itsmf itil® et agilité: accélération des processus de transition
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Président de filière
Orateur
Sponsor
Administrateur itSMF
ITIL® et agilité: Accélération des processus de transition
APMG-International
Alain Goiran
James Lee, expertplace advisory GmbH
Laurent Sarrazin
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Why Agile?
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What is Agile Project Management?
Agile Project Management (DSDM Atern)DSDM – oldest Agile Approach (1995)
Owned and developed by the DSDM Consortium
Non-profit Organisation
www.dsdm.org
Established and tested integration of DSDM®Atern® and PRINCE2®
Member of the Agile Alliance (www.agilealliance.org)
DSDM and Atern are Registered Trade Marks of Dynamic Systems Development Method Limited in the United Kingdom and other countries. PRINCE2® is a Registered Trade Mark of the Cabinet Office in the United Kingdom and other countries
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What the Agile methods covers
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The DSDM framework
• Focus on the business need• Deliver on time• Collaboration• Never Compromise Quality• Build incrementally from firm
foundations• Develop iteratively• Communicate continuously & clearly• Demonstrate control
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The Challenge – ITIL® Transition
Our Customer:IT Service Provider & Data Centre serving media (publishing) companies
The Problem:• ITIL® seen as bureaucratic,
especially Change process• IT Service Provider nevertheless
struggled with infrastructure instability
• Customer dissatisfaction: “We want the IT to get it right the first time. We want guaranteed low-costs.”
The Problem:• ITIL® seen as bureaucratic,
especially Change process• IT Service Provider nevertheless
struggled with infrastructure instability
• Customer dissatisfaction: “We want the IT to get it right the first time. We want guaranteed low-costs.”
The Challenge:• Making the Transition processes
“agile” and “lean” enough to be accepted both by the IT and the customer, while…
• Nevertheless increasing stability, and
• Re-connecting the customer with the requirements process
The Challenge:• Making the Transition processes
“agile” and “lean” enough to be accepted both by the IT and the customer, while…
• Nevertheless increasing stability, and
• Re-connecting the customer with the requirements process
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Change Management – Prioritizing by the Customer/User
Change management must keep pace with customers’ needs
All Changes must contribute value, either directly to customers or in supporting infrastructure
Who owns a Change?Customer: “it’s the IT’s problem!”
IT: “The customer isn’t clear about his requirements.”
Our Approach:Agile insists on customer involvement at business level
Customer bound to decision process in all “direct-value” Changes.
MoSCoW Priorisation
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Change: MoSCoW Priorization of Requirements
Must have
= 60% of cost/effort
Should have
= 20% of cost/effort
Could have
= 20% of cost/effort
Won’t have (this time)
Minimal Usable Subset
BusinessCase
Contingency (Eventual fall)
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Release Management – Agile Product Development
“Customer disconnect” occurs when the customer sees no results
Our Approach: Make results tangibleIncremental releases (no more quarterly releases)
Create a “fail fast” environment
Nevertheless: no release without testing
Agile Techniques used:Iterative Planning
Time-Boxing
Collaborative approach
Responsibility given to development teams
“The customer never knows what he wants, until you give
him what he asked for.” -- G. Weinberg
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Iterative Requirements
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Timeboxing
Time (like Money and Quality) seen as non-negotiable.
Analogous to “Sprints” in Scrum.
Important part of iterative Planning and Development
Each Time box delivers a „fit-for-purpose“ Result.
On-Time delivery in smaller units increments leads to timely delivery for larger increments and the whole project
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Service Validation & Testing
Guaranteeing customer value at service level
Re-Connecting customers with what they are purchasing.
Our ApproachIntegrate User acceptance testing with Earned Value techniques
Agile Techniques used:Business justified change (covered by Agile, but not unique to Agile)
Binding specific customer representatives (“service owners”) in the Change/Project teams, in particular “Business Visionary” and “Business Ambassador”
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Results
“Time to market” for business Changes reduced by 50%
Operations Changes take slightly longer (approx. 10%) due to more testing
Reduction in “rework”
Fewer Incidents due to Changes
IT teams taking more responsibility
Customer satisfaction from school grade C- to B+
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APMG’s Agile PM CertificationSeminar Content
Basic knowledge for successful agile projects
How to manage agile projects
Clarifying different Management styles
Foundation
Proof of knowledge about Agile Project Management
60 questions, Multiple Choice (60 Minutes), 50% to pass
Practitioner
Proof of ability to use the Agile PM method in projects
4 complex questions, Multiple Choice (2 hours), 50% to pass
Further information www.apmg-international.com, www.apmg-france.com
Groupe Linkedin : APMG-Meilleures pratiques projet et IT
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Appendix
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Comparison of well-known methods
Method Art Focus
PRINCE2® PM method Establishing a controlled environment
PMBoKPM standards,
Body of KnowledgeKnowledge areas of the Project
Manager
IPMA (GPM)Competency model for project
managerstechnical, behavioral
and contextual elements
Agile (DSDM Atern) PM methodComplete PM method
according to agile principles
SCRUM Product development frameworkProduct development in projects and
operations
Xtreme Programming
Product development framework Software development
Agile Unified Process
Variant of Rational Unified Process Software development
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Why Agile?
1970s 1980s 1990s
• Heroes• Individual• Experience
• Methods• One size fits all• Best Practices
• Branching of methodsfor specific purposes
• Plan & Control vs.nonlinear thinking
Software & TechnologySoftware & Technology
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Agile’s approach to Project variables
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Agile Roles and Responsibilities
Blue: Project Management
Orange: Business Personnel
Green: Development team
Key for ITIL®
Business roles active in CAB
Business Visionary & Ambassador assure user involvement in testing
Mixed teams break down barriers between IT and customer
BusinessSponsor
BusinessVisionary
ProjectManager
Technical Coordinator
TeamManager
BusinessAmbassador
BusinessAdvisor
SolutionDeveloper
Solution Tester
BusinessAnalyst
AternCoach
WorkshopModerator
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