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

5.
JOSIANEAgile
Lean
Kanban
2013
http://fr.slideshare.net/ckti/lean-agile-kanban-guide-du-routard-2013
Scrum
Bob, l’éponge agile

6.
IL FAUT QUE L’ORGANISATION DEVIENNE AGILE !
http://fr.slideshare.net/ckti/scrum-is-not-enough-46572651
JOSIANE
2014

7.
SAFE!
2016
JOSIANE

8.
JOSIANE SAISON 3

9.
scaling AGILE :-)

10.
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 ?

11.
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

12.
Vision - Ambition
Mission: Mastery - Autonomy - Purpose
trouve
le BUT (*)
(*) cf. “The
Goal“ (Goldratt)

13.
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

14.
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

15.
Ne pas oublier les principes
People & Interactions grand format
Mantras Agile (mindset)
Être porteur de sens
AGILE ?
VISION - AMBITION + MISSIONS - ROLES

16.
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

17.
SCALING ?
SCALING ?

18.
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 ?

19.
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

20.
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

21.
SCALING AGILE @ SPOTIFY
https://www.youtube.com/watch?v=Mpsn3WaI_4k

22.
Charrois, bagages, etc., qui alourdissent la marche d'une armée.
Ce qui entrave l'activité, le mouvement.
Larousse
Impedimenta

23.
“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.”

24.
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/

25.
http://www.youtube.com/watch?v=tgBkvS-q_fA&lr=1
http://www.youtube.com/watch?v=-MZdKaqY6wU&lr=1

26.
SCALING KANBAN ?
Agree to pursue incremental, evolutionary change
Improve Collaboratively (using models & the scientific method)
Cadences
Rôles ?

27.
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

28.
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

29.
Up AND Down : ambivalence
Releases fréquentes
Impedimenta, Scrum Master & ETC
Cadences
Commencez simplement
SCALING ?

30.
par 3-4,
des exemples d’application ?
ÉCHANGES
Up AND Down : ambivalence
Releases fréquentes
Impedimenta, Scrum Master & ETC
Cadences
Commencez simplement

31.
AÏE : IL S’AGIT D’UNE TRANSFORMATION !
overspecialized component organizations and external coordination
specialists know, managers decide, and teams execute

32.
“POUR QUE QUELQUE CHOSE PUISSE CHANGER,
QUELQUE CHOSE DOIT ÊTRE PAYÉ, ABANDONNÉ OU MIS DE CÔTÉ”
TOUT CHANGEMENT DEMANDE UN SACRIFICE

33.
SCALING AGILE @ SPOTIFY
https://www.youtube.com/watch?v=Mpsn3WaI_4k
Pouvoir - Politique

34.
PROCESSUS DE DÉCISION
Dépasser les "Je de l’EGO"

35.
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/

36.
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

37.
UTILISER DES RÉFÉRENCES CONNUES
Biggest impediment to Agile = the
behavior of executives
Harvard Business Review May 2016

38.
Sacrifice
Je de l’EGO
Équation de Lewin
Références connues
TRANSFORMATION
CHANGE COMMITMENT CANVAS

39.
par 3-4,
des exemples de contrainte de
l’environnement sur les comportements ?
ÉCHANGES

40.
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

41.
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

42.
Portfolio
Teams
Program - Product…
Limites
Limites
Limites
Limiter le travail en cours
à tous les niveaux

43.
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

44.
principes SAFe = Don Reinertsen
Limiter le WIP à tous les étages
System as a whole
KANBAN

45.
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

46.
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.“

47.
RESSOURCES

48.
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/

49.
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

50.
REFERENCES
http://www.mckinsey.com/business-functions/business-technology/
our-insights/an-operating-model-for-company-wide-agile-
development
https://www.google.fr/search?q=Scaling+Kanban&oq=Scaling
+Kanban&aqs=chrome..
69i57j69i60.5435j0j7&sourceid=chrome&ie=UTF-8
https://www.amazon.fr/responsables-porteurs-sens-pratique-team-
building/dp/2212563442
http://www.institut-repere.com/PROGRAMMATION-NEURO-
LINGUISTIQUE-PNL/aligner-envie-d-entreprendre-et-identite-1-2.html
http://www.scaledagileframework.com/safe-lean-agile-principles/
https://hbr.org/2016/05/embracing-agile

51.
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

52.
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.