Presentation "Agile Dynamics" done at the launch of the ITSMf/Tunisia

1. Dynamiques Agiles
« Réinventons notre satisfaction ! »
Laurent SARRAZIN
Consultant (Simplexeo)
& Responsable du Centre Agile de la DSI de SGCIB
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2. Agenda
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3. Speaker Agilitateur
Laurent SARRAZIN Speaker
laurent.sarrazin@simplexeo.com
2012
Bio ISTMF Tunisia, March 15
Diplômé de l’Université de Paris-Orsay, Laurent Sarrazin French Scrum Day , March 27
exerce depuis 18 ans dans le secteur du développement ADELI, “Innovation Games”, June
informatique de la banque d’investissement, exigeant en
terme de leadership, gourmand en méthodologies et 2011
technologies de pointe. ITSMf Day, Nov 2011 (3 conferences)
ITSMf Assemblée Générale, June 2011
Son parcours est marqué par la mise en œuvre de Paris Scrum Night, Oct 2011 (Innovation Games)
méthodes agiles (SCRUM, XP, FDD, ..) à grande échelle Xebia Seminar, June 2011
interculturelle. 3 années dans la Silicon Valley Indienne ADELI, “Autour d’un Verre”, April 4
de Bangalore lui ont permis de développer une Scrum Days, Paris, March 31
expérience authentique. Valtech Days, March 17, Cercle Agile, March 8
A son retour au siège, Laurent a créé et dirige un 2010
Master HEC / SupTelecom / Mines – 2009, 2010, 2011
service d’accompagnement/coaching des équipes dans
ITSMF Day, Paris, Oct 2010
la mise en œuvre et l’amélioration continue de solutions
eSCM Annual Conference, Paris, Nov 2010
offshores agiles.
KeyWords
Current Projects
Investment Banking
Simplexeo (www.simplexo.com)
To Succeed with Simplexity.
Captive Offshoring
A blend of agile value, lean principles, radical management
Massive Agile Transformation,
to transform our organizations, toward people delight
...
Scrumshore (www.scrumshore.com)
Agility , Lean, Collective Intelligence applied to Smart Offshoring
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4. Why ?
(Do we foster agility)
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5. Something you might know ?
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6. What is Agility
The most visible “Trick”
End
Client
Deligthed
clients
Client
Value
The Agile Way
Deliver Fast Client-Value
Client-Value = Piece of software
(ie not the doc ..)
Priority #01 :
Time To Market (Pull by demand)
Just In Time
Delight the Client
(cf Stephen DENNING,
Leader’s Guide to Radical Management)
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7. Why do we foster agility ?
“IT is
expensive”
“IT is heavy-process
oriented”
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8. The CHAOS …
The Standish Group's report, "CHAOS Summary 2009,“
We are not alone
in this chaos …
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9. Root Cause ?
Major
client
Pain-points
distance Lack of Time To Market
Weak Requirements
Evolution Mgt
Tunnels rather than
Transparency
Budget Overun
Timeline Exceeded
Quality Issues
Production Instability
Illusion of Value delivered
Illusion of Control
Scope only from here
Sounds familiar ??
Watermelon
indicators
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10. Chaos History  Agile Manifest
User Involvement
Realistic Expectations
Clear Statement on Requirements
Proper Planning
Competent Staff
Executive Sponsorship
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11. The most visible “Agile Trick” (1/2)
Classic Project Mgt Agile Way
 Waterfall Model Deliver Fast Value
 Tunnel Time To Market
 Illusion of Progress Just In Time
 Pull By Demand
Days / Weeks
Months
Distance
&
client Illusion
Simple & Clear ?
