"Le vieux monde se meurt, le nouveau monde tarde à apparaître, et dans ce clair-obscur surgissent les monstres" — Agile Pays Basque 2019

Beb422437c1dfb5366f197919e41ac50?s=47 Arnaud LEMAIRE
September 20, 2019

"Le vieux monde se meurt, le nouveau monde tarde à apparaître, et dans ce clair-obscur surgissent les monstres" — Agile Pays Basque 2019

Pourquoi est-ce qu'un mouvement créé par les développeurs se voit progressivement abandonné par ceux-ci ?
Comment les signataires du manifestes en viennent à s'opposer à ce que devient l'agilité ?
Qu'est ce qui amène la plupart des entreprises à passer à coté des principes fondamentaux de la culture agile ?
C'est à ces questions et à bien d'autre que j'ai essayé de répondre à travers cette conférence !

Beb422437c1dfb5366f197919e41ac50?s=128

Arnaud LEMAIRE

September 20, 2019
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  1. « Le vieux monde se meurt, le nouveau monde tarde

    à apparaître et dans ce clair-obscur surgissent les monstres » — Gramsci @lilobase
  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. Agile 101 Let’s become Agile ! @lilobase

  5. Before Agile 101 After Project manager

  6. Before Agile 101 After Project manager Product Owner (Agile Project

    Manager)
  7. Before Agile 101 After Project manager Product Owner (Agile Project

    Manager) Estimates in Man/Day
  8. Before Agile 101 After Project manager Product Owner (Agile Project

    Manager) Estimates in Man/Day Estimates in Points
  9. Before Agile 101 After Project manager Product Owner (Agile Project

    Manager) Estimates in Man/Day Estimates in Points Tracking progress
  10. Before Agile 101 After Project manager Product Owner (Agile Project

    Manager) Estimates in Man/Day Estimates in Points Tracking progress Tracking progress (But it is a nice burn-down chart)
  11. Before Agile 101 After Project manager Product Owner (Agile Project

    Manager) Estimates in Man/Day Estimates in Points Tracking progress Tracking progress (But it is a nice burn-down chart) Production releases every 6 months
  12. Before Agile 101 After Project manager Product Owner (Agile Project

    Manager) Estimates in Man/Day Estimates in Points Tracking progress Tracking progress (But it is a nice burn-down chart) Production releases every 6 months Production release every 6 months (But we have 2 weeks sprints)
  13. Agile 101 6 months after…

  14. Agile 101 6 months after… How do we get better

    at
  15. Agile 101 6 months after… Tracking velocity How do we

    get better at
  16. Agile 101 6 months after… Tracking velocity Estimating our project

    How do we get better at
  17. Agile 101 6 months after… Tracking velocity Estimating our project

    How do we get better at Refining the backlog
  18. Agile 101 6 months after… Tracking velocity Estimating our project

    How do we get better at Refining the backlog Creating better burn- down charts
  19. 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 story in Jira ?
  20. More X to solve X

  21. More X to solve X « We need to follow

    the SCRUM guide more strictly »
  22. None
  23. None
  24. None
  25. We find the Customer !!

  26. Creating our burn- down charts Agile 101 6 months after…

    Tracking velocity Estimating our project How do we get better at Refining the backlog
  27. 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 !
  28. Product Management Software engineering Management Agile Command & Control

  29. Product Management Software engineering Management Agile Command & Control Project

    Product
  30. « 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
  31. « 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
  32. Structural Integrity Stress

  33. Structural Integrity Stress

  34. Structural Integrity Stress

  35. Pace of changes Agile development puts a lot of stresses

    on the system
  36. Until it breaks Pace of changes

  37. And the system is not only about the source code

    Stress
  38. And the system is not only about the source code

    Stress people people
  39. And the system is not only about the source code

    Stress people people And often their last defense has been taken away
  40. You need very specific and hard to master software design

    foundation
  41. You need very specific and hard to master software design

    foundation
  42. You need very specific and hard to master software design

    foundation
  43. You need very specific and hard to master software design

    foundation Refactoring
  44. You need very specific and hard to master software design

    foundation Refactoring You’ll need TDD
  45. You need very specific and hard to master software design

    foundation Refactoring You’ll need TDD
  46. You need very specific and hard to master software design

    foundation Refactoring You’ll need TDD
  47. You need very specific and hard to master software design

    foundation Refactoring You’ll need TDD
  48. You need very specific and hard to master software design

    foundation Refactoring You’ll need TDD
  49. You need very specific and hard to master software design

    foundation Refactoring You’ll need TDD
  50. You need very specific and hard to master software design

    foundation Refactoring You’ll need TDD Decoupling
  51. Technical Excellence enable Business Agility Not the other way around

  52. « The conventional definition of management is getting work done

    through people, but real management is developing people through work. » — Agha Hasan Abedi
  53. Management 101 Management 101 @lilobase

  54. A = What is the cost to create X ?

    & B = How much did it cost to produce X ? A - B > 0 Management 101
  55. A = What is the cost to create X ?

    & B = How much did it cost to produce X ? A - B > 0 The sacred Provisional budget Management 101
  56. A = What is the cost to create X ?

    & B = How much did it cost to produce X ? A - B > 0 The sacred Provisional budget Management 101 The destroyer of illusions
  57. A = What is the cost to create X ?

    & B = How much did it cost to produce X ? A - B > 0 The sacred Provisional budget Management 101 The destroyer of illusions The feared balance
  58. Mesure it and repeat Management 101

  59. A = What is the cost to create X ?

    & B = How much did it cost to produce X ? A - B > 0 Management 101
  60. A = What is the cost to create X ?

