owner, according to his/her expert
knowledge of customer’s requirements
QUALITY IN SCRUM
Wish to know more ?
Guide.
2 critical issues :
 Clear definition of ACCEPTANCE CRITERIA
 Clear definition of DONE

ACCEPTANCE CRITERIA
QUALITY IN SCRUM
Wish to know more ?

DONE STATUS
+Often, the last bit of work is the most complicated part of
a User Story and might take longer than expected.
+No partial credit for being DONE
+Why ?
Time-boxed Sprints
A dedicated Sprint Backlog for each Sprint
+How to solve the issue ?
Change the next Sprint Backlog scope to complete UN-DONE
User Stories
QUALITY IN SCRUM
Wish to know more ?
Guide.
The DONE status is
Black or White !

MINIMUM ACCEPTANCE CRITERIA
+Could be a requirement from the Scrum Guidance Body
+Could be a requirement from a Business Unit
+Cascading Acceptance Criteria from Program, Portfolio to Projects
+The Acceptance Criteria for a UserStory implicitely include all the
minimum acceptance criteria
QUALITY IN SCRUM
Wish to know more ?
Guide.

ACTIVITIES
QUALITY IN SCRUM
Wish to know more ?
Guide.
Quality Planning Quality Control Quality Assurance
Execution of the planned
activities
by the Scrum team during
product development
Continuous improvement
Lean from each set of completed
activities
Lessons learned
 Sprint Retrospect Meeting
Verify compliance
ProductOwner monitors and
evaluate quality assurance
activities
Prioritize UserStories
Develop first the functionnality with
the highest priority
Define acceptance criteria
Maintain a sustainable pace
employee satisfaction, stability
and increased accuracy
estimation
Define READY and DONE criteria
Continuous Integration &
Autmated product testing
Scrum Guidance Body define the
processes and documents of
refernce

CAUSES OF TECHNICAL DEBT
+ Technical debt
› Design debt or code debt
› Refers to the work that teams prioritize
lower, omit, or do not complete as they
work toward creating the primary
deliverables associated with the
project’s product. Technical debt
accrues and must be paid in the future.
QUALITY IN SCRUM
Wish to know more ?
Guide.
+ Some causes of technical debt can include the
following:
› Quick-fix and building deliverables that do not comply
with standards for quality, security, long-term
architecture goals, etc.
› Inadequate or incomplete testing
› Improper or incomplete documentation
› Lack of coordination among different team members, or
if different Scrum Teams start working in isolation, with
less focus on final integration of components required
to make a project or program successful
› Poor sharing of business knowledge and process
knowledge among the stakeholders and project teams
› Too much focus on short-term project goals instead of
the long-term objectives of the company.

PDCA CYCLE
+ Deming or Shewhart cycle
+ Deming philosophy :
Management guidelines define quality.
When management is able to provide a
conducive environment and is able to
motivate its employees to improve
quality on a continuous basis, each
employee will be able to make a
contribution toward a superior quality
product
QUALITY IN SCRUM
Wish to know more ?
Guide.

QUALITY IN SCRUM
Wish to know more ?
Guide.

+CHANGE

BASICS : CHANGE IS INEVITABLE
+ « Responding to a change over following a plan » Agile Manifesto
Very usefull for complex projects with a lot of uncertainty
+ Every project is exposed to change.
Stakeholders change their mind in the project course about what they need, what they want.
Stakeholders cannot define all requirements during project initiation.
+ Team members have to embrasse change
Development projects welcome change by using small development cycles (=SPRINT)
SPRINTs incorporate stekaholder feedback on project deliverables after earch SPRINT.
Stakeholder can change requirements earlier in the development cycle.
+ Organisation should maximize benefits from changes and minimize negative impacts
through diligent change management processes.
Turn change into a competitive advantage.
CHANGE
Wish to know more ?
Guide.

APPROVING CHANGE REQUESTS
+ Define a process to approve change requests
Change requested remain unapproved until they
get formaly approved.
+ Define responsibilities and tolerance levels
The product owner plays a very important role in
managing changes.
Small changes without no significant impact are
approved by the Product Owner.
Statistics : 90% of changes should be approved
by the Product Owner
Major changes are escalated to senior
managers : sponsor, portfolio or program
product owner, chief product owner….
CHANGE
Wish to know more ?
Guide.

APPROVING CHANGE REQUESTS
+ Update Prioritized Product Backlog with Approved Changes
CHANGE
Wish to know more ?
Guide.

BALANCING FLEXIBILITY & STABILITY
+ Find the right balance
In the same way that extreme rigidity is ineffective, extreme flexibility is also unproductive
CHANGE
Flexibility
• Change requests are created, approved
and incorportated in the Product
Backlog
Stability
• The Sprint backlog is fixed : all
requirements related to an ongoing
Sprint are frozen during the Sprint.
Wish to know more ?
Guide.

