SCRUMApprocher l’incertitude

Jeudis du libre - Bruxelles Novembre 2012CC BY-NC-SA 2.0 Laurent Dupont

SCRUM

C’est quoi?C’est bien?

Pourquoi?

Comment?

Agenda

LES PRINCIPES

LE PROCESSUS

LES ROLES

✴Rôles clairs et définis

✴Protection de l’équipe

✴Décision collégiale

✴Responsabilisation

COMPANY

LES ÉLÉMENTS

LE BACKLOG• Priorité - Business

• Découpage

• Estimation virtuelle - échelle commune

• Décision collégiale

COMPANY

COMPANY

COMPANY

COMPANY

VALEURS AGILES• L’équipe

• L’application

• La collaboration

• L’acceptation du changement

COMPANY

WATERFALL.

WATERFALL. AKA DOMINO

http://www.dailymotion.com/video/x2468c_parti-de-domino-rate_creation

WATERFALL• Forte dépendance entre phases

• Processus très sécurisé, administré

• Importance de l’analyse initiale

• Risque

• Valeur réalisée à la fin uniquement

ITERATIVE WATERFALL• Succession de sprints waterfall

• Pas de valeur si le sprint n’est pas fini

• Estimation totale de l’effort?

• ≃ Pragmatic scrum?

✴ Origine industrielle

✴ Plusieurs types de méthodes Agiles

✴ Scrum est le plus utilisé

AGILE

CA FONCTIONNE?

POPULAIRE© 2010, Forrester Research, Inc. Reproduction ProhibitedMay 5, 2010

The Forrester Wave™: Agile Development Management Tools, Q2 2010 For Application Development & Delivery Professionals

2

AGILE DEVELOPMENT IS RAPIDLY BECOMING THE NORM

In a recent survey, 35% of surveyed organizations described their primary development method as Agile; Scrum, at 11%, was the most popular Agile development approach (see Figure 1). In a di!erent survey, we questioned the nature of Agile adoption and found that 39% of the organizations we surveyed consider their implementation mature (see Figure 2). "e mainstream business press is even starting to get on the Agile bandwagon, referencing its use at eBay as crucial to the success of eBay’s business.1 "is increased level of adoption has serious implications for development organizations’ tool use, changing not only the process model being followed but also the very nature of work undertaken and who is involved in that work.

Figure 1 Agile Is Organizations’ Primary Development Approach

Source: Forrester Research, Inc. 56100

ScrumAgile Modeling

Feature-driven development (FDD)Test-driven development (TDD)

eXtreme Programming (XP)Lean development

Microsoft Solutions Framework (MSF) for AgileAgile Data Method

Adaptive Software Development (ASD)Six Sigma

CrystalBehavior-driven development (BDD)

Dynamic Systems Development Method (DSDM)

Iterative developmentRational Unified Process (RUP)

SpiralWaterfall

Capability Maturity Model Integration (CMMI)ISO 9000

Do not use a formal process methodology

“Please select the methodology that most closely reflectsthe development process you are currently using.”

(select only one)

10.9%6.0%

3.8%3.4%

2.9%2.1%1.8%1.6%1.3%

0.9%0.3%

0.2%0.2%

16.3%2.7%

1.6%8.4%

2.5%2.5%

30.6%

Agile, 35%

Iterative, 21%

Waterfall, 13%

Base: 1,298 IT professionalsSource: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009

POPULAIRE© 2010, Forrester Research, Inc. Reproduction ProhibitedMay 5, 2010

The Forrester Wave™: Agile Development Management Tools, Q2 2010 For Application Development & Delivery Professionals

2

AGILE DEVELOPMENT IS RAPIDLY BECOMING THE NORM

In a recent survey, 35% of surveyed organizations described their primary development method as Agile; Scrum, at 11%, was the most popular Agile development approach (see Figure 1). In a di!erent survey, we questioned the nature of Agile adoption and found that 39% of the organizations we surveyed consider their implementation mature (see Figure 2). "e mainstream business press is even starting to get on the Agile bandwagon, referencing its use at eBay as crucial to the success of eBay’s business.1 "is increased level of adoption has serious implications for development organizations’ tool use, changing not only the process model being followed but also the very nature of work undertaken and who is involved in that work.

Figure 1 Agile Is Organizations’ Primary Development Approach

Source: Forrester Research, Inc. 56100

ScrumAgile Modeling

Feature-driven development (FDD)Test-driven development (TDD)

eXtreme Programming (XP)Lean development

Microsoft Solutions Framework (MSF) for AgileAgile Data Method

Adaptive Software Development (ASD)Six Sigma

CrystalBehavior-driven development (BDD)

Dynamic Systems Development Method (DSDM)

Iterative developmentRational Unified Process (RUP)

SpiralWaterfall

Capability Maturity Model Integration (CMMI)ISO 9000

Do not use a formal process methodology

“Please select the methodology that most closely reflectsthe development process you are currently using.”

