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