Jeudis du libre scrum

  • Published on
    29-Jan-2018

  • View
    490

  • Download
    0

Transcript

1. SCRUM Approcher lincertitudeCC BY-NC-SA 2.0 Laurent Dupont Jeudis du libre - Bruxelles Novembre 2012 2. Agenda Cest quoi? Cest bien? SCRUM Pourquoi?Comment? 3. LESPRINCIPES 4. LE PROCESSUS 5. Rles clairs et dfinisProtection de lquipeDcision collgialeResponsabilisationLES ROLES 6. LES LMENTSCOMPANY 7. LE BACKLOG Priorit - Business Dcoupage Estimation virtuelle - chelle commune Dcision collgiale 8. COMPANY 9. COMPANY 10. COMPANY 11. COMPANY 12. VALEURS AGILES Lquipe Lapplication La collaboration Lacceptation du changement 13. WATERFALL. COMPANY 14. WATERFALL.AKA DOMINOhttp://www.dailymotion.com/video/x2468c_parti-de-domino-rate_creation 15. WATERFALL Forte dpendance entre phases Processus trs scuris,administr Importance de lanalyse initiale Risque Valeur ralise la fin uniquement 16. ITERATIVE WATERFALL Succession de sprints waterfall Pas de valeur si le sprint nest pas fini Estimation totale de leffort? Pragmatic scrum? 17. Origine industrielle Plusieurs types demthodes Agiles Scrum est le plus utilisAGILE 18. CAFONCTIONNE? 19. Figure 1 Agile Is Organizations Primary Development Approach Please select the methodology that most closely reects the development process you are currently using.(select only one) Scrum10.9% Agile Modeling 6.0%Feature-driven development (FDD) 3.8% Test-driven development (TDD)3.4%eXtreme Programming (XP) 2.9% Lean development 2.1%Agile, 35% Microsoft Solutions Framework (MSF) for Agile1.8% Agile Data Method 1.6%Adaptive Software Development (ASD) 1.3% Six Sigma 0.9%Crystal 0.3% Behavior-driven development (BDD) 0.2% Dynamic Systems Development Method (DSDM) 0.2% Do not use a formal process methodology30.6% Iterative development16.3% Rational Unied Process (RUP) 2.7%Iterative, 21%Spiral 1.6%Waterfall8.4% Capability Maturity Model Integration (CMMI)2.5%Waterfall, 13%ISO 9000 2.5%Base: 1,298 IT professionalsSource: Forrester/Dr. Dobbs Global Developer Technographics Survey, Q3 200956100Source: Forrester Research, Inc.POPULAIRE 20. Figure 1 Agile Is Organizations Primary Development Approach Please select the methodology that most closely reects the development process you are currently using.(select only one) Scrum10.9% Agile Modeling 6.0%Feature-driven development (FDD) 3.8% Test-driven development (TDD)3.4%eXtreme Programming (XP) 2.9% Lean development 2.1%Agile, 35% Microsoft Solutions Framework (MSF) for Agile1.8% Agile Data Method 1.6%Adaptive Software Development (ASD) 1.3% Six Sigma 0.9%Crystal 0.3% Behavior-driven development (BDD) 0.2% Dynamic Systems Development Method (DSDM) 0.2% Do not use a formal process methodology30.6% Iterative development16.3% Rational Unied Process (RUP) 2.7%Iterative, 21%Spiral 1.6%Waterfall8.4% Capability Maturity Model Integration (CMMI)2.5%Waterfall, 13%ISO 9000 2.5%Base: 1,298 IT professionalsSource: Forrester/Dr. Dobbs Global Developer Technographics Survey, Q3 200956100Source: Forrester Research, Inc.POPULAIRE 21. Figure 1 Agile Is Organizations Primary Development Approach Please select the methodology that most closely reects the development process you are currently using.(select only one) Scrum10.9% Agile Modeling 6.0%Feature-driven development (FDD) 3.8% Test-driven development (TDD)3.4%eXtreme Programming (XP) 2.9% Lean development 2.1%Agile, 35% Microsoft Solutions Framework (MSF) for Agile1.8% Agile Data Method 1.6%Adaptive Software Development (ASD) 1.3% Six Sigma 0.9%Crystal 0.3% Behavior-driven development (BDD) 0.2% Dynamic Systems Development Method (DSDM) 0.2% Do not use a formal process methodology30.6% Iterative development16.3% Rational Unied Process (RUP) 2.7%Iterative, 21%Spiral 1.6%Waterfall8.4% Capability Maturity Model Integration (CMMI)2.5%Waterfall, 13%ISO 9000 2.5%Base: 1,298 IT professionalsSource: Forrester/Dr. Dobbs Global Developer Technographics Survey, Q3 200956100Source: Forrester Research, Inc.POPULAIRE 22. Figure 1 Agile Is Organizations Primary Development Approach Please select the methodology that most closely reects the development process you are currently using.