(select only one)

10.9%6.0%

3.8%3.4%

2.9%2.1%1.8%1.6%1.3%

0.9%0.3%

0.2%0.2%

16.3%2.7%

1.6%8.4%

2.5%2.5%

30.6%

Agile, 35%

Iterative, 21%

Waterfall, 13%

Base: 1,298 IT professionalsSource: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009

POPULAIRE© 2010, Forrester Research, Inc. Reproduction ProhibitedMay 5, 2010

The Forrester Wave™: Agile Development Management Tools, Q2 2010 For Application Development & Delivery Professionals

2

AGILE DEVELOPMENT IS RAPIDLY BECOMING THE NORM

In a recent survey, 35% of surveyed organizations described their primary development method as Agile; Scrum, at 11%, was the most popular Agile development approach (see Figure 1). In a di!erent survey, we questioned the nature of Agile adoption and found that 39% of the organizations we surveyed consider their implementation mature (see Figure 2). "e mainstream business press is even starting to get on the Agile bandwagon, referencing its use at eBay as crucial to the success of eBay’s business.1 "is increased level of adoption has serious implications for development organizations’ tool use, changing not only the process model being followed but also the very nature of work undertaken and who is involved in that work.

Figure 1 Agile Is Organizations’ Primary Development Approach

Source: Forrester Research, Inc. 56100

ScrumAgile Modeling

Feature-driven development (FDD)Test-driven development (TDD)

eXtreme Programming (XP)Lean development

Microsoft Solutions Framework (MSF) for AgileAgile Data Method

Adaptive Software Development (ASD)Six Sigma

CrystalBehavior-driven development (BDD)

Dynamic Systems Development Method (DSDM)

Iterative developmentRational Unified Process (RUP)

SpiralWaterfall

Capability Maturity Model Integration (CMMI)ISO 9000

Do not use a formal process methodology

“Please select the methodology that most closely reflectsthe development process you are currently using.”

(select only one)

10.9%6.0%

3.8%3.4%

2.9%2.1%1.8%1.6%1.3%

0.9%0.3%

0.2%0.2%

16.3%2.7%

1.6%8.4%

2.5%2.5%

30.6%

Agile, 35%

Iterative, 21%

Waterfall, 13%

Base: 1,298 IT professionalsSource: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009

POPULAIRE© 2010, Forrester Research, Inc. Reproduction ProhibitedMay 5, 2010

The Forrester Wave™: Agile Development Management Tools, Q2 2010 For Application Development & Delivery Professionals

2

AGILE DEVELOPMENT IS RAPIDLY BECOMING THE NORM

In a recent survey, 35% of surveyed organizations described their primary development method as Agile; Scrum, at 11%, was the most popular Agile development approach (see Figure 1). In a di!erent survey, we questioned the nature of Agile adoption and found that 39% of the organizations we surveyed consider their implementation mature (see Figure 2). "e mainstream business press is even starting to get on the Agile bandwagon, referencing its use at eBay as crucial to the success of eBay’s business.1 "is increased level of adoption has serious implications for development organizations’ tool use, changing not only the process model being followed but also the very nature of work undertaken and who is involved in that work.

Figure 1 Agile Is Organizations’ Primary Development Approach

Source: Forrester Research, Inc. 56100

ScrumAgile Modeling

Feature-driven development (FDD)Test-driven development (TDD)

eXtreme Programming (XP)Lean development

Microsoft Solutions Framework (MSF) for AgileAgile Data Method

Adaptive Software Development (ASD)Six Sigma

CrystalBehavior-driven development (BDD)

Dynamic Systems Development Method (DSDM)

Iterative developmentRational Unified Process (RUP)

SpiralWaterfall

Capability Maturity Model Integration (CMMI)ISO 9000

Do not use a formal process methodology

“Please select the methodology that most closely reflectsthe development process you are currently using.”

(select only one)

10.9%6.0%

3.8%3.4%

2.9%2.1%1.8%1.6%1.3%

0.9%0.3%

0.2%0.2%

16.3%2.7%

1.6%8.4%

2.5%2.5%

30.6%

Agile, 35%

Iterative, 21%

Waterfall, 13%

Base: 1,298 IT professionalsSource: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009

POPULAIRE© 2010, Forrester Research, Inc. Reproduction ProhibitedMay 5, 2010

The Forrester Wave™: Agile Development Management Tools, Q2 2010 For Application Development & Delivery Professionals

2

AGILE DEVELOPMENT IS RAPIDLY BECOMING THE NORM

In a recent survey, 35% of surveyed organizations described their primary development method as Agile; Scrum, at 11%, was the most popular Agile development approach (see Figure 1). In a di!erent survey, we questioned the nature of Agile adoption and found that 39% of the organizations we surveyed consider their implementation mature (see Figure 2). "e mainstream business press is even starting to get on the Agile bandwagon, referencing its use at eBay as crucial to the success of eBay’s business.1 "is increased level of adoption has serious implications for development organizations’ tool use, changing not only the process model being followed but also the very nature of work undertaken and who is involved in that work.

