Introduction à l'agilité - Martin Goyette
•
1 j'aime•784 vues
Qu'est-ce donc que l'Agilité déjà ? Quelle est la différence avec Scrum ? Je fais quoi avec mon Gantt ? Est-ce que le Web est un bon candidat ? Pourquoi est-ce que je vis autant de difficultés ? Par où dois-je commencer ? Cette introduction (ou ré-introduction) vise les vendus et les désabusés, les initiés et les nouveaux intéressés. C'est un rafraichissement sur l'agilité qui permettra de faire un petit pas en arrière et mieux préparer les prochains. Pour certains, ce sera un retour sur les fondements de l'agilité et pour d'autres ce sera la satisfaction d'une curiosité qui perdure. Avec plus de dix ans d'expérience, l'agilité a maturée mais pourquoi reste-t-elle difficile à maitriser ? Martin Goyette Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l'information depuis plus d'une dizaine d'années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l'ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l'information. Depuis 2008, il se consacre à Lean ainsi qu'à l'agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.
Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (20)
En vedette
En vedette (20)
Similaire à Introduction à l'agilité - Martin Goyette
Similaire à Introduction à l'agilité - Martin Goyette (20)
Plus de Agile Montréal
Plus de Agile Montréal (20)
Dernier
Dernier (20)
Introduction à l'agilité - Martin Goyette
- 1. Introduction to agility for passionnates and newbies
- 2. My name is Martin Goyette Lean and Agile counselor
- 5. A process
- 7. A project management practice
- 8. What is Agile ?
- 9. Definition of Agility Everything changes, nothing remains without change. [Buddha] In business, agility means the capability of rapidly and efficiently adapting to changes. [Wikipedia]
- 10. An IT story 1990’s IT projects failure • Adress Complexity • Scrum, XP, ASD RAD, AUP, DSDM, Crystal Clear 2000 Information Technology (IT) • Agile Development • Culture Change • Lean Software development, Kanban, Scrumban 2010 Globalization • Something bigger than Lean or Agile • An obligation to change
- 12. Values • Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan
- 13. Principles • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. • Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. • Business people and developers must work together daily throughout the project. • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. • The most efficient and effective method of conveying information to and within a development team is face-to- face conversation.
- 14. Principles (2) • Working software is the primary measure of progress. • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. • Continuous attention to technical excellence and good design enhances agility. • Simplicity -- the art of maximizing the amount of work not done -- is essential. • The best architectures, requirements, and designs emerge from self-organizing teams. • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- 15. Why Agile ?
- 16. Success • The CHAOS Manifesto – ~50 000 IT projets – 60% U.S; 25% European Ref. The CHAOS Manifesto The Standish Group International, inc.
- 17. On time and budget Ref. The CHAOS Manifesto The Standish Group International, inc.
- 18. Empiricism Ref. Advanced Development Methods
- 19. ROI | Value Ref. Chaos Manifesto 2011, The Standish Group
- 20. Communication
- 21. Collaboration
- 22. Motivations
- 23. Improvements
- 24. Concerns
- 25. In other words
- 26. The iron triangle Fixed Estimated Time Cost Scope Tradition Plan Driven
- 27. The iron triangle Fixed Estimated Time Cost Scope Agile Vision/Value Driven
- 28. The promise Deliver the best solution at any budget and/or time; best regarding the return on investment, the usage, the quality and, therefore, the customer satisfaction
- 29. Metrics • Plan driven – Budget – Schedule – Scope – Bugs – Change requests – Decisions – Risks – Ressource allocation – ROI • Value driven – Fixed – Splitted – Estimated with velocity – Impact on velocity – Implicit – Documented – Confronted – Constant – Maximized
- 30. Simple Complex Anarchy Technology RequirementsFar from Agreement Close to Agreement Closeto Certainty Farfrom Certainty Ref: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle. Candidates
- 31. Your industry • Complex Candidates – Applicable to any domain – Abstract science and profession – Research & Development – Cutting edge technologies – Constant maintenance / evolution – Need to do more with less – Driven by innovation and creativity • Embrace complexity and risk!
- 32. It is bigger than us
- 34. What is Scrum ?
- 35. Small and simple Ref. Scrum.org http://www.scrum.org/scrumguides/
- 37. Adaptative
- 38. Some key notions • Framework / Tool – Delivery – Business Value • Working solution – Inspected frequently – Potential release • Business involvment – Sets priorities – Gives feedback – Accountable of ROI • Empirical – Inspect & Adapt – Transparency • Team involvment – Self-organized – Cross-functional • Not a silver bullet – Doesn’t provide the answers – No better solutions
- 39. Impacts
- 40. Roles • Business – Direction – Project Management Office – Project Manager – Client – SMEs & End Users – Stakeholders – HR & Marketing – Outsourcing • Development – Business Analyst – Functional Analyst – UX & Design – Architect – Developper – Quality Assurance – Build Master – System Administrator – Maintenance
- 41. Activities
- 42. Artefacts
- 44. Framework
- 45. Emotions
- 46. It is a transition Ref. Managing Transitions, William Bridges
- 47. Where to start ?
- 48. People
- 49. Early adopters
- 50. Coaching • Multiple step process over multiple years – Assessment (%prob) – Transition management (change) – Trainings (top/down) – Pilots and Projects (maturity) – Engineering practices (tdd) – Project Management Office – Project Portfolio – Organization culture
- 51. What you don’t see
- 53. Where do you stand? Ref. Frederic Laloux
- 54. Thank you ! Agile Montreal Monthly events Agile Tour Montreal 2017 Spark the change Mtl 2017 #atmtl2015 http://agilemontreal.ca Twitter: @agilemontreal LinkedIn: Agile Montréal info@agilemontreal.ca martin.goyette@gmail.com