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DEVOPS, agilité, tests, déploiement, sécurité
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Our Company Impediments Wall – Agile Insights –

Our company works with Scrum. We have about 15 Scrum Teams. Every Scrum Team runs into impediments. Often the impediments can be resolved within the Development Team. When this is not possible the…
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Scrum Myths: Scrum is "Meeting Heavy"

Scrum Myths: Scrum is "Meeting Heavy" | DEVOPS | Scoop.it
When Scrum is introduced in a company, most of the time, the development team embraces it with lots of enthusiasm. Scrum embodies self-organizing, autonomous, multidisciplinary teams that acknowledges individual qualities and reinforces the strengths of the team as a whole. Who doesn't want to be part of a Scrum team?
Quite often however, after the Scrum honeymoon period, I start to hear comments like:
Mickael Ruau's insight:

The Scrum Guide states the prescribed Scrum events (they are explicitly not called meetings) are used to create regularity and to minimize the need for meetings not defined in Scrum. All events are time-boxed, such that every event has a maximum duration. The prescribed time-boxes based on a sprint of 1 month are:

 

  • Daily Scrum: 15 minutes
  • Sprint Planning: max 8 hours
  • Sprint Review: max 4 hours
  • Sprint Retrospective: max 3 hours
  • Product Backlog refinement: on average 10% of the capacity of the Development Team

Considering these time-boxes, Scrum doesn't seem a framework that should result in a meeting culture. So what is it, this feeling often does arise?

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The 25 Characteristics of a Great Development Team

The 25 Characteristics of a Great Development Team | DEVOPS | Scoop.it
Recently I wrote an article about the characteristics of a great Product Owner. It gave me the idea to do the same for the Development Team and Scrum Master. This blog post focuses on the Development Team; I'll describe the characteristics, skills and conditions.

Great Development Teams...

 
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Kanban Guide for Scrum Teams

Kanban Guide for Scrum Teams | DEVOPS | Scoop.it
The Kanban Guide for Scrum Teams is the result of a collaboration between members of the Scrum.org community and leaders of the Kanban community. Together, they stand behind The Kanban Guide for Scrum Teams. It is their shared belief that professional software practitioners can benefit from the application of Kanban together with Scrum. (April 2018 version)
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Beyond Budgeting - The Adaptive And Agile Management Model

Beyond Budgeting - The Adaptive And Agile Management Model | DEVOPS | Scoop.it
This guest blog by Bjarte Bogsnes talks about Beyond Budgeting, the adaptive and agile management model, and warns organizations to not fall into the Rolling Forecast trap.
Mickael Ruau's insight:

The Rolling Forecasting Trap

Some consultants have therefore tried to “carve out” elements of Beyond Budgeting as a starting point for their clients. The classic example is “Rolling Forecasting”, where forecasts are updated typically every quarter and typically with a five-quarter rolling horizon.

Actually, Beyond Budgeting does not specifically speak about Rolling Forecasting. Principle 7 and 9 recommend a dynamic, lean and unbiased forecasting process. Rolling Forecasting is one way, but not the only way.

I might, by the way, be wrong, but I believe Borealis was one of the first companies implementing such a forecasting process when we kicked out the budget back in 1995, before there was anything called Beyond Budgeting. At least, we had not heard of anyone else doing this. Fortunately, we avoided the trap described below.

Conflicting purposes

Rolling Forecasting is a tempting place to start. Not scary, not challenging any executive beliefs, and something Finance is naturally in charge of. Unfortunately, it too often becomes a dead end, or at least a detour many find it hard to return from.

 

Rolling Forecasting is a tempting place to start. Not scary, not challenging any executive beliefs, and something Finance is naturally in charge of. Unfortunately, it too often becomes a dead end.Click To Tweet

The simple reason is that the budget has three different purposes:

1. Target setting – what we want to happen

The budget works as a target for production, sales, profit etc., often coupled with bonuses.

2. Forecasting – what we think will happen

The budget should provide insights into, for instance, next year’s expected cash flows and financial capacity.

3. Resource allocation – what it takes to make it happen

The budget hands out bags of money to the organisation, both opex and on capex.

This financial kinder-egg might seem very effective. Three purposes fulfilled in one process and in one set of numbers. But herein lies also the problem; the three do not go well together. How can an ambitious sales target also represent expected revenues? How unbiased is a cost forecast that is also a line manager’s only shot at getting access to resources for next year?

The problem with implementing Rolling Forecasting on its own is that it leaves an important question open; how will the two other budget purposes be solved? When I as ask this question to companies who are about to start in this “easy” way, I typically get one of these answers:

  • The Rolling Forecast will be used for target setting and resource allocation.
  • We will still make annual budgets only for these two purposes.

The first answer means that the company is implementing nothing but a rolling budget process. Four budgets a year. Much more work, and a lot of pissed off people.

The second answer implies less work, but also means that beyond the “forecasting against the December wall” problem, none of the many other budget problems are solved.

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Liberating Structures - 12. 25/10 Crowd Sourcing

liberating structures, social invention.net, microstructures, disruptive innovation, behavior change, collaboration, social invention, diffusion of innovation, strategy, transformation, heuristics, complexity science, emergence
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Properties (The Java™ Tutorials > Essential Classes > The Platform Environment)

Properties are configuration values managed as key/value pairs. In each pair, the key and value are both String values. The key identifies, and is used to retrieve, the value, much as a variable name is used to retrieve the variable's value. For example, an application capable of downloading files might use a property named "download.lastDirectory" to keep track of the directory used for the last download.