    & B = How much did it cost to produce X ? A - B > 0 Management 101 But, does it create value for the company ?
  61. 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 ?
  62. Management 101 Scope (cost)
 Resources Time The Iron Triangle Scope

    = Time x Resources
  63. 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
  64. A development task has only 3 states

  65. A development task has only 3 states Not yet started

  66. A development task has only 3 states Not yet started

    Finished
  67. A development task has only 3 states Not yet started

    Finished Almost done
  68. Scope (cost)
 Resources Time « Nine women can't make a

    baby in one month. » Management 101
  69. Scope (cost)
 Resources Time « Nine women can't make a

    baby in one month. » Management 101 Hiring or making, you have to choose
  70. Scope (cost)
 Resources Time « This is what has been

    signed » Management 101
  71. Management 101 Scope (cost)
 Resources Time The Iron Triangle Scope

    = Time x Resources
  72. Management 101 Scope (cost)
 Resources Time The Iron Triangle Scope

    = Time x Resources The Iron Triangle is a lie !
  73. Scope (cost)
 Resources Time Quality

  74. Scope (cost)
 Resources Time Quality

  75. Scope (cost)
 Resources Time Quality Stress

  76. Scope (cost)
 Resources Time Quality Stress Anger

  77. Scope (cost)
 Resources Time Quality Stress Anger Rotten software

  78. Scope (cost)
 Resources Time Quality Stress Defect Anger Rotten software

  79. Scope (cost)
 Resources Time Quality

  80. Scope (cost)
 Resources Time Quality The only thing you can

    flex
  81. Scope (cost)
 Resources Time Quality You have to choose your

    next features carefully. The only thing you can flex
  82. Scope (cost)
 Resources Time Quality You have to choose your

    next features carefully. The only thing you can flex Based on what has the most value for the customer
  83. « The best way to predict the future is to

    implement it. » — Alan Kay
  84. We need a new hedging strategy

  85. We need a new hedging strategy Making the right product

  86. We need a new hedging strategy Making the right product

    And delivering it
  87. We need a new hedging strategy Making the right product

    And delivering it A non delivered product has a no value !
  88. Validation over guess & illusions

  89. Validation over guess & illusions Stop tracking progress, start to

    experience it
  90. Validation over guess & illusions Smaller batch Stop tracking progress,

    start to experience it
  91. Validation over guess & illusions Smaller batch Tell smaller lies

    Stop tracking progress, start to experience it
  92. Validation over guess & illusions Smaller batch Tell smaller lies

    Stop tracking progress, start to experience it What about 1 day sprint ?
  93. Reduce your feedback loop

  94. Reduce your feedback loop Continuous Delivery

  95. Reduce your feedback loop Continuous Delivery A delivered feature is

    no longer a risk !
  96. Time Seconds Minutes Hours Days Weeks Statements & methods Classes

    & Interface Design Architecture Features Priorities Solution Feedback loops
  97. Time Seconds Minutes Hours Days Weeks Statements & methods Classes

    & Interface Design Architecture Features Priorities Solution IDE Feedback loops
  98. Time Seconds Minutes Hours Days Weeks Statements & methods Classes

    & Interface Design Architecture Features Priorities Solution IDE Type system Feedback loops
  99. Time Seconds Minutes Hours Days Weeks Statements & methods Classes

    & Interface Design Architecture Features Priorities Solution IDE Pair programming Type system Feedback loops
  100. Time Seconds Minutes Hours Days Weeks Statements & methods Classes

    & Interface Design Architecture Features Priorities Solution IDE Pair programming Unit tests Type system Feedback loops
  101. Time Seconds Minutes Hours Days Weeks Statements & methods Classes

    & Interface Design Architecture Features Priorities Solution IDE Pair programming Unit tests System metaphor Type system Feedback loops
  102. Time Seconds Minutes Hours Days Weeks Statements & methods Classes

    & Interface Design Architecture Features Priorities Solution IDE Pair programming Unit tests System metaphor Continuous Integration Type system Feedback loops
  103. 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 Type system Feedback loops
  104. 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 Type system Feedback loops
  105. 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 Feedback loops
  106. 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 Feedback loops
  107. 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
  108. Predictability comes from technical excellence

  109. Predictability comes from technical excellence « The quality of today

    is the productivity of tomorrow » — JB. Dusseaut
  110. A = What is the cost to create X ?

    & B = How much did it cost to produce X ?
  111. 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 ?
  112. 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 Prioritization
  113. Product Management Software engineering Management Agile Command & Control Project

    Product
  114. « We're All In This Together » — Virgin America

  115. Stop the project manager posture

  116. Stop the project manager posture There is not such thing

    as an Agile Project Manager
  117. — @johncutlefish

  118. what goes into production is what the developers have understood

  119. Stop producing specifications without your dev team what goes into

    production is what the developers have understood
  120. If you are not involved in the production process, please

    don’t get involved…
  121. If you are not involved in the production process, please

    don’t get involved… TDD, Pair Programming, …
  122. Product Manager Dev Team

  123. Give Trust, not Toys

  124. Give Trust, not Toys Andon

  125. Give Trust, not Toys Andon Developers should have the right

    to stop the production pipeline
  126. Hoshin Kanri « How to scale Agile »

  127. Thanks! @lilobase lgo.group NewCrafts Bordeaux 3 & 4 octobre 2019

    bordeaux.ncrafts.io