Et si on redémarrait l’agile ? — Agile Grenoble 2019

Pourquoi alors que l’agilité n’a jamais été aussi populaire, certains développeurs ne s’y retrouve plus ? Comment, ce qui devait être un mouvement d'émancipation des acteurs d'un projet, se retrouve à être vécu comme un calvaire ?
Nous chercherons à répondre à ces questions en revenant à la motivation profonde des entreprises et à pourquoi elles n'arrivent pas à se défaire de leurs (mauvaises) habitudes de management.

Transcript

2. « Apparently, this SCRUM thing is so great, you need a person on every team dedicated to forcing the others to do it. » @cgosimon
3. - "Business Agile": Built Upon Sand — R.Jeffries - The State of Agile Software in 2018 — M.Fowler - The Tragedy of Craftsmanship — Robert C. Martin - Developers Should Abandon Agile — R.Jeffries - The Failure of Agile — Andy Hunt - Time to Kill Agile — D.Thomas - The agile hangover — S.Mancuso
4. Before Agile 101 After Project manager Product Owner (Agile Project Manager) Estimates in Man/Day Tracking progress Tracking progress (But it is a nice burn-down chart) Production releases every six months. Production releases every 6 months (But we have 2 weeks sprints) Estimates in points (and convert them in man/day)
5. Agile 101 6 months after… Estimating our project How do we get better at
7. Agile 101 6 months after… Tracking velocity Estimating our project How do we get better at Refining the backlog Creating better burn- down charts How to sync stories in Jira ?
8. More X to solve X « We need to follow the SCRUM guide more strictly »
11. Creating our burn- down charts Agile 101 6 months after… Tracking velocity Estimating our project How do we get better at Refining the backlog These are sym ptom s, not causes !
12. « Most software today is very much like an Egyptian pyramid with millions of bricks piled on top of each other, with no structural integrity, just done by brute force and thousands of slaves. » — Alan Kay We need to improve their commitment
13. Structural Integrity Stress
14. Structural Integrity Stress
15. Structural Integrity Stress
16. Pace of changes Agile development puts a lot of stresses on the system
17. Until it breaks Pace of changes
18. And the system is not only about the source code Stress people people And often their last defence has been taken away
19. Technical Excellence enable Business Agility Not the other way around Clean code is not enough
20. Predictability comes from technical excellence « The quality of today is the productivity of tomorrow » — JB. Dusseaut
21. « So much of what we call management consists of making it difficult for people to work. » — Peter Drucker
22. A = What is the cost to create X ? & B = How much did it cost to produce X ? The sacred Provisional budget Management 101 The destroyer of illusions The feared balance A - B > 0
23. Measure it and repeat Management 101
24. Management 101 The Iron Triangle Scope = Time x Resources
25. Scope (cost) Resources Time « Hofstadter's Law: It always takes longer than you expect, even when you take into account Hofstadter's Law » Management 101
26. A development task has only 3 states Not yet started Finished Almost done
27. Scope (cost) Resources Time « Nine women can't make a baby in one month. » Management 101 Hiring or making, you have to choose
28. Scope (cost) Resources Time « This is what has been signed » Management 101
29. Management 101 Scope (cost) Resources Time The Iron Triangle Scope = Time x Resources The Iron Triangle is a lie !
30. Scope (cost) Resources Time Quality Stress Defect Anger Rotten software
31. Scope (cost) Resources Time Quality You have to choose your next features carefully. The only thing you can flex What has the most value for the customer ?
32. A = What is the cost to create X ? & B = How much did it cost to produce X ? A - B > 0 Management 101 It’s a risk hedging strategy But, does it create value for the company ?
33. Creating our burn- down charts Agile 101 6 months after… Tracking velocity Estimating our project How do we get better at Refining the backlog How m uch will it cost to m ake X ? & How m uch did it cost ?
34. Product Management Software engineering Management Agile Command & Control Project Product
35. « The best way to predict the future is to implement it. » — Alan Kay
36. We need a new hedging strategy Making the right product And delivering it A non-delivered product is a risk !
37. Validation over guess & illusions Tell smaller lies What about 1 day sprint ?
38. Reduce your feedback loop Continuous Delivery Stop tracking progress, start to experience it
39. Time Seconds Minutes Hours Days Weeks Statements & methods Classes & Interface Design Architecture Features Priorities Solution IDE Pair programming Unit tests System metaphor Continuous Integration On site customer Collective ownership Acceptance testing Type system Planning game Short releases Feedback loops
40. A = What is the cost to create X ? & B = How much did it cost to produce X ? What our customers need next ? & How do we put it as quickly as possible in front of them ? From Planification to Prioritisation
41. Product Management Software engineering Management Agile Command & Control Project Product
42. « We're All In This Together » — Virgin America
43. Stop the project manager posture There is not such thing as an Agile Project Manager
44. Stop producing specifications without your dev team what goes into production is what the developers have understood
45. — @johncutlefish
46. If you are not involved in the production process, please don’t get involved… TDD, Pair Programming, …
47. Give Trust, not Toys Andon Developers should have the right to stop the production pipeline
48. Product Manager Dev Team
49. « Economies of scale are true in milk, not in software development » — @allankellynet
52. « Two-Pizza Teams work like semi-independent entrepreneurial hothouses. Insulated from the greater organisation’s bureaucracy » — John Rossman
53. « Learn to ship software at will without any risk of defects, and you will discover you no longer need your framework. » — Arlo Belshee
54. Thanks! @lilobase lgo.group