(select only one) Scrum10.9% Agile Modeling 6.0%Feature-driven development (FDD) 3.8% Test-driven development (TDD)3.4%eXtreme Programming (XP) 2.9% Lean development 2.1%Agile, 35% Microsoft Solutions Framework (MSF) for Agile1.8% Agile Data Method 1.6%Adaptive Software Development (ASD) 1.3% Six Sigma 0.9%Crystal 0.3% Behavior-driven development (BDD) 0.2% Dynamic Systems Development Method (DSDM) 0.2% Do not use a formal process methodology30.6% Iterative development16.3% Rational Unied Process (RUP) 2.7%Iterative, 21%Spiral 1.6%Waterfall8.4% Capability Maturity Model Integration (CMMI)2.5%Waterfall, 13%ISO 9000 2.5%Base: 1,298 IT professionalsSource: Forrester/Dr. Dobbs Global Developer Technographics Survey, Q3 200956100Source: Forrester Research, Inc.POPULAIRE 23. Figure 1 Agile Is Organizations Primary Development Approach Please select the methodology that most closely reects the development process you are currently using.(select only one) Scrum10.9% Agile Modeling 6.0%Feature-driven development (FDD) 3.8% Test-driven development (TDD)3.4%eXtreme Programming (XP) 2.9% Lean development 2.1%Agile, 35% Microsoft Solutions Framework (MSF) for Agile1.8% Agile Data Method 1.6%Adaptive Software Development (ASD) 1.3% Six Sigma 0.9%Crystal 0.3% Behavior-driven development (BDD) 0.2% Dynamic Systems Development Method (DSDM) 0.2% Do not use a formal process methodology30.6% Iterative development16.3% Rational Unied Process (RUP) 2.7%Iterative, 21%Spiral 1.6%Waterfall8.4% Capability Maturity Model Integration (CMMI)2.5%Waterfall, 13%ISO 9000 2.5%Base: 1,298 IT professionalsSource: Forrester/Dr. Dobbs Global Developer Technographics Survey, Q3 200956100Source: Forrester Research, Inc.POPULAIRE 24. EFFICACE 25. LA TAILLE COMPTE 26. COMPANY 27. Amlioration perue suite limplmentation de Scrum 0%22.500% 45.000% 67.500% 90.000%Amlioration de la productivit Rduction des bugsMise en production plus rapide Cot rduit RSULTATS 28. Melnik/Maurer 2005SATISFACTION 29. POURQUOI?COMPANY 30. CESTHUMAIN COMPANY 31. MariageVoyage Avez vous dj essay de visualiser un projet de plusieurs mois? Organisation personelle Cer veau TODOSConstructionAnne scolaireCarrire COMPANY 32. MariageVoyage Avez vous dj essay de visualiser un projet de plusieurs mois? Organisation personelle Cer veau TODOSConstructionAnne scolaireCarrire COMPANY 33. MariageVoyage Avez vous dj essay de visualiser un projet de plusieurs mois? Organisation personelle Cer veau TODOS ConstructionAnne scolaireUnits temporelles duCarrirecerveau:- Heure- Jour- Semaine- MoisCOMPANY 34. CEST SOCITAL COMPANY 35. But spcique Taches & stories EngagementEquipe & sprintFeedback Review & RetrospectiveObstaclesAuto gestion & Scrum MasterLOCKE & LATHAM 36. CESTGNRATIONNELCOMPANY 37. DEUX PARADIGMES1960 - 1979 1980 - 1999 38. DEUX PARADIGMES1960 - 1979 1980 - 1999 39. DEUX PARADIGMES1960 - 1979 1980 - 1999 40. DEUX PARADIGMES1960 - 1979 1980 - 1999 41. DEUX PARADIGMES1960 - 1979 1980 - 1999 42. DEUX PARADIGMES1960 - 1979 1980 - 1999 43. DEUX PARADIGMES1960 - 1979 1980 - 1999 44. DEUX PARADIGMES1960 - 1979 1980 - 1999 45. DEUX PARADIGMES1960 - 1979 1980 - 1999 46. DEUX PARADIGMES1960 - 1979 1980 - 1999 47. DEUX PARADIGMES1960 - 1979 1980 - 1999 48. UNEIMPLMENTATION 49. CONTEXTESocit de dev WEB1 client principal7 dveloppeursReduction de 2 1 analyste 50. LES TAPES1. Meeting quotidien2. Scrum avec dcoupage par directeur de produit3. Scrum avec dcoupage par quipe4. Apprentissage des mtriques et auto gestion 51. LES TAPES Social Scrum1. Meeting quotidien2. Scrum avec dcoupage par directeur de produit3. Scrum avec dcoupage par quipe PragmaticSocial ScrumScrum4. Apprentissage des mtriques et auto gestion Pure Scrum 52. LES TAPES 53. LES RLES 54. LES RLES 55. Tableur Post itsCartes jouerLES OUTILS Courage 56. LES RSULTATS Gain de productivit Gain de qualit Meilleur flexibilit pour le client Motivation de lquipe 57. Sprint(s) rat(s) Information permanente Stick to the rule Les horaires Lincertitude DIFFICULTS 58. POURRUSSIR......AVOIRLA FOI 59. QUELQUESRFRENCESThe Machine That Changed the World: The Story of Lean Production - WOMACKThe Mythical Man Month and Other Essays on Software Engineering - BROOKSAgile Retrospectives: Making Good Teams Great - DERBYScrum : le guide pratique de la mthode agile la plus populaire - AUBRYScrum and XP from the Trenches - KNIBERG (free on web)3 Scrum Types - Yusuf Arslan 60. Questions & RponsesLaurent Dupontlaurent.dupont@theboardtheory.com

Recommended

View more >