Figure 1 Agile Is Organizations’ Primary Development Approach

Source: Forrester Research, Inc. 56100

ScrumAgile Modeling

Feature-driven development (FDD)Test-driven development (TDD)

eXtreme Programming (XP)Lean development

Microsoft Solutions Framework (MSF) for AgileAgile Data Method

Adaptive Software Development (ASD)Six Sigma

CrystalBehavior-driven development (BDD)

Dynamic Systems Development Method (DSDM)

Iterative developmentRational Unified Process (RUP)

SpiralWaterfall

Capability Maturity Model Integration (CMMI)ISO 9000

Do not use a formal process methodology

“Please select the methodology that most closely reflectsthe development process you are currently using.”

(select only one)

10.9%6.0%

3.8%3.4%

2.9%2.1%1.8%1.6%1.3%

0.9%0.3%

0.2%0.2%

16.3%2.7%

1.6%8.4%

2.5%2.5%

30.6%

Agile, 35%

Iterative, 21%

Waterfall, 13%

Base: 1,298 IT professionalsSource: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2009

EFFICACE

LA TAILLE COMPTE

COMPANY

RÉSULTATS

0 % 22.500 % 45.000 % 67.500 % 90.000 %

Amélioration de la productivité

Réduction des bugs

Mise en production plus rapide

Coût réduit

Amélioration perçue suite à l’implémentation de Scrum

SATISFACTION

Melnik/Maurer 2005

COMPANY

POURQUOI?

COMPANY

C’EST HUMAIN

COMPANY

Organisation personelleCerveauTODOS

Avez vous déjà essayé de visualiser un projet de plusieurs mois?

Mariage

Construction

Année scolaire

Voyage

Carrière

COMPANY

Organisation personelleCerveauTODOS

Avez vous déjà essayé de visualiser un projet de plusieurs mois?

Mariage

Construction

Année scolaire

Voyage

Carrière

COMPANY

Organisation personelleCerveauTODOS

Avez vous déjà essayé de visualiser un projet de plusieurs mois?

Mariage

Construction

Année scolaire Unités temporelles du cerveau:- Heure- Jour- Semaine- Mois

Voyage

Carrière

COMPANYC’EST SOCIÉTAL

LOCKE & LATHAM

But spécifique

Engagement

Feedback

Obstacles

Taches & stories

Equipe & sprint

Review & Retrospective

Auto gestion & Scrum Master

COMPANY

C’EST GÉNÉRATIONNEL

DEUX PARADIGMES

1960 - 1979 1980 - 1999

DEUX PARADIGMES

1960 - 1979 1980 - 1999

DEUX PARADIGMES

1960 - 1979 1980 - 1999

DEUX PARADIGMES

1960 - 1979 1980 - 1999

DEUX PARADIGMES

1960 - 1979 1980 - 1999

DEUX PARADIGMES

1960 - 1979 1980 - 1999

DEUX PARADIGMES

1960 - 1979 1980 - 1999

DEUX PARADIGMES

1960 - 1979 1980 - 1999

DEUX PARADIGMES

1960 - 1979 1980 - 1999

DEUX PARADIGMES

1960 - 1979 1980 - 1999

DEUX PARADIGMES

1960 - 1979 1980 - 1999

UNE IMPLÉMENTATION

CONTEXTE•Société de dev WEB

•1 client principal

•7 développeurs

•Reduction de 2 à 1 analyste

LES ÉTAPES1.Meeting quotidien

2.Scrum avec découpage par directeur de produit

3.Scrum avec découpage par équipe

4.Apprentissage des métriques et auto gestion

LES ÉTAPES1.Meeting quotidien

2.Scrum avec découpage par directeur de produit

3.Scrum avec découpage par équipe

4.Apprentissage des métriques et auto gestion

Social Scrum

Social ScrumPragmatic Scrum

Pure Scrum

LES ÉTAPES

LES RÔLES

LES RÔLES

LES OUTILS

Post its

Tableur

Cartes à jouer

Courage

LES RÉSULTATS• Gain de productivité

• Gain de qualité

• Meilleur flexibilité pour le client

• Motivation de l’équipe

DIFFICULTÉS

• Sprint(s) raté(s)

• Information permanente

• «Stick to the rule»

• Les horaires

• L’incertitude

...AVOIR LA FOI

POUR RÉUSSIR...

QUELQUES RÉFÉRENCES

➡The Machine That Changed the World: The Story of Lean Production - WOMACK

➡The Mythical Man Month and Other Essays on Software Engineering - BROOKS

➡Agile Retrospectives: Making Good Teams Great - DERBY

➡Scrum : le guide pratique de la méthode agile la plus populaire - AUBRY

➡Scrum and XP from the Trenches - KNIBERG (free on web)

➡3 Scrum Types <http://yusufarslan.net/3-scrum-types> - Yusuf Arslan

Questions & Réponses

Laurent Dupontlaurent.dupont@theboardtheory.com