Lean Agile : voir en grand !
•
1 j'aime•1,576 vues
Saison 3 : Josiane se retrouve confrontée à une demande de mise en place de SAFe. Avec l'aide de Bob, l'éponge agile, saura-t-elle trouver son chemin et préserver son esprit agile ?
Recommandé
Contenu connexe
Tendances
Tendances (20)
Similaire à Lean Agile : voir en grand !
Similaire à Lean Agile : voir en grand ! (20)
Plus de Christophe Keromen
Plus de Christophe Keromen (20)
Dernier
Dernier (20)
Lean Agile : voir en grand !
- 1. LEAN AGILE LA TRANSFO GRAND FORMAT
- 2. DISCLAIMERS Scrum Plein de slides Pas de code Des dessins pourris
- 3. Remerciements a notre organisateur, nos sponsors et notre partenaire medias
- 4. Christophe Keromen catalyseur respectueux accompagnateur de l’innovation, la performance et l’inspiration collective www.ckti.com http://fr.slideshare.net/ckti/ @ckeromen www.goood.pro/ @gooodpro
- 6. IL FAUT QUE L’ORGANISATION DEVIENNE AGILE ! http://fr.slideshare.net/ckti/scrum-is-not-enough-46572651 JOSIANE 2014
- 11. Aligning and CoordinaDng MulDple Teams Regular Agile Planning Emergence vs BDUf (Big Design Up Front) Essais & erreurs: safe (!) experiments Personnes et interactions…à l’échelle ! Toutes les 10 semaines Comment allez-vous pouvoir apprendre ?
- 12. Baby steps Test early, fail fast Data beats opinions What Got You Here Won’t Get You There Do the simplest thing that could possibly work Tackle high risks early, before the risks attack you KISS YAGNIDRY
- 19. Vision - Ambition Mission: Mastery - Autonomy - Purpose trouve le BUT (*) (*) cf. “The Goal“ (Goldratt)
- 20. Être “responsable, porteur de sens”, c’est être porteur d’une réponse à la question “ pour quoi ?” C’est se situer par rapport aux finalités. Le sens veut dire à la fois la direction (ou les objectifs), la signification (ou les valeurs) et l’expérience (ou la culture). Le sens permet d’articuler les dynamiques individuelles et collectives à travers une vision partagée. ALIGNEMENT
- 21. ÂME EGO Vision Que voulez-vous créer dans le monde qui soit devant vous et au travers de vous ? Que voulez-vous voir de plus et de moins dans ce monde ? Quel est le monde auquel vous voulez appartenir ? Ambition Quel est le statut et la réalisation que l’organisation, au niveau de la partie saine de son ego, souhaite obtenir ? Mission Quelle est votre contribution unique pour que cette vision se réalise ? Quelles sont les ressources, capacités et actions que vous apportez pour faciliter l’atteinte de la vision ? Rôle Quel est l’ensemble des compétences fondamentales que l’organisation souhaite développer pour réaliser son ambition source Robert Dilts
- 22. Ne pas oublier les principes People & Interactions grand format Mantras Agile (mindset) Être porteur de sens AGILE ? VISION - AMBITION + MISSIONS - ROLES
- 23. par 3-4, des exemples d’utilisation des mantras ? ÉCHANGES Baby steps Test early, fail fast Data beats opinions What Got You Here Won’t Get You There Do the simplest thing that could possibly work Tackle high risks early, before the risks attack you KISS YAGNIDRY
- 25. DOWN? Qu’est-ce qu’on met à l’échelle dans ce cas ? Depuis la stratégie UP? Scrum, Kanban Depuis les équipes DANS QUELLE DIRECTION ?
- 26. AMBIVALENCE Plutôt qu’une perspective BINAIRE opposant Action et Réflexion apprendre à penser l’ambivalence : Agir ET réfléchir Spécialement au travers d’expérimentations aussi petites que possible et pilotées par des boucles de FEEDBACK
- 27. 30 © 2015 CA. ALL RIGHTS RESERVED. Synchronize teams to deliver enDre programs Scaling Agility Continuous Integration Regular Planning Alignment With Business Integrate the production & build releases Distribute & Synchronize the work
- 28. SCALING AGILE @ SPOTIFY https://www.youtube.com/watch?v=Mpsn3WaI_4k
- 29. Charrois, bagages, etc., qui alourdissent la marche d'une armée. Ce qui entrave l'activité, le mouvement. Larousse Impedimenta
- 30. “There need not be an argument between Scrum and SAFe. It’s “both / and”. If the teams cannot deliver quality product within a timebox with regularity and sustainability, SAFe will not work. Period.” “SAFe is fully, 100% dependent on good Scrum teams that can deliver quality product in a timebox. Woe be unto you if you try to scale crappy code.”
