Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.
LEAN AGILE
LA TRANSFO GRAND FORMAT
DISCLAIMERS
Scrum
Plein de slides
Pas de code
Des dessins pourris
Remerciements a notre organisateur, nos sponsors et notre
partenaire medias
Christophe Keromen
catalyseur respectueux
accompagnateur de l’innovation, 

la performance et l’inspiration collective
www...
JOSIANEAgile
Lean
Kanban
2013
http://fr.slideshare.net/ckti/lean-agile-kanban-guide-du-routard-2013
Scrum
Bob, l’éponge ag...
IL FAUT QUE L’ORGANISATION DEVIENNE AGILE !
http://fr.slideshare.net/ckti/scrum-is-not-enough-46572651
JOSIANE
2014
SAFE!
2016
JOSIANE
JOSIANE SAISON 3
scaling AGILE :-)
Aligning	and	CoordinaDng	MulDple	Teams	
Regular	Agile	Planning	
Emergence vs BDUf (Big Design Up Front)
Essais & erreurs: ...
Baby steps
Test early, fail fast
Data beats opinions
What Got You Here Won’t Get You There
Do the simplest thing that coul...
Vision - Ambition
Mission: Mastery - Autonomy - Purpose
trouve 

le BUT (*)
(*) cf. “The
Goal“ (Goldratt)
Être “responsable, porteur de sens”, 

c’est être porteur d’une réponse à la question “ pour quoi ?”
C’est se situer par r...
ÂME EGO
Vision
Que voulez-vous créer dans le monde qui
soit devant vous et au travers de vous ?
Que voulez-vous voir de pl...
Ne pas oublier les principes
People & Interactions grand format
Mantras Agile (mindset)
Être porteur de sens
AGILE ?
VISIO...
par 3-4, 

des exemples d’utilisation des mantras ?
ÉCHANGES
Baby steps
Test early, fail fast
Data beats opinions
What Got...
SCALING ?
SCALING ?
DOWN?
Qu’est-ce qu’on met à
l’échelle dans ce cas ?
Depuis la stratégie
UP?
Scrum, Kanban
Depuis les équipes
DANS QUELLE D...
AMBIVALENCE
Plutôt qu’une perspective BINAIRE
opposant Action et Réflexion
apprendre à penser l’ambivalence :
Agir ET réfl...
30	 ©	2015	CA.	ALL	RIGHTS	RESERVED.	
Synchronize	teams	to	deliver	enDre	programs	
Scaling	Agility	
Continuous Integration
...
SCALING AGILE @ SPOTIFY
https://www.youtube.com/watch?v=Mpsn3WaI_4k
Charrois, bagages, etc., qui alourdissent la marche d'une armée. 

Ce qui entrave l'activité, le mouvement.
Larousse
Imped...
“There need not be an argument between Scrum and SAFe.

It’s “both / and”. If the teams cannot deliver quality product wit...
SCRUM MASTER SERVICE TO THE ORGANIZATION
“WORKING WITH OTHER SCRUM MASTERS 

TO INCREASE THE EFFECTIVENESS OF THE APPLICAT...
http://www.youtube.com/watch?v=tgBkvS-q_fA&lr=1 
http://www.youtube.com/watch?v=-MZdKaqY6wU&lr=1
SCALING KANBAN ?
Agree to pursue incremental, evolutionary change
Improve Collaboratively (using models & the scientific m...
Commencez Simplement
Feature Teams : limiter les dépendances, 

donc la coordination, donc les rôles, donc les couches
Que...
En entrée :
- un seul produit
- un seul Product Owner
- un seul Product Backlog
- un Sprint Planning commun
En sortie :
- ...
Up AND Down : ambivalence
Releases fréquentes
Impedimenta, Scrum Master & ETC
Cadences
Commencez simplement
SCALING ?
par 3-4, 

des exemples d’application ?
ÉCHANGES
Up AND Down : ambivalence
Releases fréquentes
Impedimenta, Scrum Master &...
AÏE : IL S’AGIT D’UNE TRANSFORMATION !
overspecialized component organizations and external coordination
specialists know,...
“POUR QUE QUELQUE CHOSE PUISSE CHANGER, 

