"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 !

Transcript

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 »
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