RAISE CHANGE REQUESTS
+ Stakeholders
CHANGE
+ Scrum Core team
Wish to know more ?
Guide.

CHANGES HAVING A SIGNIFICANT IMPACT ON THE CURRENT SPRINT
+ The scope of a Sprint cannot be changed once
the Sprint begins.
+ In case of a Change Request having a
significant impact on a Sprint in progress
The Product Owner consults the relevant
stakeholders
+ Wait or cancel
If the required change is so important that the
results of the Sprint would be worthless without it,
then the Sprint should be terminated.
If not, then the change is incorporated into a later
Sprint
CHANGE
Wish to know more ?
Guide.

DETERMINING THE LENGHT OF A SPRINT
+Few changes
Sprint lenght is 4-6 weeks
+Many changes
Sprint lenght can be 1-2
weeks
CHANGE
Wish to know more ?
Guide.

CHANGE IN PORTFOLIOS AND PROGRAMS
+Cascading effect on all
dependent projects or Sprints
CHANGE
Wish to know more ?
Guide.

CHANGE
Wish to know more ?
Guide.

+RISK

+Uncertain event that can affect the
objectives of a project and may contribute
to its success or failure.
DEFINITION
RISK
Wish to know more ?
Guide.
+Manage risks
Proactively
Iterative process througout the project life
Standardized steps to identify and assess risks
+At least, 2 factors
Probability of occurrence
Probable impact of the event
+Risk ≠ Issue
Risk
Issue
Uncertainty
Certainty

RISK ATTITUDE
+Understand the risk attitude of Stakeholders
› 1. Risk appetite
How much uncertainty the stakeholder or organization is willing to take
on.
› 2. Risk tolerance
Degree, amount, or volume of risk stakeholders will withstand.
› 3. Risk threshold
Level at which a risk is acceptable to the stakeholder organization. A
risk will fall above or below the risk threshold. If it is below, then the
stakeholder or organization is more likely to accept the risk.
RISK
Wish to know more ?
Guide.

UTILITY FUNCTION
+“Utility function” model
Risk averse
Risk neutral
Risk seeking
Have a look at :
› ftp://cramton.umd.edu/econ300/13-risk-theory.pdf
› http://www.policonomics.com/lp-risk-and-uncertainty2-risk-aversion/
› Google search : Risk + Utility Function
RISK
Wish to know more ?
Guide.

RISK MANAGEMENT PROCEDURE
RISK
Wish to know more ?
Guide.
Identification Assessment Priorization Mitigation Communication
Techniques
• Review lessons
learned
• Risk checklists
• Prompt lists
• Brainstorming
• Risk Breakdown
structure
• Probability = Asses
risk likelywood
• Proximity = When
the risk could occur
• Impact = Probable
effect
• Techniques
• Risk meeting
• Probability trees
• Pareto analysis
• Probability
Impact grid
• Expected
monetary value
Update the Prioritized
Product Backlog with
identified risks :
• Create a list of
prioritized risks
• Select risks that can
be mitigated
• Combine list of US
with prioitized risks
Communicate risks to
stakeholders
Use « Risk burndown
chart »
• The response to
each risk according
its impact and
probability
• Proactive or reactive
• Severe risks are
mitigated

RISK PRIORIZATION
RISK
Wish to know more ?
Guide.

RISK BURNDOWN CHART
+To assess trends in risk exposure and take appropriate action as necessary
RISK
Wish to know more ?
Guide.

HOW TO MINIMIZE RISKS WITH SCRUM ?
+ Flexibility reduces business-environment-
related risk
Adding or modifying requirements at any time
in the project lifecycle. This enables the
organization to respond to threats or
opportunities from the business environment
and unforeseen requirements whenever they
arise, with usually low cost of managing such
risks
+ Regular feedback reduces expectations-
related risk
RISK
+ Team ownership reduces estimation risk
Leads to more accurate estimation and timely
delivery of product increments
+ Transparency reduces non-detection risk
Risks are detected and communicated early
+ Iterative delivery reduces investment risk
Potentially shippable deliverables are created
after every Sprint, reduces investment risk for
the customer

RISK IN PORTFOLIO & PROGRAM
RISK
+Risks related to portfolio or programs
may have an impact on projects

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Digital performance.
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DIGITAL THAT WORKS!
DIGITAL THAT SELLS.
AND BEYOND.