QUELQUE CHOSE DOIT ÊTRE PAYÉ, ABANDONNÉ OU MIS DE CÔTÉ”
TOUT CHANGEMENT DEMANDE ...
SCALING AGILE @ SPOTIFY
https://www.youtube.com/watch?v=Mpsn3WaI_4k
Pouvoir - Politique
PROCESSUS DE DÉCISION
Dépasser les "Je de l’EGO"
Ça marche ! On le garde !
Pas de changement :-(
Vision

partagée
Challenge ?
Alors changeons …
SUR QUOI ON EST D’ACCORD ?
...
KURT LEWIN
B=f(P,E)
Jurgen Appelo: “In order to change people’s behavior, instead of
changing the people themselves (which...
UTILISER DES RÉFÉRENCES CONNUES
Biggest impediment to Agile = the
behavior of executives
Harvard Business Review May 2016
Sacrifice
Je de l’EGO
Équation de Lewin
Références connues
TRANSFORMATION
CHANGE COMMITMENT CANVAS
par 3-4, 

des exemples de contrainte de
l’environnement sur les comportements ?
ÉCHANGES
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 

–...
SAFe Lean-Agile Principles®
The impression that “our problems are different” is a common disease that afflicts
management the...
Portfolio
Teams
Program - Product…
Limites
Limites
Limites
Limiter le travail en cours
à tous les niveaux
Touch Time =
Wait Time = 18 days
2 days
Touch Time
Wait Time + Touch Time
Flow Efficiency =
2d
18d + 2d
= = 10% Efficiency...
principes SAFe = Don Reinertsen
Limiter le WIP à tous les étages
System as a whole
KANBAN
par 3-4, 

exemples d’application des principes lean-agile ?
ÉCHANGES
#1-Take an economic view
#2-Apply systems thinking
#...
Lorsqu’un élève zélé, cherchant avec ferveur le satori,
demanda à son maître Zen ce que signifiait 

être éclairé, ce dern...
RESSOURCES
SCRUM SCALING PRINCIPLES & PRACTICES
Minimise cross-dependency between teams, so
• Form feature teams rather than componen...
SCALING SCRUM
• https://en.wikipedia.org/wiki/Big_Design_Up_Front
• http://softit-trunk.int.softit.fr/fichesPratiques
• ht...
REFERENCES
http://www.mckinsey.com/business-functions/business-technology/
our-insights/an-operating-model-for-company-wid...
IMAGES - PHOTOS
• http://upload.wikimedia.org/wikipedia/commons/e/eb/
Monumento_a_persona_sentada.jpg
• https://upload.wik...
h"p://crea*vecommons.org/licenses/by-sa/3.0/
This presentation was inspired by the works of many people,
and I cannot poss...
Lean Agile : voir en grand !
Lean Agile : voir en grand !
Lean Agile : voir en grand !
Lean Agile : voir en grand !
Lean Agile : voir en grand !
Lean Agile : voir en grand !
Lean Agile : voir en grand !
Lean Agile : voir en grand !
Prochain SlideShare
Chargement dans…5
×

Lean Agile : voir en grand !

1 074 vues

Publié le

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 ?

