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Lean IT Summit 8 & 9 October, 2015
Copyright © Institut Lean France 2015
Transform a classic IT department
into a Lean del...
From an old simple
extranet (since 2009) to a
new collaboration
platform for our
customers (cities)
Co-designed with
custo...
Capture requirements
Complexity:
A new world to explore
500 municipalities to
migrate from
Lots of dependencies
High evalu...
Continuous
transformation
A new platform to
master with continuous
learning:
Mobile
Private cloud
API (Data driven)
Prepar...
• By 2017 about 75% of IT organizations will have bimodal capability
with about half making a mess. IT Organizations need ...
the platform: by building only
useful features on an up-to-
date architecture
our team: by learning how to
handle a contin...
Internet architecture are more complex than ever: private
cloud, API, no control on client equipment…
Agile help with push...
Development
is not alone
Transform
development
means
transforming the
way we interact
with Business
and Operations
So now,...
Our project production process: 3 loops
9Presentation title- Speaker Name
Require-
ments
Product
Backlog
Feature
Delopment...
Tools for coordination : keep them simple!
Lean IT – Frédéric Charles - SUEZ 10
Week Nbr / Nbr of dev
Activity with
depend...
All screens are designed first from requirements
We started by writing « specs docs » to explain screens
with rules… but d...
Every week on a fixed day
Visual. Clean it when too busy.
This is where we talk about
dependencies and commit to
deliver o...
Bus-Dev :
All screens are reviewed and co-
designed with customers
Ops-Bus :
A feedback button creates a direct
link with ...
No link with developers when we
started
Hierarchy – Developers must be
managed by developers
« Agile Canada Dry »: some
sy...
Measure as often as you can (references)
Iso-production environments are required for testing
Organize work around develop...
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Transform a classic IT department into a Lean delivery machine for digital services by Frederic Charles

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At Suez Environnement we took the opportunity of a new strategic project, to radically transform the way we conceive, build and deliver internet applications. We changed the way we build internet platforms using the Cloud. Agile metho¬dologies and Lean management were a big help. We learned that architecture is key for performance but also for organizing the work. We came to the realiza¬tion that traditional applications specifications are no longer needed in 2015. We learned ways to manage developers in a context where most of your IT is out¬sourced. A presentation by Frédéric Charles at the Lean IT Summit 2015

Publié dans : Technologie

Transform a classic IT department into a Lean delivery machine for digital services by Frederic Charles

  1. 1. Lean IT Summit 8 & 9 October, 2015 Copyright © Institut Lean France 2015 Transform a classic IT department into a Lean delivery machine for digital services Frédéric Charles, Directeur de domaine SI - SUEZ @fcharles
  2. 2. From an old simple extranet (since 2009) to a new collaboration platform for our customers (cities) Co-designed with customers with dedicated services for large cities Mobile first Data driven architecture Cloud based A 150 years old company Services to municipalities and industrials Context: a web platform to rebuild Lean IT – Frédéric Charles - SUEZ
  3. 3. Capture requirements Complexity: A new world to explore 500 municipalities to migrate from Lots of dependencies High evaluation cost by a « traditional » IT player Why an agile approach? 3Lean IT – Frédéric Charles - SUEZ
  4. 4. Continuous transformation A new platform to master with continuous learning: Mobile Private cloud API (Data driven) Prepare the “run” Build a delivery machine for digital services Why an Agile + Lean approach? 4Lean IT – Frédéric Charles - SUEZ
  5. 5. • By 2017 about 75% of IT organizations will have bimodal capability with about half making a mess. IT Organizations need to build capability to support multiple methodologies and still have end-to- end traceability and control. This requires a Lean Application Delivery approach. • By 2017, 50 percent of consumer product investments will be redirected to customer experience innovations. • customer experience the new competitive battlefield As Gartner predicts … Lean IT – Frédéric Charles - SUEZ 5
  6. 6. the platform: by building only useful features on an up-to- date architecture our team: by learning how to handle a continuous process of evolutions for the platform, co-designed with customers the IT department: by building assets and methods that could be re-used in other teams Our objectives in adopting Agile+Lean: Transformation Lean IT – Frédéric Charles - SUEZ 6 Transform :
  7. 7. Internet architecture are more complex than ever: private cloud, API, no control on client equipment… Agile help with pushing a first version in production as fast as we could (3 months in fact…) and remove all barriers. First version just wrote Hello « user » but all components were test Architecture help with separating tasks: one team in charge of developing the portal, one team in charge of data collecting and API Architecture to prepare DevOps continuous delivery. developers with the operation team QA: again, continuous improvement We’ve learned what we already knew: start with architecture! 7
  8. 8. Development is not alone Transform development means transforming the way we interact with Business and Operations So now, ready for an infinite loop? Lean IT – Frédéric Charles - SUEZ 8 Incremental transformation forever…
  9. 9. Our project production process: 3 loops 9Presentation title- Speaker Name Require- ments Product Backlog Feature Delopment Unit Tests Tests of non regression Test & Approval User deployment Services Road map Design Conception Development Releases Processus Itératif Services Launch Screens & UX Processus Itératif Support P. Itératif Deliverable: User model review by users Deliverable : Features available on the production environment Deliverable : Required services available, and customer satisfaction UX testing General Design Functional & Technical Features Environ- nements Roadmap
  10. 10. Tools for coordination : keep them simple! Lean IT – Frédéric Charles - SUEZ 10 Week Nbr / Nbr of dev Activity with dependency New functions Technical tasks Our 4 weeks roadmap to align developers with business priorities
  11. 11. All screens are designed first from requirements We started by writing « specs docs » to explain screens with rules… but developers don’t read ! After 3 months we wrote rules directly with developers Documenting starts when testing . Specifications: from a 60 pages Word document to Trello collaborative tickets Lean IT – Frédéric Charles - SUEZ 11
  12. 12. Every week on a fixed day Visual. Clean it when too busy. This is where we talk about dependencies and commit to deliver one’s part of the job Produce the 4-week roadmap Red points (not finished task) + Red box (critical points to follow) From a pain room to a satisfaction room when after some months you finally deliver Obeya: a visual room for everyone Lean IT – Frédéric Charles - SUEZ 12
  13. 13. Bus-Dev : All screens are reviewed and co- designed with customers Ops-Bus : A feedback button creates a direct link with them from all screens. Polls and satisfaction surveys are important and keep your lean process alive We develop a monitoring platform to record the user experience (availability, MTBF, MTBR…) Process starts and ends with customers Lean IT – Frédéric Charles - SUEZ 13
  14. 14. No link with developers when we started Hierarchy – Developers must be managed by developers « Agile Canada Dry »: some systems integrators sell agility but forget to train their employees first Accept errors… on a weekly basis! Fixed prices Budget planning, contracts Main difficulties to reach our objectives Presentation title- Speaker Name 14
  15. 15. Measure as often as you can (references) Iso-production environments are required for testing Organize work around development Simple coordination tools Don’t trust system integrators, challenge them… Have a look at my blog ! www.greensi.fr Last recommendations Lean IT – Frédéric Charles - SUEZ 15

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