122
Du digital au réel
Ventes en ligne en Europe
2014 - 2019
x2
d’objets connectés
d’ici 2018 !
80 milliards
De gains de productivité avec
les usages et solutions
collaboratives en entreprise
25%
NOUVELLE ÈRE

CRÉER UN PARCOURS CLIENT UNIFIÉ NÉCESSITE UNE RÉVOLUTION
VOTRE EXPÉRIENCE
CLIENT EST ELLE
ATTRACTIVE ?
Finances/Achats
Supply chain
Opérations
RH
LES TECHNOLOGIES
SONT-ELLES UN
ACCÉLÉRATEUR
POUR VOS
MÉTIERS ?
Gouvernance Digitale
Innovation
Collaboration
Centres de services
VOTRE
ORGANISATION
EST-ELLE AGILE ?
Apple, Nespresso, les leaders ont réussi leur transformation globale…
123

124
Nous digitalisons
VOTRE MARQUE,
VOSVENTES,
VOS SERVICES
Nous sommes le partenaire de votre
Transformation Digitale

© SQLI GROUP | 2015 125
SOCIAL
Le client et l’employé
au centre
MARKETING
Engagement client
et fidélisation
ANALYTICS
Big Data, data marketing
au service du business
MOBILE
Stratégie et
industrialisation mobile
COMMERCE
Accélération des
ventes cross-canal
NOTRE CRÉDO
5 BATAILLES À GAGNER
VOTRE STRATÉGIE

126
NESPRESSO
INTERNATIONAL - COMMERCE FACTORY
Nous propulsons le programme
international Nespresso, pour un service
et une expérience d’excellence, “pixel
perfect”
What else?
NOUS ACCÉLÉRONS LES VENTES EN LIGNE

127
AIRBUS HELICOPTERS
E-COMMERCE FACTORY INTERNATIONALE
Nous avons créé le nouveau service de
commande de pièces d’hélicoptères en
ligne, disponible pour 2 000 clients
d’Airbus Helicopters – numéro 1 mondial
de l’industrie des hélicoptères civils.
NOUS CONNECTONS LES ACTEURS
B2B

NOUS CRÉONS DES
EXPÉRIENCES ENGAGEANTES
128
CANDEREL
SOCIAL MARKETING
+ 16 000 joueurs
+ 50 % sont devenus membres du club
+ 5 200 e-vouchers imprimés
+ 4 600 nouveaux fans
In brands we trust

129
NOUS METTONS LES DONNÉES
AU SERVICE DE VOS VENTES
AIRBUS
BIG DATA POUR DÉTECTER
LES OPPORTUNITÉS
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commerciales par combinaison de
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+ 200 analystes utilisateurs
+ 5 milliards d’enregistrements

130
TARKETT
PERFORMANCE DES VENTES B2B
Nous digitalisons vos processus de vente et créons
l’adhésion des forces commerciales avec une solution
mobile user friendly.
NOUS DIGITALISONS VOS
FORCES DE VENTES

NOUS ACCÉLÉRONS LA
COLLABORATION
131
SANOFI PASTEUR SP-MSD
COMMUNICATIONS INTERNATIONALES
+ Un intranet européen unifié
+ 19 pays, 1 100 utilisateurs
+ MS Sharepoint 2013
« SQLI nous a semblé être le meilleur partenaire pour nous
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s'est avérée. » a dit N. Seimandi, CIO.

NOUS CRÉONSVOS SERVICES MOBILES
132
AIRBUS
FLIGHT FOLIO
Un usage original des tablettes pour
optimiser l’échange d’informations
entre pilotes et équipes techniques.
Planning des pilotes sur iPad.
Information technique partagée (délais, incidents,
achats carburants, etc.).

NOUS INNOVONS,
NOUS INSPIRONS
133
VAL D’ISÈRE HACKATHON
AUGMENTED SKIING
Nous révolutionnons l’expérience client
+ 1 week-end, 1 POC, 1 gagnant
+ Gamification, marketing viral & objets
connectés pour une forte attractivité
Awards
We have a Lab
Follow the geeks

NOUS INDUSTRIALISONS LE
DIGITAL
DANS NOS CENTRES DE SERVICES
134
RTE
CENTRE DE SERVICES AGILE
QUALITÉ – AGILITÉ - INNOVATION
+ Approche sur mesure de l’acquisition
+ Reprise initiale de 60 applications
+ CMMI – Centre de Bordeaux
+ Java – Microsoft - Mobilité
+ Haute flexibilité de 10 000 à 30 000
jours-homme par an - 5 ans

NOUS AGILISONS
LES ORGANISATIONS
135
BNPP WEALTH MANAGEMENT
COACHING AGILE
+ SCRUM, XP, Innovation Game, définition des processus
+ CMMI
+ Collaboration offshore France / Singapour
+ Formation et coaching depuis 4 ans

RÉVÉLATEURS DE NOUVEAUX
USAGES
NOTRE ADN
136
Augmented banking
La banque au cœur de la vie digitale,
Une expérience personnalisée inédite
AirBnB
Hausse des réservations : + 32 % par
l’optimisation des investissements marketing
PASSIONNÉS D’
INNOVATION
CRÉATEURS DE
PERFORMANCE
Le Lab
Design de service & innovation technologique
pour la création de nouveaux services &
produits

NOTRE CULTURE DU
PARTAGE
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Scrum Book Of Knowledge - Reading Notes, Part#1

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