Et si on redémarrait l'agile (à l'échelle) – Agile Niort 2021

Transcript

1. View Slide

2. Developers
   Project Manager /
   Product Manager /
   
   
   Product Owner
   Executives
   CEO
   Decisions
   Policies
   Budget
   Power
   Deadlines
   How to
   crisp.se
   Reports
   Data
   Clear Path of
   

   accountability
   

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3. Developers
   Project Manager /
   Product Manager /
   
   
   Product Owner
   Executives
   CEO
   No Decisions
   
   
   Under this Line
   Software
   Architectes
   They endure
   

   the decisions
   pragmaticengineer.com
   

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4. Developers
   Project Manager /
   

   Product Manager /
   
   
   Product Owner
   Executives
   CEO
   Bureaucracy
   

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5. Developers
   Project Manager /
   

   Product Manager /
   
   
   Product Owner
   Executives
   CEO
   Bureaucracy
   We have to be
   agile
   You must be
   agile
   Let put agile
   principles
   everywhere
   

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6. Developers
   Project Manager /
   

   Product Manager /
   
   
   Product Owner
   Executives
   CEO
   Bureaucracy
   You must do
   daily standup
   You have to do
   planning poker
   You must
   deliver work every
   two weeks
   Pair
   programming is a
   waste of time
   We are late,
   go faster
   You must provide us
   burndown charts
   

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7. Developers
   Project Manager /
   

   Product Manager /
   
   
   Product Owner
   Executives
   CEO
   (Agile) Bureaucracy (at Scale)
   Maybe we can…
   You can’t do that
   because it’s against
   our company or
   team’s principles
   thoughtworks.com
   

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8. Developers
   Project Manager /
   Product Manager /
   
   
   Product Owner
   Executives
   CEO
   Decisions
   Policies
   Budget
   Power
   Deadlines
   How to
   Reports
   Data
   Clear Path of
   

   accountability
   (Agile) Bureaucracy (at Scale)
   

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9. Developers
   Project Manager /
   

   Product Manager /
   
   
   Product Owner
   Executives
   CEO
   How to scale Agile ?
   

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10. www.lilobase.me
    Let’s reset Agile
    
    
    (at scale)
    @lilobase
    #AgileNiort
    benderlabs.io
    Arnaud LEMAIRE
    

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11. Economy of Scale
    

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12. Economy of Scale
    Diseconomy
    In Software Engineering
    

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13. What is your team’s size ?
    

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14. Putman 1997
    QCM studies on 491 projects
    « We conclude that a 3-7 person team
    has the best performance »
    « The trend appears to have a exponential behavior. The most cost effective
    strategy is the smallest team, however the extreme nonlinear effort increase
    doesn’t seem to kick in until the team size approaches 9 or more people. »
    

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15. Armel 2006
    QCM studies on 600 projects
    « On average, Best in Class projects
    delivered 5 times faster and used 15
    times less effort than Worst in Class
    projects. »
    « he characteristic that stood out from Don's analysis was team size. Best in
    Class projects used smaller teams (over 4 times smaller, on average) than the
    worst performers. »
    

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16. Comstock 2011
    Economies and diseconomies of scale in software development.
    

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17. Armel 2012
    QCM studies on 1060 projects
    « On small projects, the large teams were 3 times
    more costly than the small teams, and delivered 2
    times as many defects. On large projects, large teams
    were a whopping 4 times more expensive than the
    small ones and delivered 3 times as many defects. »
    

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18. Rodriguez 2012
    Empirical Findings on Team Size and Productivity (951 projects)
    « On small projects, the large teams were 3 times
    more costly than the small teams, and delivered 2
    times as many defects. On large projects, large teams
    were a whopping 4 times more expensive than the
    small ones and delivered 3 times as many defects. »
    

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19. Chaos Report 2015
    Standish Group study on 25000+ projects
    

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20. Putman 2018
    QCM studies on 390 projects
    « While the additional staff reduced the schedule by
    approximately 30%, the project cost actually
    increased by 350%. The additional staff also
    created 500% more defects that had to be
    f
    i
    xed
    during testing. »
    

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21. Why small teams perform better ?
    - Not a signi
    f
    i
    cant management overhead
    
    
    - Minimize communication overhead
    
    
    - Minimize inter-locking phenomenons
    
    
    - Minimize over-engineering
    

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22. Your team size may be bigger than
    what you think…
    The size of your team is the number of people who
    need to synchronize their work.
    

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23. Developers
    Project Manager /
    

    Product Manager /
    
    
    Product Owner
    Executives
    CEO
    Don’t scale Agile
    
    
    Descale your Organization
    

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24. Create smalls, independents
    teams that can ship software
    at will without any defect.
    