- 31. SCRUM MASTER SERVICE TO THE ORGANIZATION “WORKING WITH OTHER SCRUM MASTERS TO INCREASE THE EFFECTIVENESS OF THE APPLICATION OF SCRUM IN THE ORGANIZATION“ http://www.scrumguides.org/
- 33. SCALING KANBAN ? Agree to pursue incremental, evolutionary change Improve Collaboratively (using models & the scientific method) Cadences Rôles ?
- 35. Commencez Simplement Feature Teams : limiter les dépendances, donc la coordination, donc les rôles, donc les couches Quelques équipes > un seul Produit > un seul Product Backlog
- 36. En entrée : - un seul produit - un seul Product Owner - un seul Product Backlog - un Sprint Planning commun En sortie : - un seul Potentially Shippable Product Increment - une Sprint Review commune Up to 10 teams LESS In LeSS, the basic organizational building block is the cross-functional and cross-component feature team Craig Larman https://less.works
- 37. Up AND Down : ambivalence Releases fréquentes Impedimenta, Scrum Master & ETC Cadences Commencez simplement SCALING ?
- 38. par 3-4, des exemples d’application ? ÉCHANGES Up AND Down : ambivalence Releases fréquentes Impedimenta, Scrum Master & ETC Cadences Commencez simplement
- 39. AÏE : IL S’AGIT D’UNE TRANSFORMATION ! overspecialized component organizations and external coordination specialists know, managers decide, and teams execute
- 40. “POUR QUE QUELQUE CHOSE PUISSE CHANGER, QUELQUE CHOSE DOIT ÊTRE PAYÉ, ABANDONNÉ OU MIS DE CÔTÉ” TOUT CHANGEMENT DEMANDE UN SACRIFICE
- 41. SCALING AGILE @ SPOTIFY https://www.youtube.com/watch?v=Mpsn3WaI_4k Pouvoir - Politique
- 42. PROCESSUS DE DÉCISION Dépasser les "Je de l’EGO"
- 43. Ça marche ! On le garde ! Pas de changement :-( Vision partagée Challenge ? Alors changeons … SUR QUOI ON EST D’ACCORD ? CHANGE COMMITMENT CANVAS On veut changerOn ne veut pas changer onpeutchanger Onnepeutpaschanger https://blog.goood.pro/2016/06/28/des-canevas-a-broder2-change-committment-canvas/
- 44. KURT LEWIN B=f(P,E) Jurgen Appelo: “In order to change people’s behavior, instead of changing the people themselves (which is hard to do without an expensive operating table), you might want to consider changing the environment, and let the people (re-)organize themselves.” Wikipedia: Lewin’s equation, http://en.wikipedia.org/wiki/Lewin's_equation
- 45. UTILISER DES RÉFÉRENCES CONNUES Biggest impediment to Agile = the behavior of executives Harvard Business Review May 2016
- 46. Sacrifice Je de l’EGO Équation de Lewin Références connues TRANSFORMATION CHANGE COMMITMENT CANVAS
- 47. par 3-4, des exemples de contrainte de l’environnement sur les comportements ? ÉCHANGES
- 48. ET KANBAN ? IT IS EASIER TO START WORK THAN IT IS TO FINISH IT. IT IS EASIER TO GROW WIP THAN IT IS TO REDUCE IT – DON REINERTSEN
- 49. SAFe Lean-Agile Principles® The impression that “our problems are different” is a common disease that afflicts management the world over. They are different, to be sure, but the principles that will help to improve the quality of product and service are universal in nature. —W. Edwards Deming SAFe is based on nine immutable, underlying Lean and Agile principles. These are the fundamental tenets, basic truths and economic underpinnings that drive the roles and practices that make SAFe effective. # 1 Take an economic view # 2 Apply systems thinking # 3 Assume variability; preserve options # 4 Build incrementally with fast, integrated learning cycles # 5 Base milestones on objective evaluation of working systems # 6 Visualize and limitWIP, reduce batch sizes, and manage queue lengths # 7 Apply cadence, synchronize with cross-domain planning # 8 Unlock the intrinsic motivation of knowledge workers # 9 Decentralize decision-making Establishing an Economic Framework Managing Queues Exploiting Variability Reducing Batch Size Applying WIP Constraints Controlling Flow Under Uncertainty Congestion & Cadence Synchronization & Sequencing Accelerating Feedback Decentralizing Control Finding Waste
- 50. Portfolio Teams Program - Product… Limites Limites Limites Limiter le travail en cours à tous les niveaux
- 51. Touch Time = Wait Time = 18 days 2 days Touch Time Wait Time + Touch Time Flow Efficiency = 2d 18d + 2d = = 10% Efficiency Customer Lead Time (Time to market) OpDmize the Value Stream Flow%efficiency “Resource”%efficiency 100%$efficiency10%$efficiency Get$things$done Keep$people$busy SYSTEM AS A WHOLE
- 52. principes SAFe = Don Reinertsen Limiter le WIP à tous les étages System as a whole KANBAN
