Devoxx 2018

Devoxx 2018

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Alain Hélaïli

April 23, 2018
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Transcript

  1. Développeur, reprends le digital en main!

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  3. “Il faut concentrer ses forces pour être conquérant dans la

    guerre digitale de notre monde numérique “
  4. http://www.academie-francaise.fr/digital

  5. Transformations Digital - Agile - DevOps

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  7. Automated software factory

  8. Software developer?

  9. Creativity Logic

  10. Transformations Digital - Agile - DevOps

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  16. Source : https://hbr.org/2018/03/why-so-many-high-profile-digital-transformations-fail • No managers should view digital —

    or any other major technological innovation — as their sure salvation. • Digital is not just a thing that you can you can buy and plug into the organization. It is multi- faceted and diffuse, and doesn’t just involve technology • It’s important to calibrate your digital investments to the readiness of your industry — both customers and competitors. • When things are not going so well in the existing business, the call of a new business model can become more powerful than it should.
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  18. Performance Time Progress due to sustaining technologies Disruptive technological innovation

    Performance demanded at the high end of the market Performance demanded at the low end of the market
  19. Innovator’s dilemma - Summary • Disruptive technology is developed inside

    established firms. • Marketing people poll existing customers. Management shelves project. • Established firms improve existing products. • New companies form. New markets are created for new products. Frustrated defectors from established firms start new companies. • New entrants move upmarket. • Established firms jump on the bandwagon late. “The most formidable barrier is that they did not want to do this.”
  20. Marketing people poll existing customers Management shelves project New companies

    form
  21. It is cross-disciplinary, cross- functional communication that allows the development

    of unusual combinations of ideas that lead to imagination and creativity.
  22. Transformations Digital - Agile - DevOps

  23. From agile to Agile “There is a big difference between

    Methodology and methodology. Small m methodology is a basic approach one takes to getting a job done…. Big M Methodology is an attempt to centralize thinking. All meaningful decisions are made by the Methodology builders, not by the staff assigned to.”
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  25. Principles behind the Agile Manifesto • Our highest priority is

    to satisfy the customer
 through early and continuous delivery
 of valuable software. • Welcome changing requirements, even late in 
 development. Agile processes harness change for 
 the customer's competitive advantage. • Deliver working software frequently, from a 
 couple of weeks to a couple of months, with a 
 preference to the shorter timescale. • 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. • Working software is the primary measure of progress. • Agile processes promote sustainable development. 
 The sponsors, developers, and users should be able 
 to maintain a constant pace indefinitely. • Continuous attention to technical excellence 
 and good design enhances agility. • Simplicity--the art of maximizing the amount 
 of work not done--is essential. • The best architectures, requirements, and designs 
 emerge from self-organizing teams. • At regular intervals, the team reflects on how 
 to become more effective, then tunes and adjusts 
 its behavior accordingly.
  26. Hawthorne effect “People perform better when they’re trying something new”

    “To allow the Hawthorne Effect to work for you, you have to make nonstandard approaches the rule” Source: Peopleware
  27. Measures • “If you can’t measure it, you can’t manage

    it” - your boss • “Anything you need to quantify can be measured in some way that is superior to not measuring it at all.” - Gilb’s law • “A story point is an abstract measure of effort required to implement a user story.” Source: Peopleware
  28. Source: https://hackernoon.com/why-isnt-agile-working-d7127af1c552

  29. Environmental Factor “Whenever the number of uninterrupted hours is a

    reasonably high proportion of total hours, up to approximately 40%, then the environment is allowing people to get into flow when they need to. Much lower numbers imply frustration and reduced effectiveness. “ E-Factor = Uninterrupted Hours/Body-Present Hours Source: Peopleware
  30. Productivity when people leave Source: Peopleware

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  32. Tools • Shall the dev team’s collaboration tool be the

    same than the accounting team? • Why should you use other people’s tools? • Who has chosen your source code management tool? Does this person use it? • Was developer effectiveness the main criteria for the choice?
  33. Table 1 Gross salary €50 000.00 Charges €21 000.00 Working

    days 220 Hours per day 8 Hourly cost €40.34
  34. Solutions • Give them metrics, your metrics • Get development

    time back • Cut down meetings, stop ceremonials • Understand your business, but also meet the business • Bring your partners in your tool
  35. Culture