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Devoxx 2018

Devoxx 2018

Alain Hélaïli

April 23, 2018
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  1. Développeur, reprends
    le digital en main!

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  2. “Il faut concentrer ses
    forces pour être
    conquérant dans la guerre
    digitale de notre monde
    numérique “

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  3. http://www.academie-francaise.fr/digital

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  4. Transformations
    Digital - Agile - DevOps

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  5. Automated software factory

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  6. Software developer?

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  7. Creativity
    Logic

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  8. Transformations
    Digital - Agile - DevOps

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  9. 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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  10. 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

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  11. 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.”

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  12. Marketing people poll
    existing customers
    Management shelves project
    New companies form

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  13. It is cross-disciplinary, cross-
    functional communication that
    allows the development of unusual
    combinations of ideas that lead to
    imagination and creativity.

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  14. Transformations
    Digital - Agile - DevOps

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  15. 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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  16. 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.

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  17. 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

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  18. 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

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  19. Source: https://hackernoon.com/why-isnt-agile-working-d7127af1c552

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  20. 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

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  21. Productivity when people leave
    Source: Peopleware

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  22. 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?

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  23. Table 1
    Gross salary €50 000.00
    Charges €21 000.00
    Working days 220
    Hours per day 8
    Hourly cost €40.34

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  24. 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

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