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25. www.lilobase.me
    Thanks !
    @lilobase
    #AgileNiort2021
    benderlabs.io
    

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26. 1. Align your teams with your
    problem space
    
    
    2. Optimize for Continuous
    Delivery
    
    
    3. Create Ultra High
    Alignment
    
    
    4. Provide Real Autonomy
    

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27. 1. Align your teams with your problem space
    
    
    E-Commerce Team E-Marketing Team
    Invoice Team
    Stock
    management
    Shipping Full
    f
    i
    lement
    Supplier
    Management
    Payment
    gateway
    Accounting
    Order
    Management
    Invoicing Catalogue
    Search
    engine
    

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28. 1. Align your teams with your problem space
    
    
    Catalogue
    Payment
    gateway
    Supplier
    Management
    Invoicing
    Accounting
    Search
    engine
    Order
    Management
    Shipping
    Stock
    management
    Full
    f
    i
    lement
    

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29. 1. Align your teams with your problem space
    
    
    Catalogue Payment
    gateway
    Supplier
    Management
    Invoicing
    Accounting
    Search
    engine
    Order
    Management
    Shipping
    Stock
    management
    Full
    f
    i
    lement
    

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30. 1. Align your teams with your problem space
    
    
    Perform an inverse Conway Maneuver
    
    
    « HR are accidental architects of your
    designs software systems »
    
    
    « Team Assignments are the
    f
    i
    rst
    draft of the architecture »
    - Michael Nygard
    

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31. E-Commerce Team
    1. Align your teams with your problem space
    
    
    Have explicit boundaries
    « We Provide empirical evidence that product
    ambiguity exists, and it is more likely to be present
    across organizational and system boundaries »
    - Sosa & al, 2004
    « « …Mismatches between product architecture and
    organizational structure [are] positively associated with
    quality problems »
    - Gokpinar et al, 2010
    Invoice Team
    Order
    Management
    Invoicing
    

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32. 1. Align your teams with your
    problem space
    
    
    2. Optimize for Continuous
    Delivery
    
    
    3. Create Ultra High
    Alignment
    
    
    4. Provide Real Autonomy
    

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33. 2. Optimize for Continuous Delivery
    
    
    Continuous
    Delivery
    Automated
    testing
    Stakeholder
    involvment
    Continuous
    Integration
    Deployment
    automation
    Unit Testing
    Integrated
    tests
    Infra As Code
    Coding
    standard
    Version Control
    

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34. 2. Optimize for Continuous Delivery
    
    
    Market
    It Shorten your Feedback Loop
    Team
    Working
    Software
    Company
    User
    

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35. 2. Optimize for Continuous Delivery
    
    
    Mesure the right things
    Lead Time Cycle Time
    Recovery
    Time
    

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36. 1. Align your teams with your
    problem space
    
    
    2. Optimize for Continuous
    Delivery
    
    
    3. Create Ultra High
    Alignment
    
    
    4. Provide Real Autonomy
    

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37. 3. Create Ultra High Alignment
    
    
    Hoshin Kanri
    

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38. 3. Create Ultra High Alignment
    
    
    Accountability
    

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39. 3. Create Ultra High Alignment
    
    
    Outcome Based Roadmap
    Jason Doherty
    

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40. 1. Align your teams with your
    problem space
    
    
    2. Optimize for Continuous
    Delivery
    
    
    3. Create Ultra High
    Alignment
    
    
    4. Provide Real Autonomy
    

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41. 4. Provide Real Autonomy
    
    
    Two pizza Team
    « Two-Pizza Teams work like semi-independent
    entrepreneurial hothouses. Insulated from the greater
    organisation’s bureaucracy »
    - John Rossmann
    

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42. 4. Provide Real Autonomy
    
    
    With a direct passthrough to the customer
    Team
    Can be
    internal
    

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43. 4. Provide Real Autonomy
    
    
    Remove hand-offs
    Back-end Front-end
    Dev Ops
    Team Team
    Dev Q&A
    

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44. Obliquity
    « Strange as it may seem, overcoming geographic obstacles,
    winning decisive battles or meeting global business targets are
    the type of goals often best achieved when pursued indirectly.
    
    
    This is the idea of Obliquity. Oblique approaches are most
    effective in dif
    f
    i
    cult terrain, or where outcomes depend on
    interactions with other people. »
    – John Kay
    

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45. 1. Align your teams with your
    problem space
    
    
    2. Optimize for Continuous Delivery
    
    
    3. Create Ultra High Alignment
    
    
    4. Provide Real Autonomy
    Don’t try to Scale
    Agile, but instead:
    

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46. www.lilobase.me
    Thanks !
    @lilobase
    benderlabs.io
    alemaire@quantis.fr
    https://roti.express/r/nysdkn
    

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