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12. The most visible “Agile Trick” (2/2)
Long Tunnel
Big Chunk of Work
We Slice
The work  Increments
The Time  Iterations To Make It
The Teams  6 - 10 S.M.A.R.T
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13. The Agile Value Proposal
With Respect of Agile
Eligibility Criterias
(typical inhibitors : mis-aligned stakeholders,
monolith applications, old technologies, size of the
work, dispersed teams, …)
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14. Becoming Agile is a deep change,
requiring courage, discipline,
communication, trust
 avoiding the agile cargo cult
Agility is not “just” methodology, but
a radical working culture shift We must stay away from the
embracing new values, Agile Cargo Cult Temptation ..
principles & practices. And another kind of Chaos.
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15. 2012  the Integral Agility Ambition
Connecting the CLIENT and PROD sides
The Agile Value Chain must
integrate the end-to-end
stakeholders.
A typical pitfall is to restrict Partial Agility
agility to development teams,
and forget the essential to
Expected
cover the last mile Business Value
Enabled
PROD
CLIENT “Agile DEV” application
Expected & infrastructure
Business Value
Managed
The CLIENT must be tightly 1
integrated to feed the agile 1
value chain, while the delivery Product DevOps 2
must be done in pairing with Ownership
OPERATIONS, so that a real 2
CONTINUOUS DELIVERY flow
enables the expected business Integral Agility
value.  Continuous Delivery
2 “bridge-principles” foster this
end-to-end integration, and are
detailed herafter.
Clients & Teams Delighted
 the Banana Smile KPI
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16. We need to RETHINK
Agile Organization
Everyone is involved
Client / IT
Relationship
Product-Ownership
Agile Requirement
Management Agile Release Mgt
Agile Estimating
Mindful Continuous
Delivery
Agile Governance DevOps
Agile Contracting
Agile Indicators
Agile Steering Model
Velocity / Predictibility
Agile Engineering
Agile Team Test-Driven
Dynamics JIT Design
Continuous Integration
Scrum Master
Empower Team Automation & Tooling
Collective Ownership
X-Functional Team
<!> MINDFUL <!>
CHANGE MANAGEMENT
REQUIRED
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17. Rethink The Engagement Model
 On Time, On Budget, On Scope
Result Engagement
Means Engagement  Velocity & Intrinsic
Quality
AGILE CONTRACTING
 A radical new
engagement model
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18. Rethink the Business / IT Collaboration
 Product Ownership : the voice of the client
Agile Benefits
Time To Market
Built In Quality
Radical Transparency
Predictability
Product Ownership
CLIENT ENGAGEMENT
 A radical new
partnership
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19. Continous Delivery & DevOps
To Achieve The Whole Agile
Value Chain
 Continous Delivery
http://dev2ops.org/blog/2010/2/22/what-is-devops.html
Continous Delivery
 Devs And Ops MUST review
their partnership
 ITIL Agile ? (CM/RM)
.. ITSMf Workshops
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20. Agile Transitions Tips & Tricks
• Dual Executive Sponsorship (IT + Clients)
• Create the DESIRE to change
 Playful Approach with (Innovation) Games, Dojos, …
• Agile Center  “Chef d’Orchestre”
• Smooth transitions with Agile Coaches & Pilotes
• Team Willingness, Right Casting
• Clear Eligibility Criteria
Main Challenges
• Industrialization, Automation
- Embark the Clients
• Technical Excellence - Cultural Shift for
• Continuous Delivery Managers
- DevOps
• Embedded Operations
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21. Thank You !
Objections ?
Questions ?
Comments ?
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22. Agile Managed Services, Biblio
APPENDIXES
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23. Agile Services, Agile Service Providers
"A service is a means of
delivering value to
customers by facilitating
outcomes customers want
to achieve without the
ownership of specific cost
and risks. "
"Service Management is a
set of specialized
organizational capabilities
for providing value to
customers in the form of
services."
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24. Parcours
Initiatique
Fast & Free Track
Company Executives
Français
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25. Principles
http://agilemanifesto.org/principles.html
Value-added Area Principles
Our highest priority is to satisfy the customer through early and continuous delivery of
FREQUENT DELIVERIES of WORKING valuable software.