Publié dans : Services
  • DOWNLOAD THIS BOOKS INTO AVAILABLE FORMAT (2019 Update) ......................................................................................................................... ......................................................................................................................... Download Full PDF EBOOK here { https://soo.gd/irt2 } ......................................................................................................................... Download Full EPUB Ebook here { https://soo.gd/irt2 } ......................................................................................................................... Download Full doc Ebook here { https://soo.gd/irt2 } ......................................................................................................................... Download PDF EBOOK here { https://soo.gd/irt2 } ......................................................................................................................... Download EPUB Ebook here { https://soo.gd/irt2 } ......................................................................................................................... Download doc Ebook here { https://soo.gd/irt2 } ......................................................................................................................... ......................................................................................................................... ................................................................................................................................... eBook is an electronic version of a traditional print book THIS can be read by using a personal computer or by using an eBook reader. (An eBook reader can be a software application for use on a computer such as Microsoft's free Reader application, or a book-sized computer THIS is used solely as a reading device such as Nuvomedia's Rocket eBook.) Users can purchase an eBook on diskette or CD, but the most popular method of getting an eBook is to purchase a downloadable file of the eBook (or other reading material) from a Web site (such as Barnes and Noble) to be read from the user's computer or reading device. Generally, an eBook can be downloaded in five minutes or less ......................................................................................................................... .............. Browse by Genre Available eBooks .............................................................................................................................. Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, ......................................................................................................................... ......................................................................................................................... .....BEST SELLER FOR EBOOK RECOMMEND............................................................. ......................................................................................................................... Blowout: Corrupted Democracy, Rogue State Russia, and the Richest, Most Destructive Industry on Earth,-- The Ride of a Lifetime: Lessons Learned from 15 Years as CEO of the Walt Disney Company,-- Call Sign Chaos: Learning to Lead,-- StrengthsFinder 2.0,-- Stillness Is the Key,-- She Said: Breaking the Sexual Harassment Story THIS Helped Ignite a Movement,-- Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones,-- Everything Is Figureoutable,-- What It Takes: Lessons in the Pursuit of Excellence,-- Rich Dad Poor Dad: What the Rich Teach Their Kids About Money THIS the Poor and Middle Class Do Not!,-- The Total Money Makeover: Classic Edition: A Proven Plan for Financial Fitness,-- Shut Up and Listen!: Hard Business Truths THIS Will Help You Succeed, ......................................................................................................................... .........................................................................................................................
       Répondre 
    Voulez-vous vraiment ?  Oui  Non
    Votre message apparaîtra ici
  • DOWNLOAD THIS BOOKS INTO AVAILABLE FORMAT (2019 Update) ......................................................................................................................... ......................................................................................................................... Download Full PDF EBOOK here { https://soo.gd/irt2 } ......................................................................................................................... Download Full EPUB Ebook here { https://soo.gd/irt2 } ......................................................................................................................... Download Full doc Ebook here { https://soo.gd/irt2 } ......................................................................................................................... Download PDF EBOOK here { https://soo.gd/irt2 } ......................................................................................................................... Download EPUB Ebook here { https://soo.gd/irt2 } ......................................................................................................................... Download doc Ebook here { https://soo.gd/irt2 } ......................................................................................................................... ......................................................................................................................... ................................................................................................................................... eBook is an electronic version of a traditional print book THIS can be read by using a personal computer or by using an eBook reader. (An eBook reader can be a software application for use on a computer such as Microsoft's free Reader application, or a book-sized computer THIS is used solely as a reading device such as Nuvomedia's Rocket eBook.) Users can purchase an eBook on diskette or CD, but the most popular method of getting an eBook is to purchase a downloadable file of the eBook (or other reading material) from a Web site (such as Barnes and Noble) to be read from the user's computer or reading device. Generally, an eBook can be downloaded in five minutes or less ......................................................................................................................... .............. Browse by Genre Available eBooks .............................................................................................................................. Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, ......................................................................................................................... ......................................................................................................................... .....BEST SELLER FOR EBOOK RECOMMEND............................................................. ......................................................................................................................... Blowout: Corrupted Democracy, Rogue State Russia, and the Richest, Most Destructive Industry on Earth,-- The Ride of a Lifetime: Lessons Learned from 15 Years as CEO of the Walt Disney Company,-- Call Sign Chaos: Learning to Lead,-- StrengthsFinder 2.0,-- Stillness Is the Key,-- She Said: Breaking the Sexual Harassment Story THIS Helped Ignite a Movement,-- Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones,-- Everything Is Figureoutable,-- What It Takes: Lessons in the Pursuit of Excellence,-- Rich Dad Poor Dad: What the Rich Teach Their Kids About Money THIS the Poor and Middle Class Do Not!,-- The Total Money Makeover: Classic Edition: A Proven Plan for Financial Fitness,-- Shut Up and Listen!: Hard Business Truths THIS Will Help You Succeed, ......................................................................................................................... .........................................................................................................................
       Répondre 
    Voulez-vous vraiment ?  Oui  Non
    Votre message apparaîtra ici

Lean Agile : voir en grand !

