Fondamentaux de l agilité
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1 Pratiques en entreprises et tendances agiles dans la gestion de projets informatiques 1
2 Institute Business Information Systems Context and objectives of the talk My profile The fil rouge 2
3 Institute Business Information Systems My agile profile IT project management with UBS from 1998 to 2000 Started applying agility in 2000 About 10 agile projects - extreme Programming and SCRUM - SCRUM master certified in
4 Institute Business Information Systems Objectives of this talk Where is agile in the Project Life Cycle and in the Software Development Life Cycle? Visit some fundamentals of agile methodologies Practical feedback Link and complementarity with HERMES 4
5 Project Life-Cycle (PLC) = classical project phases, applicable to all projects Software Development Life-Cycle (SDLC) = realization phase of an IT project 5
6 Strategy Tactic Execution Closing Evaluation Agility Project Life-Cycle (PLC) = classical project phases, applicable to all projects Software Development Life-Cycle (SDLC) = realization phase of an IT project 6
7 Forum HERMES What agile is fighting here? n a Je e b e n n e H Tunnel effect Contract game - magical toolbox Cone of uncertainty vs cost of plan Cost of change Parkinson law t r 7
8 Contract game and magical toolbox 8
9 Cone of uncertainty - vs cost of a priori plan Agile Estimating and Planning, Mike Cohn 9
10 Cost of change (Boehm s curve) Traditional development: if change occurs late then it costs a lot 10
11 Parkinson law Effort expand to fill the allocated time - leading to over-engineering, useless functionalities 11
12 Agile values and principles The manifesto and behind 12 principles 12
13 AGILE is about values and principles not practices but many practices support these 13
14 do agile be agile 14
15 15
16 Agile principles 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in the development. Agile processes harness change for the customer s competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to a shorter time scale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support their need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 16
17 Agile principles 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity the art of maximizing the amount of work not done is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 17
18 Fundamental agile practices Iteration PSPI Team Self-organization - Emergence User stories 18
19 An agile team works in short iterations Iterations weeks - Time-boxed - Iteration = small set of done user functionality A set of iterations defines a release - 2 to 6 months - Release = set of related user functionality 19
20 20
21 Iteration life-cycle build value developer customer LEARN define value developer chose value customer estimate time 21
22 An agile team focuses on business priorities Functionalities are prioritized by product owner Team develops user-valued features rather than on completing isolated tasks User Story Forum HERMES - Brief description of functionality as viewed by a user or customer of the system - As a <type of user>, I want <capability> so that <business value> 22
23 User Story = Gun Bullet Documentation... I18N Vue Controller Model Analysis / Specs... Forum HERMES PSPI DONE 23
24 The result of an iteration is a PSPI Potentially Shippable Product Increment A PSPI is expressed as a set of user stories 24
25 An agile team work as one No more throw it over the wall we are-all-in-this-together mindset Roles - Client / product owner - common vision - priorities maximizing ROI - represent the interests of the users - Developer team - self-organizing and cross-functional - limited to 7 ± 2 - Agile coach / scrum master - ensure that the agile principles are respected - coach the team - protect the team 25
26 Agile methodologies History Overview 26
27 A bit of history 1960s: Evo and first elements of iterations etc. - Evo evolutionary project management 1986: SCRUM 1996: extreme Programming Mid 1990s: tendencies to more lightweight development as result of many failures 2001: Agile alliance : Strong adoption of agility and SCRUM 27
28 Agile methodologies 28
29 Link and complementarities with HERMES HERMES for PLC SCRUM for SDLC 29
30 HERMES for PLC SCRUM for SDLC Forum HERMES 30
31 Complementarities of SCRUM with HERMES HERMES - Is more general - It includes the full Project Life-Cycle Forum HERMES - For ex: project initialization, preliminary analysis, change management SCRUM - Is more focused on the Software Development Life-Cycle - It does not cover many parts of the Project Life-Cycle - Is good for IT projects where - customer interactions are important - fuzzy specifications or frequent change of specification 31
32 Some Conclusions 32
33 Conclusions Agile approaches have emerged to fight against - Contract game / magical toolbox / tunnel effect - Cone of uncertainty vs cost of plan - Cost of change Agile is based on values and principles - Agile practices only support these values Some agile practices : Iteration, PSPI, Self-Organized Team, User Stories Most prominent agile methodologies: extreme Programming, SCRUM 33
34 Conclusions According to me, HERMES and agile methodologies are complementary 34
35 References Certified Scrum Master training from Valtech by Craig Larmann Agile Management with SCRUM, Ken Schwaber, Microsoft Press Agile Estimating and Planning, Mike Cohn, Prentice Hall 2009 Étude HERMES et agilite v1.0, Département fédéral des finances, Unité de stratégie informatique de la Confédération USIC 35
36 36
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