SOFTWARE
Deliver working software frequently, from a couple of weeks to a couple of months, with a
 Client Satisfaction preference to the shorter timescale.
Working software is the primary measure of progress.
Welcome changing requirements, even late in development. Agile processes harness change for
WELCOME THE CHANGES the customer's competitive advantage.
Business people and developers must work together daily throughout the project.
WORK TOGETHER
MOTIVATE PEOPLE Build projects around motivated individuals. Give them the environment and support they need,
and trust them to get the job done.
COMMUNICATE FACE-TO-FACE
RESPECT PEOPLE The most efficient and effective method of conveying information to and within a development
team is face-to-face conversation.
SELF-ORGANIZATION
Agile processes promote sustainable development. The sponsors, developers, and users should
be able to maintain a constant pace indefinitely.
The best architectures, requirements, and designs emerge from self-organizing teams.
Continuous attention to technical excellence and good design enhances agility.
EXCELLENCE
Simplicity--the art of maximizing the amount of work not done--is essential.
SIMPLICITY
CONTINUAL IMPROVEMENT At regular intervals, the team reflects on how to become more effective, then tunes and adjusts
its behavior accordingly.
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26. Bibliographie
Débuter
Blogs
• [Messager10] Véronique MESSAGER, La gestion de projet agile, 3e édition, EYROLLES, 2010.
• [Aubry2009] Claude AUBRY, SCRUM, Le guide pratique de la méthode agile la plus populaire, DUNOD, 2009. www.qualitystreet.fr
• www.agilex.fr
[Poppendieck] Mary and Tom POPPENDIECK, Lean Software Development : An Agile Toolkit, ADDISON WESLEY, 2003.
www.aubryconseil.com/
• [Schwaber04] Ken SCHAWBER, Agile Project Management with Scrum, MICROSOFT PRESS, 2004. blog.mountaingoatsoftware.com
• [Larman], Craig LARMAN, The Lean Primer, http://www.leanprimer.com/downloads/lean_primer.pdf
Approfondir
• [Cohn09] Mike COHN, Succeeding with Agile : Software Development Using Scrum, ADDISON WESLEY, 2009
• [Patton09] Telling better user stories, Better Software, Volume 11, Issue 7, November 2009. www.stikyminds.com.
• [Pichler09] Roman PICHLER, Agile Product Management with Scrum : Creating a Product that Customers Love, ADDISON WESLEY, 2009.
• [Kniberg97] Henrik KNIBERG, Scrum and XP from the Trenches, http://www.infoq.com/minibooks/scrum-xp-from-the-trenches
Confimer / Etendre
• [Schwaber07] Ken SCHAWBER, The Enterprise and Scrum, MICROSOFT PRESS, 2007.
• [Larman08] Craig LARMAN, Bas VODDE, Scaling Lean & Agile Development : Thinking and Organizational Tools for Large-Scale Scrum, ADDISON
WESLEY, 2008.
• [Bénard] Jean-Louis BENARD, Laurent BOSSABIT, Régis MEDINA, Dominic WILLIAMS, Gestion de Projet : EXtrem Programming, EYROLLES, 2004.
• [Cohn04] Mike COHN, User Stories Applied : For Agile Software Development, ADDISON WESLEY, 2004.
• [Derby] Esther DERBY, Diana LARSEN, Ken SCHWABER, Agile Retrospectives : Making Good Teams Great, THE PRAGMATIC PROGRAMMERS, 2006
Annexes
• [Stand09] The Standish Group “CHAOS SUMMARY 2009”, http://www1.standishgroup.com/newsroom/chaos_2009.php.
• [fsug09] Enquête nationale Méthodes Agiles 2009, http://www.frenchsug.org.
• [VersionOne09] State of Agile Survey, 2009, 4th Annual, www.versionone.com
Le 27/11/09, page 26 Confér
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