  1. 1. LEAN AGILE LA TRANSFO GRAND FORMAT
  2. 2. DISCLAIMERS Scrum Plein de slides Pas de code Des dessins pourris
  3. 3. Remerciements a notre organisateur, nos sponsors et notre partenaire medias
  4. 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. 5. JOSIANEAgile Lean Kanban 2013 http://fr.slideshare.net/ckti/lean-agile-kanban-guide-du-routard-2013 Scrum Bob, l’éponge agile
  6. 6. IL FAUT QUE L’ORGANISATION DEVIENNE AGILE ! http://fr.slideshare.net/ckti/scrum-is-not-enough-46572651 JOSIANE 2014
  7. 7. SAFE! 2016 JOSIANE
  8. 8. JOSIANE SAISON 3
  9. 9. scaling AGILE :-)
  10. 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. 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. 12. Vision - Ambition Mission: Mastery - Autonomy - Purpose trouve 
 le BUT (*) (*) cf. “The Goal“ (Goldratt)
  13. 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. 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. 15. Ne pas oublier les principes People & Interactions grand format Mantras Agile (mindset) Être porteur de sens AGILE ? VISION - AMBITION + MISSIONS - ROLES
  16. 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. 17. SCALING ? SCALING ?
  18. 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. 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. 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. 21. SCALING AGILE @ SPOTIFY https://www.youtube.com/watch?v=Mpsn3WaI_4k
  22. 22. Charrois, bagages, etc., qui alourdissent la marche d'une armée. 
 Ce qui entrave l'activité, le mouvement. Larousse Impedimenta
  23. 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. 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. 25. http://www.youtube.com/watch?v=tgBkvS-q_fA&lr=1  http://www.youtube.com/watch?v=-MZdKaqY6wU&lr=1
  26. 26. SCALING KANBAN ? Agree to pursue incremental, evolutionary change Improve Collaboratively (using models & the scientific method) Cadences Rôles ?
  27. 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. 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. 29. Up AND Down : ambivalence Releases fréquentes Impedimenta, Scrum Master & ETC Cadences Commencez simplement SCALING ?
  30. 30. par 3-4, 
 des exemples d’application ? ÉCHANGES Up AND Down : ambivalence Releases fréquentes Impedimenta, Scrum Master & ETC Cadences Commencez simplement
  31. 31. AÏE : IL S’AGIT D’UNE TRANSFORMATION ! overspecialized component organizations and external coordination specialists know, managers decide, and teams execute
  32. 32. “POUR QUE QUELQUE CHOSE PUISSE CHANGER, 
 QUELQUE CHOSE DOIT ÊTRE PAYÉ, ABANDONNÉ OU MIS DE CÔTÉ” TOUT CHANGEMENT DEMANDE UN SACRIFICE
  33. 33. SCALING AGILE @ SPOTIFY https://www.youtube.com/watch?v=Mpsn3WaI_4k Pouvoir - Politique
  34. 34. PROCESSUS DE DÉCISION Dépasser les "Je de l’EGO"
  35. 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. 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. 37. UTILISER DES RÉFÉRENCES CONNUES Biggest impediment to Agile = the behavior of executives Harvard Business Review May 2016
  38. 38. Sacrifice Je de l’EGO Équation de Lewin Références connues TRANSFORMATION CHANGE COMMITMENT CANVAS
  39. 39. par 3-4, 
 des exemples de contrainte de l’environnement sur les comportements ? ÉCHANGES
  40. 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. 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. 42. Portfolio Teams Program - Product… Limites Limites Limites Limiter le travail en cours à tous les niveaux
  43. 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. 44. principes SAFe = Don Reinertsen Limiter le WIP à tous les étages System as a whole KANBAN
  45. 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. 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. 47. RESSOURCES
  48. 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. 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. 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. 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. 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.

×