« La méthode agile »
La B
aule S
emin
ar
Sep
temb
er 2006, 22th
Clau
de A
ub
ry
claud
e@au
bry
con
seil.com
Agile
processes
Agility?
Jim High
smith
Agility is th
e ab
ility to both
create
and respond
to change
in order to profit in a
turbulent b
usiness
It is not th
e stronge
st of the
species th
at survive, nor th
e most
intellige
nt, but th
e one
s most
responsive
to change
Charle
s Darw
in
Agile is iterative
Low
ceremony
Cycles
Sequential
Very
Iterative
High
ceremony
Chaos
Wate
rfall
Agile
Agile M
anifesto
In
div
idu
als
an
d in
tera
ctio
ns o
ver p
rocesses an
d to
ols
Wo
rkin
g so
ftware o
ver co
mp
rehen
sive d
ocu
men
tation
Cu
stom
er collab
oratio
n o
ver co
ntract n
ego
tiation
Resp
on
din
g to
chan
ge o
ver fo
llow
ing
a plan
We are
uncovering bette
r ways of d
eveloping softw
are by d
oing it
and helping oth
ers d
o it. Through
this w
ork we have com
e to value
:
That is, w
hile there is value
in the item
s on the
right, w
e value
the ite
ms on th
e left m
ore.
Em
pirical vs defined process
Process D
ynamics, M
odeling, and
Control,
Ogunnaike
and Ray,
Oxford
Unive
rsity Press, 19
92
It is typical to ad
opt the define
d (pre
dictive
)
modeling approach
when th
e und
erlying
mechanism
s by w
hich
a process ope
rates are
reasonab
ly well und
erstood
. When th
e process is
too complicate
d for th
e define
d approach
, the
empirical approach
is the appropriate
choice
Problem
with predictive processes
Alw
ays7%
Often
13%
Sometim
es16%
Rarely19%
Never45%
Rarely or never used: 64%
Often or alw
ays used: 20%
Standish Group Study R
eported at XP
2002 by Jim Johnson, C
hairman
Feature
s and functions use
d in a
typical system
Difference in approach
Requirem
ents
Schedule
Cost
Predictive
Plan
Driven
Estim
ation on tasks
Schedule
Cost
Featu
res
Agile (em
pirical)
Value /V
isionD
riven
Estim
ation on features
Scrum
Backlog{
Each iteration im
plement the highest-
priority requirements
Each new
requirement is
prioritized and added to the stack
Requirem
ents may be
reprioritized at any time
Requirem
ents may be
removed at any tim
e
Requirem
ents
High
Priority
LowP
riority
A “to
-do
list” for
the en
tire pro
ject
Often
written
as
user sto
ries
Prio
ritized b
y th
e
pro
du
ct ow
ner
Estim
ated in
story
po
ints to
track
pro
gress
Scott A
mbler, 2004
Roles
●Self-organizing
●Stab
le and full tim
e on proje
ct
●Proxy of use
rs and custom
ers
●Make
prioritization decisions
●Remove
s impediments
●Process facilitator, not a project
manage
r
An iteration
Backlog
Product
Ow
ner
Backlog M
aintenance
Cycles
Release
Iteration
(sprint)
Product
Making and M
eeting comm
itments at each level provid
es more
Making and M
eeting comm
itments at each level provid
es more
confidenceconfidence
Agile processes
Semi-agile
OpenUP
OpenUP
OpenUP
OpenUP
Process m
ap
Low cerem
ony
Cycles
Sequential
Very
Iterative
High
ceremony
Extre
me
Programming
RUP
Ope
nUP
Scrum
Agile B
ack office
Scru
m-lik
e
7 iteration
s since feb
ruary
Iteration
s of 3 w
eeks
Scru
m m
eeting
s
Iteration Burndow
n Chart
Module B
ack Office et C
ash Managem
ent 7ème itératio
n le 20/06/06
0,0
0d
5,0
0d
10
,00
d
15
,00
d
20
,00
d
25
,00
d
30
,00
d
35
,00
d
40
,00
d
45
,00
d
50
,00
d
31/05/2006
01/06/2006
02/06/2006
03/06/2006
04/06/2006
05/06/2006
06/06/2006
07/06/2006
08/06/2006
09/06/2006
10/06/2006
11/06/2006
12/06/2006
13/06/2006
14/06/2006
15/06/2006
16/06/2006
17/06/2006
18/06/2006
19/06/2006
20/06/2006
21/06/2006
22/06/2006
23/06/2006
24/06/2006
25/06/2006
26/06/2006
27/06/2006
Da
ys
Work
To
tal C
umula
tive A
ctual W
ork
To
tal C
umula
tive W
ork
To
tal R
em
aining W
ork
Liné
aire
(To
tal R
em
aining W
ork)
Release B
urndown chart
000 0
20202020
40404040
60606060
80808080
100
100
100
100
120
120
120
120
140
140
140
140
IT1
IT1
IT1
IT1IT2
IT2
IT2
IT2IT3
IT3
IT3
IT3IT4
IT4
IT4
IT4IT5
IT5
IT5
IT5IT6
IT6
IT6
IT6IT7
IT7
IT7
IT7
Fait
Fait
Fait
Fait
Reste à faire
Reste à faire
Reste à faire
Reste à faire
Agile T
otal process
Custom
er involvement
Mike
Cohn
Since
users d
on’t know how
to solve their prob
lems, w
e
need to stop asking …
and
to involve them inste
ad
Require
ments is a prob
lem of com
munication
between th
ose who h
ave a prob
lem and
those
who can provid
e the solution to th
at problem
User stories
User
stories
Planning
Acceptance
Tests
Product O
wner
Acceptance test
Each
story
inclu
de
acceptan
ce criteria
Fu
nctio
na
lity th
at the
system
will p
erform
(bu
siness ru
les)
Interface lo
ok
and
feel
Necessary
do
cum
entatio
n
(eg. S
OX
com
plian
ce
do
cum
entatio
n)
As a A
ccount H
older,I w
ant to be able to w
ithdraw
funds from m
y checking account
User story
The checking
account balance will
be updated with the
amount entered by
the user
Acceptance test
Benefits of A
gility
Increa
sed cu
stom
er inv
olv
emen
t and
satisfaction
Red
uced
pro
du
ct time-to
-ma
rket &
custo
mer resp
on
se time
Mo
re inn
ov
ative p
rod
ucts
Mo
re adap
tive o
rgan
ization
with
self-org
anizin
g, em
po
wered
teams
Increa
sed team
collab
oratio
n, efficien
cy, fo
cus, an
d m
orale,
mo
tivatio
n an
d feed
back
Increa
sed b
usin
ess valu
e – increased
pro
fits
Agile developm
ent delivers
Nothing for free
Co
rpo
rate bu
y-in
and
align
ed v
alues &
ob
jectives
Reso
urces &
Ro
les
new
or ch
an
ges d
epen
din
g o
n cu
rrent o
rgan
ization
Ed
ucatio
n &
Train
ing
Tran
sition
& R
amp
up
time
Evolution
More info
ww
w.ag
ilealliance.o
rg
ww
w.scru
mallian
ce.org
In F
rench
: http
://scrum
.aub
ryco
nseil.co
m
