Agile expliqué aux managers
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Qu'est-ce que la méthode Agile? Est-ce la bonne méthode pour votre organisaiton ? Quels sont les impacts de son adoption?
![Stéphane Lécuyer [email_address] La méthode Agile… Pour qui, pourquoi ?](https://image.slidesharecdn.com/agileexpliquauxmanagers-091014140231-phpapp02/85/Agile-explique-aux-managers-1-320.jpg)
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Agile expliqué aux managers
- 1. Stéphane Lécuyer [email_address] La méthode Agile… Pour qui, pourquoi ?
- 16. Écosystème Agile – XP
- 20. Motivations – Succès ! Standish Group CHAOS Report, 2003 Réussite : Le projet est complété en temps, selon le budget et contient les fonctionnalités initialement prévues. Problèmes : Le projet est complété et opérationnel, mais il y a eu dépassement de coût et de budget. De plus, certaines fonctionnalités originalement spécifiées sont manquantes. Échec : Le projet à été annulé en cours de développement
- 23. ROI – fonctionnalités superflus Jim Johnson, Standish Group, XP 2002
- 24. ROI – Valeur du logiciel
- 25. ROI - Capitalization Hakan Herdogmus, GUAM 2005
- 29. Quel type de communication est le plus efficace ?
- 30. À quelle vitesse transférons-nous l’information ? Configuration Cubicule Configuration « War Room »
- 34. Processus Agile
- 37. Prévisibilité: Vélocité Prévision: 9 points seront livrés
- 38. Réévaluation constante de la date de livraison
- 44. Gestion de projet Agile Augustine and Woodcock 1. Guiding Vision – Establish a guiding vision for the project and continuously reinforce it through words and actions. 4. Open Information – Provide visible and open access to project management and other information. 2. Teamwork & Collaboration – Facilitate collaboration and teamwork through relationships and community. 5. Light Touch – Apply just enough control to foster emergent behavior in a self-directed team. 3. Simple Rules – Establish and support the team’s set of guiding practices such as Scrum or XP. 6. Agile Vigilance – Reinforce the vision, follow or adapt the rules, listen to the people.
- 50. If you can innovate better and faster—you create change for your competitors. If you can respond quickly to competitive initiatives, new technology and customers’ requirements—you create change for your competitors. If you are slower, less innovative, less responsive—you are doomed to survival strategies in a sea of chaos imposed by others. Jim Highsmith
- 51. The real challenge when adopting an iterative or Agile approach is to stick to it. Whether you call your approach agile or something else doesn't matter—results do. The goal is to balance forces to develop software intelligently. In my opinion, this approach requires brutal honesty all the time. It requires radical commitment so you don't buckle under the constant pressure to quit and do things the old way. It also takes skills. Roy W. Miller
- 53. Transition – Feuille de Route
Hinweis der Redaktion
- Insist on Highsmith’s citation Agile Manifesto 2001
- Take time to review the 3 parts No silver bullet (part 1) Practice (part 1) Discuss the balance Review the 13 Principles (not shown here)
- CLASSIFICATION Roles (Customer, Development Team, Scrum Master, Chicken) A pig and chicken discussed the name of their new restaurant. The chicken suggested Ham n’ Eggs. “No thanks” said the pig, “I‘d be committed, but you’d only be involved. Backlog Graph not shown on the image Pre Sprint Planning Sprint Post-Sprint Meeting (Software – No powerpoint) Monitoring progress
- DSDM (Dynamic Solutions Delivery Model) Formalization of RAD practices 3 timeboxed iteration models FDD Develop an overall model Build a feature lists Plan by feature Design by feature Build by feature
- il faut redonner une fierté à notre profession Contrer l’outsourcing en étant plus productif Déjà une amélioration vs le rapport de 1994 (16% success, 53%, challenged, 31% echec)
- Poppendiek: Software Development Productivity
- Poppendiek: 7 wastes
- R évisé avec Nath jusqu’ICI
- This deep appreciation – that building software is complex product development with high change rates, and not predictable manufacturing – is at the heart of the motivation for agile and iterative methods.
- Poppendiek: 7 wastes
- Saying that software development is a cooperative game of communication implies that a project's rate of progress is linked to how long it takes information to get from one person’s mind to another’s.. If Marie knows something that Pat needs, the project's progress depends on How long it takes Paul to discover that Marie knows something useful How much energy it costs Paul and Marie together to get the knowledge transferred to Paul While writing, reading, typing, or talking, we pick up traces of the ongoing sounds around us, using some background listening mode even though we are not consciously paying attention. If someone says something interesting, we may perk up and join the conversation. Otherwise, the sound goes through some background processing, either just above or just below our conscious level. In some cases, we register enough about the conversation to be able to develop what we need directly from memory. Otherwise, we may recall a phrase that was used or perhaps only that a particular person was discussing a particular topic. In any case, we register enough to ask about it. This taking in of information without directly paying attention to it is like the process of osmosis, in which one substance seeps from one system, through a separator, into another. Osmotic communication further lowers the cost of idea transfer. We have seen three separate effects that office layout has on communication costs within a project: The lost opportunity cost of not asking questions The overall cost of detecting and transferring information (erg-seconds) The reduction in cost when people discover information in background sounds (osmotic communication)
- This deep appreciation – that building software is complex product development with high change rates, and not predictable manufacturing – is at the heart of the motivation for agile and iterative methods.
- Overview d’un processus Agile: Itératif Incrémentale Timeboxing Product Backlog Étapes du processus Planification Développement (Desing) Acceptance
- Other point of view. 3. Example at Pyxis – Focusing on improving one practice at a time IT IS IMPORTANT TO UNDERSTAND THE DIFFERENCE BETWEEN EMPIRICAL VS DEFINED & PRESCRIPTIVE PROCESS IT IS IMPORTANT TO UNDERSTAND THE DIFFERENCE BETWEEN PRINCIPLE-BASED VERSUS RULE BASED. AGILE PROJECT MANAGEMENT IS MORE THAN A SET OF PRACTICES – IT IS A MINDSET RECOGNIZE FACTORS SUCH AS : ENJOYMENT, SIMPLICITY, SHORT TERM REWARD, PEER PRESSURE
- 1. Deliver working software in small iterations, early and often. 2. Gather frequent feedback, hold retrospectives, learn and adjust. 3. Work in colocated, collaborative, multi-discipline teams. 4. Empower your teams with shared vision and responsibility. 5. Use direct, immediate communication (talk a lot). 6. Break work in to small tasks, performed just-in-time. 7. Maintain high quality and good design - avoid "debt." 8. Strive for simple and minimal solutions. 9. Work with a sustainable, predictable pace. 10. Have fun!
- 1. Deliver working software in small iterations, early and often. 2. Gather frequent feedback, hold retrospectives, learn and adjust. 3. Work in colocated, collaborative, multi-discipline teams. 4. Empower your teams with shared vision and responsibility. 5. Use direct, immediate communication (talk a lot). 6. Break work in to small tasks, performed just-in-time. 7. Maintain high quality and good design - avoid "debt." 8. Strive for simple and minimal solutions. 9. Work with a sustainable, predictable pace. 10. Have fun!
- 1. Deliver working software in small iterations, early and often. 2. Gather frequent feedback, hold retrospectives, learn and adjust. 3. Work in colocated, collaborative, multi-discipline teams. 4. Empower your teams with shared vision and responsibility. 5. Use direct, immediate communication (talk a lot). 6. Break work in to small tasks, performed just-in-time. 7. Maintain high quality and good design - avoid "debt." 8. Strive for simple and minimal solutions. 9. Work with a sustainable, predictable pace. 10. Have fun!