Dynamiques Agiles «Réinventons notre satisfaction!» Laurent SARRAZIN Consultant (Simplexeo) & Responsable du Centre Agile de la DSI de SGCIB

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1 Dynamiques Agiles «Réinventons notre satisfaction!» Laurent SARRAZIN Consultant (Simplexeo) & Responsable du Centre Agile de la DSI de SGCIB 1 1

2 Agenda 2

3 Speaker Agilitateur Laurent SARRAZIN Bio Diplômé de l Université de Paris-Orsay, Laurent Sarrazin exerce depuis 18 ans dans le secteur du développement informatique de la banque d investissement, exigeant en terme de leadership, gourmand en méthodologies et technologies de pointe. Son parcours est marqué par la mise en œuvre de méthodes agiles (SCRUM, XP, FDD,..) à grande échelle interculturelle. 3 années dans la Silicon Valley Indienne de Bangalore lui ont permis de développer une expérience authentique. A son retour au siège, Laurent a créé et dirige un service d accompagnement/coaching des équipes dans la mise en œuvre et l amélioration continue de solutions offshores agiles. KeyWords Investment Banking Captive Offshoring Massive Agile Transformation,... Speaker 2012 ISTMF Tunisia, March 15 French Scrum Day, March 27 ADELI, Innovation Games, June 2011 ITSMf Day, Nov 2011 (3 conferences) ITSMf Assemblée Générale, June 2011 Paris Scrum Night, Oct 2011 (Innovation Games) Xebia Seminar, June 2011 ADELI, Autour d un Verre, April 4 Scrum Days, Paris, March 31 Valtech Days, March 17, Cercle Agile, March Master HEC / SupTelecom / Mines 2009, 2010, 2011 ITSMF Day, Paris, Oct 2010 escm Annual Conference, Paris, Nov 2010 Current Projects Simplexeo ( To Succeed with Simplexity. A blend of agile value, lean principles, radical management to transform our organizations, toward people delight Scrumshore ( Agility, Lean, Collective Intelligence applied to Smart Offshoring 3 3

4 Why? (Do we foster agility) 4 4

5 Something you might know? 5 5

6 What is Agility The most visible Trick End Client Deligthed clients The Agile Way Deliver Fast Client-Value Client-Value = Piece of software (ie not the doc..) Time To Market (Pull by demand) Just In Time Priority #01 : Delight the Client (cf Stephen DENNING, Leader s Guide to Radical Management) Client Value 6 6

7 Why do we foster agility? IT is expensive IT is heavy-process oriented 7 7

8 The CHAOS The Standish Group's report, "CHAOS Summary 2009, We are not alone in this chaos 8

9 Root Cause? client Major 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 Scope Illusion of Control Value delivered only from here Sounds familiar?? Watermelon indicators 9 9

10 Chaos History Agile Manifest User Involvement Realistic Expectations Clear Statement on Requirements Proper Planning Competent Staff Executive Sponsorship 10

11 The most visible Agile Trick (1/2) Classic Project Mgt Waterfall Model Tunnel Illusion of Progress Agile Way Deliver Fast Value Time To Market Just In Time Pull By Demand Days / Weeks Months client Distance & Illusion Simple & Clear? 11 11

12 The most visible Agile Trick (2/2) Long Tunnel Big Chunk of Work We Slice The work Increments The Time Iterations The Teams 6-10 To Make It S.M.A.R.T 12 12

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, ) 13 13

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 embracing new values, principles & practices. We must stay away from the Agile Cargo Cult Temptation.. And another kind of Chaos

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 agility to development teams, and forget the essential to cover the last mile Expected Business Value Managed CLIENT Partial Agility Agile DEV PROD application & infrastructure Expected Business Value Enabled The CLIENT must be tightly 1 integrated to feed the agile value chain, while the delivery must be done in pairing with OPERATIONS, so that a real CONTINUOUS DELIVERY flow enables the expected business value. 2 bridge-principles foster this end-to-end integration, and are detailed herafter. 2 1 Product Ownership Integral Agility Continuous Delivery Clients & Teams Delighted the Banana Smile KPI DevOps

16 We need to RETHINK Agile Organization Client / IT Relationship Everyone is involved Product-Ownership Agile Requirement Management Agile Estimating Agile Governance Agile Release Mgt Mindful Continuous Delivery DevOps Agile Contracting Agile Indicators Agile Steering Model Velocity / Predictibility Agile Team Dynamics Scrum Master Empower Team Collective Ownership X-Functional Team <!> M INDFUL <!> CHANGE M ANAGEM ENT REQUIRED Agile Engineering Test-Driven JIT Design Continuous Integration Automation & Tooling 16 16

17 Rethink The Engagement Model On Time, On Budget, On Scope Means Engagement Result Engagement Velocity & Intrinsic Quality AGILE CONTRACTING A radical new engagement model 17

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 18 18

19 Continous Delivery & DevOps To Achieve The Whole Agile Value Chain Continous Delivery Continous Delivery Devs And Ops MUST review their partnership ITIL Agile? (CM/RM).. ITSMf Workshops 19 19

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 Industrialization, Automation Technical Excellence Continuous Delivery Embedded Operations Main Challenges - Embark the Clients - Cultural Shift for Managers - DevOps 20 20

21 Thank You! Objections? Questions? Comments? 21

22 Agile Managed Services, Biblio APPENDIXES 22 22

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." 23 23

24 Parcours Initiatique Fast & Free Track Français Company Executives 24 24

25 Principles Value-added Area FREQUENT DELIVERIES of WORKING SOFTWARE Client Satisfaction Principles Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Working software is the primary measure of progress. WELCOME THE CHANGES WORK TOGETHER MOTIVATE PEOPLE COMMUNICATE FACE-TO-FACE RESPECT PEOPLE SELF-ORGANIZATION Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 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. EXCELLENCE SIMPLICITY CONTINUAL IMPROVEMENT Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 25

26 Bibliographie Débuter [Messager10] Véronique MESSAGER, La gestion de projet agile, 3 e édition, EYROLLES, [Aubry2009] Claude AUBRY, SCRUM, Le guide pratique de la méthode agile la plus populaire, DUNOD, [Poppendieck] Mary and Tom POPPENDIECK, Lean Software Development : An Agile Toolkit, ADDISON WESLEY, [Schwaber04] Ken SCHAWBER, Agile Project Management with Scrum, MICROSOFT PRESS, [Larman], Craig LARMAN, The Lean Primer, 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 [Pichler09] Roman PICHLER, Agile Product Management with Scrum : Creating a Product that Customers Love, ADDISON WESLEY, [Kniberg97] Henrik KNIBERG, Scrum and XP from the Trenches, Confimer / Etendre [Schwaber07] Ken SCHAWBER, The Enterprise and Scrum, MICROSOFT PRESS, [Larman08] Craig LARMAN, Bas VODDE, Scaling Lean & Agile Development : Thinking and Organizational Tools for Large-Scale Scrum, ADDISON WESLEY, [Bénard] Jean-Louis BENARD, Laurent BOSSABIT, Régis MEDINA, Dominic WILLIAMS, Gestion de Projet : EXtrem Programming, EYROLLES, [Cohn04] Mike COHN, User Stories Applied : For Agile Software Development, ADDISON WESLEY, [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, [fsug09] Enquête nationale Méthodes Agiles 2009, [VersionOne09] State of Agile Survey, 2009, 4 th Annual, Blogs blog.mountaingoatsoftware.com Le 27/11/09, page 26 Confér 26

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