Président de filière

Orateur

Sponsor

Administrateur itSMF

ITIL® et agilité: Accélération des processus de transition

APMG-International

Alain Goiran

James Lee, expertplace advisory GmbH

Laurent Sarrazin

Why Agile?

What is Agile Project Management?

Agile Project Management (DSDM Atern)DSDM – oldest Agile Approach (1995)

Owned and developed by the DSDM Consortium

Non-profit Organisation

www.dsdm.org

Established and tested integration of DSDM®Atern® and PRINCE2®

Member of the Agile Alliance (www.agilealliance.org)

DSDM and Atern are Registered Trade Marks of Dynamic Systems Development Method Limited in the United Kingdom and other countries. PRINCE2® is a Registered Trade Mark of the Cabinet Office in the United Kingdom and other countries

What the Agile methods covers

The DSDM framework

• Focus on the business need• Deliver on time• Collaboration• Never Compromise Quality• Build incrementally from firm

foundations• Develop iteratively• Communicate continuously & clearly• Demonstrate control

The Challenge – ITIL® Transition

Our Customer:IT Service Provider & Data Centre serving media (publishing) companies

The Problem:• ITIL® seen as bureaucratic,

especially Change process• IT Service Provider nevertheless

struggled with infrastructure instability

• Customer dissatisfaction: “We want the IT to get it right the first time. We want guaranteed low-costs.”

The Problem:• ITIL® seen as bureaucratic,

especially Change process• IT Service Provider nevertheless

struggled with infrastructure instability

• Customer dissatisfaction: “We want the IT to get it right the first time. We want guaranteed low-costs.”

The Challenge:• Making the Transition processes

“agile” and “lean” enough to be accepted both by the IT and the customer, while…

• Nevertheless increasing stability, and

• Re-connecting the customer with the requirements process

The Challenge:• Making the Transition processes

“agile” and “lean” enough to be accepted both by the IT and the customer, while…

• Nevertheless increasing stability, and

• Re-connecting the customer with the requirements process

Change Management – Prioritizing by the Customer/User

Change management must keep pace with customers’ needs

All Changes must contribute value, either directly to customers or in supporting infrastructure

Who owns a Change?Customer: “it’s the IT’s problem!”

IT: “The customer isn’t clear about his requirements.”

Our Approach:Agile insists on customer involvement at business level

Customer bound to decision process in all “direct-value” Changes.

MoSCoW Priorisation

Change: MoSCoW Priorization of Requirements

Must have

= 60% of cost/effort

Should have

= 20% of cost/effort

Could have

= 20% of cost/effort

Won’t have (this time)

Minimal Usable Subset

BusinessCase

Contingency (Eventual fall)

Release Management – Agile Product Development

“Customer disconnect” occurs when the customer sees no results

Our Approach: Make results tangibleIncremental releases (no more quarterly releases)

Create a “fail fast” environment

Nevertheless: no release without testing

Agile Techniques used:Iterative Planning

Time-Boxing

Collaborative approach

Responsibility given to development teams

“The customer never knows what he wants, until you give

him what he asked for.” -- G. Weinberg

Iterative Requirements

Timeboxing

Time (like Money and Quality) seen as non-negotiable.

Analogous to “Sprints” in Scrum.

Important part of iterative Planning and Development

Each Time box delivers a „fit-for-purpose“ Result.

On-Time delivery in smaller units increments leads to timely delivery for larger increments and the whole project

Service Validation & Testing

Guaranteeing customer value at service level

Re-Connecting customers with what they are purchasing.

Our ApproachIntegrate User acceptance testing with Earned Value techniques

Agile Techniques used:Business justified change (covered by Agile, but not unique to Agile)

Binding specific customer representatives (“service owners”) in the Change/Project teams, in particular “Business Visionary” and “Business Ambassador”

Results

“Time to market” for business Changes reduced by 50%

Operations Changes take slightly longer (approx. 10%) due to more testing

Reduction in “rework”

Fewer Incidents due to Changes

IT teams taking more responsibility

Customer satisfaction from school grade C- to B+

APMG’s Agile PM CertificationSeminar Content

Basic knowledge for successful agile projects

How to manage agile projects

Clarifying different Management styles

Foundation

Proof of knowledge about Agile Project Management

60 questions, Multiple Choice (60 Minutes), 50% to pass

Practitioner

Proof of ability to use the Agile PM method in projects

4 complex questions, Multiple Choice (2 hours), 50% to pass

Further information www.apmg-international.com, www.apmg-france.com

Groupe Linkedin : APMG-Meilleures pratiques projet et IT

Appendix

Comparison of well-known methods

Method Art Focus

PRINCE2® PM method Establishing a controlled environment

PMBoKPM standards,

Body of KnowledgeKnowledge areas of the Project

Manager

IPMA (GPM)Competency model for project

managerstechnical, behavioral

and contextual elements

Agile (DSDM Atern) PM methodComplete PM method

according to agile principles

SCRUM Product development frameworkProduct development in projects and

operations

Xtreme Programming

Product development framework Software development

Agile Unified Process

Variant of Rational Unified Process Software development

Why Agile?

1970s 1980s 1990s

• Heroes• Individual• Experience

• Methods• One size fits all• Best Practices

• Branching of methodsfor specific purposes

• Plan & Control vs.nonlinear thinking

Software & TechnologySoftware & Technology

Agile’s approach to Project variables

Agile Roles and Responsibilities

Blue: Project Management

Orange: Business Personnel

Green: Development team

Key for ITIL®

Business roles active in CAB

Business Visionary & Ambassador assure user involvement in testing

Mixed teams break down barriers between IT and customer

BusinessSponsor

BusinessVisionary

ProjectManager

Technical Coordinator

TeamManager

BusinessAmbassador

BusinessAdvisor

SolutionDeveloper

Solution Tester

BusinessAnalyst

AternCoach

WorkshopModerator

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