Jeudis du libre scrum

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  1. 1. SCRUM Approcher lincertitudeCC BY-NC-SA 2.0 Laurent Dupont Jeudis du libre - Bruxelles Novembre 2012
  2. 2. Agenda Cest quoi? Cest bien? SCRUM Pourquoi?Comment?
  3. 3. LESPRINCIPES
  4. 4. LE PROCESSUS
  5. 5. Rles clairs et dfinisProtection de lquipeDcision collgialeResponsabilisationLES ROLES
  6. 6. LES LMENTSCOMPANY
  7. 7. LE BACKLOG Priorit - Business Dcoupage Estimation virtuelle - chelle commune Dcision collgiale
  8. 8. COMPANY
  9. 9. COMPANY
  10. 10. COMPANY
  11. 11. COMPANY
  12. 12. VALEURS AGILES Lquipe Lapplication La collaboration Lacceptation du changement
  13. 13. WATERFALL. COMPANY
  14. 14. WATERFALL.AKA DOMINOhttp://www.dailymotion.com/video/x2468c_parti-de-domino-rate_creation
  15. 15. WATERFALL Forte dpendance entre phases Processus trs scuris,administr Importance de lanalyse initiale Risque Valeur ralise la fin uniquement
  16. 16. ITERATIVE WATERFALL Succession de sprints waterfall Pas de valeur si le sprint nest pas fini Estimation totale de leffort? Pragmatic scrum?
  17. 17. Origine industrielle Plusieurs types demthodes Agiles Scrum est le plus utilisAGILE
  18. 18. CAFONCTIONNE?
  19. 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. 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. 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. 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. 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. 24. EFFICACE
  25. 25. LA TAILLE COMPTE
  26. 26. COMPANY
  27. 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. 28. Melnik/Maurer 2005SATISFACTION
  29. 29. POURQUOI?COMPANY
  30. 30. CESTHUMAIN COMPANY
  31. 31. MariageVoyage Avez vous dj essay de visualiser un projet de plusieurs mois? Organisation personelle Cer veau TODOSConstructionAnne scolaireCarrire COMPANY
  32. 32. MariageVoyage Avez vous dj essay de visualiser un projet de plusieurs mois? Organisation personelle Cer veau TODOSConstructionAnne scolaireCarrire COMPANY
  33. 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. 34. CEST SOCITAL COMPANY
  35. 35. But spcique Taches & stories EngagementEquipe & sprintFeedback Review & RetrospectiveObstaclesAuto gestion & Scrum MasterLOCKE & LATHAM
  36. 36. CESTGNRATIONNELCOMPANY
  37. 37. DEUX PARADIGMES1960 - 1979 1980 - 1999
  38. 38. DEUX PARADIGMES1960 - 1979 1980 - 1999
  39. 39. DEUX PARADIGMES1960 - 1979 1980 - 1999
  40. 40. DEUX PARADIGMES1960 - 1979 1980 - 1999
  41. 41. DEUX PARADIGMES1960 - 1979 1980 - 1999
  42. 42. DEUX PARADIGMES1960 - 1979 1980 - 1999
  43. 43. DEUX PARADIGMES1960 - 1979 1980 - 1999
  44. 44. DEUX PARADIGMES1960 - 1979 1980 - 1999
  45. 45. DEUX PARADIGMES1960 - 1979 1980 - 1999
  46. 46. DEUX PARADIGMES1960 - 1979 1980 - 1999
  47. 47. DEUX PARADIGMES1960 - 1979 1980 - 1999
  48. 48. UNEIMPLMENTATION
  49. 49. CONTEXTESocit de dev WEB1 client principal7 dveloppeursReduction de 2 1 analyste
  50. 50. LES TAPES1. Meeting quotidien2. Scrum avec dcoupage par directeur de produit3. Scrum avec dcoupage par quipe4. Apprentissage des mtriques et auto gestion
  51. 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. 52. LES TAPES
  53. 53. LES RLES
  54. 54. LES RLES
  55. 55. Tableur Post itsCartes jouerLES OUTILS Courage
  56. 56. LES RSULTATS Gain de productivit Gain de qualit Meilleur flexibilit pour le client Motivation de lquipe
  57. 57. Sprint(s) rat(s) Information permanente Stick to the rule Les horaires Lincertitude DIFFICULTS
  58. 58. POURRUSSIR......AVOIRLA FOI
  59. 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. 60. Questions & RponsesLaurent Dupontlaurent.dupont@theboardtheory.com

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