- 53. par 3-4, exemples d’application des principes lean-agile ? ÉCHANGES #1-Take an economic view #2-Apply systems thinking #3-Assume variability; preserve options #4-Build incrementally with fast, integrated learning cycles #5-Base milestones on objective evaluation of working systems #6-Visualize and limit WIP, reduce batch sizes, and manage queue lengths #7-Apply cadence, synchronize with cross- domain planning #8-Unlock the intrinsic motivation of knowledge workers #9-Decentralize decision-making Establishing an Economic Framework Managing Queues Exploiting Variability Reducing Batch Size Applying WIP Constraints Controlling Flow Under Uncertainty Congestion & Cadence Synchronization & Sequencing Accelerating Feedback Decentralizing Control Finding Waste
- 54. Lorsqu’un élève zélé, cherchant avec ferveur le satori, demanda à son maître Zen ce que signifiait être éclairé, ce dernier répondit : “Rentrer chez soi et se reposer confortablement.“
- 55. RESSOURCES
- 56. SCRUM SCALING PRINCIPLES & PRACTICES Minimise cross-dependency between teams, so • Form feature teams rather than component teams, and • Ensure each team is cross-functional. Stick to the “right” team size, no matter what, so • Merge multiple products into one backlog feeding a single team, or • Let a single backlog feed multiple teams. Reduce skill silos and dependencies within teams, so • Grow T-shaped people Employ small batches to reduce cycle time, reduce variability and increase efficiency, so • Avoid large work items in Sprints, and • Use a regular cadence for all Sprint meetings. Shorten queuing times for the waiting work, so • Feed multiple, synchronised teams from a single backlog. Exploit scale economies of multiple teams, so • Synchronise sprints for multiple teams. Retain slack to achieve flow, so • Allow teams to pull from the backlog, based on their observed capacity, and • Challenge teams to finish early as least as often as they finish late. Keep feedback loops short, so • Ensure all teams’ outputs are tested and integrated into the Increment every Sprint, and • Work to eliminate constructs like “integration” or “hardening” sprints. Optimise the whole, so • Measure outcomes at the highest possible level, and • Let teams seek on their own local solutions. Pay attention to quality, so • Ensure “technical debt” is reducing, not increasing, and • Fix errors as soon as they are found. Pay attention to communication, so • Institute formal meetings to synchronise teams. Pay attention to learning, so • Form communities of practice for different disciplines to share learning, and • Hold large group retrospectives on a longer cadence (e.g. for releases). peterhundermark http://www.agile42.com/en/blog/2014/01/14/scaling-scrum-organisation/
- 57. SCALING SCRUM • https://en.wikipedia.org/wiki/Big_Design_Up_Front • http://softit-trunk.int.softit.fr/fichesPratiques • https://www.amazon.fr/but-processus-progr%C3%A8s-permanent/dp/ 2124654047 • Stop Calling Them Blockers par Mike Cohn : https://goo.gl/IChviu • Transformation to Greater Business Agility Andrew Sales, CA Technologies https://www.brighttalk.com/webcast/6505/201723 • http://fr.slideshare.net/Lewitz/swen102012-enterprise-transformation- with-scrum (2012) • https://www.amazon.com/Enterprise-Scrum-Developer-Best-Practices/dp/ 0735623376 (2007) • https://www.mountaingoatsoftware.com/uploads/articles/04-Iterating- Toward-Agility.pdf
- 59. IMAGES - PHOTOS • http://upload.wikimedia.org/wikipedia/commons/e/eb/ Monumento_a_persona_sentada.jpg • https://upload.wikimedia.org/wikipedia/commons/thumb/a/ae/ Bertram_Mackennal_-_Grief.jpg/1226px-Bertram_Mackennal_-_Grief.jpg • http://www.fotopedia.com/items/flickr-2364265267 • http://s0.geograph.org.uk/geophotos/01/67/38/1673878_9893ea34.jpg • https://upload.wikimedia.org/wikipedia/commons/a/aa/Mali_- _local_transport.jpg • http://www.laboiteverte.fr/wp-content/uploads/2015/07/jacobsen-gif-corps- transformation-03.gif • https://flic.kr/p/o8fY3U • https://flic.kr/p/e1dB7B • https://flic.kr/p/4QDSeU
- 60. h"p://crea*vecommons.org/licenses/by-sa/3.0/ This presentation was inspired by the works of many people, and I cannot possibly list them all. Though I did my very best to attribute all authors of texts and images, and to recognize any copyrights, if you think that anything in this presentation should be changed, added or removed, please contact me at ckeromen@ckti.com.