To manage properties, create instances of java.util.Properties. This class provides methods for the following:

  • loading key/value pairs into a Properties object from a stream,
  • retrieving a value from its key,
  • listing the keys and their values,
  • enumerating over the keys, and
  • saving the properties to a stream.
Mickael Ruau's insight:

Properties in the Application Life Cycle

The following figure illustrates how a typical application might manage its configuration data with a Properties object over the course of its execution.

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À chaque sprint sa rétrospective : les classiques | Blog Xebia - Expertise Technologique & Méthodes Agiles

À chaque sprint sa rétrospective : les classiques | Blog Xebia - Expertise Technologique & Méthodes Agiles | DEVOPS | Scoop.it
Lorsque l'heure de la rétrospective approche, le Scrum Master se questionne inexorablement sur le format qu'il va devoir choisir.
Mickael Ruau's insight:
  • Starfish – Reprend les mêmes principes en ajoutant des nuances sur le « Continue » à travers les colonnes « More of » (plus de) et « Less of » (moins de).
  • DAKI – Les mêmes questions posées différemment avec en plus une nouvelle colonne dédiée à l’amélioration.
  • KALM – Autre variante mélangeant Starfish et DAKI.
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Defining MVP, MMF, MMP, and MMR

Defining MVP, MMF, MMP, and MMR | DEVOPS | Scoop.it
The term minimal viable product (MVP) has achieved buzzword status in recent times and I’m now hearing people throwing around the term MVP almost on a daily basis.  Sometimes they’re us…
Mickael Ruau's insight:
  • Minimal Viable Product (MVP). An MVP is a version of a new product that is created with the least effort possible to be used for validated learning about customers.  MVPs are used to run experiments to explore a hypothesis about what your customers really want.  They are much closer to prototypes than they are to the “real” running version of your end product.  A development team typically deploys an MVP to a subset of your (potential) customers to test a new idea, to collect data about it, and thereby learn from it.  MVPs are created to help you to find the features that customers are actually interested in.
  • Minimal Marketable Feature (MMF). An MMF is the smallest piece of functionality that can be delivered that has value to both the organization delivering it and the people using it.  An MMF is a part of an MMR or MMP.
  • Minimal Marketable Release (MMR).  Successful products are deployed incrementally into the marketplace over time, each “major” deployment being referred to as a release.  An MMR is the release of a product that has the smallest possible feature set that addresses the current needs of your customers.  MMRs are used to reduce the time-to-market  between releases by reducing the coherent feature set of each release to the smallest increment that offers new value to customers/end users.
  • Minimal Marketable Product (MMP). An MMP is the first deployment of a Minimal Marketable Release (MMR).  Having said that, the terms MMP and MMR are often used interchangeably.  An MMP is aimed at your initial users, typically innovators and early adopters. The key is develop and MMP for the few, not the many, and thereby focus on the key features that will delight this core group of people.  An MMP is a tool to reduce the initial time to market because it can be developed faster than a feature-rich product.
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Beyond Budgeting vers une approche Agile de la Gouvernance? –

Beyond Budgeting vers une approche Agile de la Gouvernance? – | DEVOPS | Scoop.it
Il y a 4 ans j'avais lancé une demande sur les forums agiles concernant une démarche dans la finance. Une personne m'a très gentillement répondu Mr. Craig Larman. Celui-ci m'a délicatement mis en relation avec une personne en Norvège avec qui il avait travaillé sur le sujet: Mr Bjarte Bogsnes (Statoil). L'objet de cette recherche…
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Characteristics of a Great Scrum Master – Barry Overeem – The Liberators

Characteristics of a Great Scrum Master – Barry Overeem – The Liberators | DEVOPS | Scoop.it

This week I wrote two articles about the characteristics of a great Product Owner and a great Development Team. This is the third article and it’s about the Scrum Master. Similar to the previous two articles, I’ll describe the characteristics, skills and conditions. I haven’t ordered them on priority; it only follows the inconceivable logic of my mind…

Mickael Ruau's insight:
  • Is RE-TRAINED. A great Scrum Master recognizes himself in the acronym made up by Geoff Watts, RE-TRAINED:
    • Resourceful, is creative in removing impediments
    • Enabling, is passionate about helping others
    • Tactful, is diplomacy personified
    • Respected, has a reputation for integrity
    • Alternative, is prepared to promote a counter-culture
    • Inspiring, generates enthusiasm and energy in others
    • Nurturing, enjoys helping teams and individuals develop and grow
    • Empathic, is sensitive to those around them
    • Disruptive, breaks the status quo, help create a new way of working
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A Day in the Life of a Scrum Master

A Day in the Life of a Scrum Master | DEVOPS | Scoop.it
In this blog post I'll share my view on the question "What is a Scrum Master actually doing during the day?" I will use different sources and perspectives to answer this question and clarify the title and describe a day in the life of a Scrum Master.
Mickael Ruau's insight:

Being a Scrum Master myself, I've tried to capture my role in a few sentences. It's part of the "about me" page on my personal website. According to the Scrum Guide, I also emphasize offering services to the Development Team, Product Owner and organization (from the perspective of the Scrum Team).

As a Scrum Master...

My main focus is creating successful teams with strong skills in self-organization and cross-functionality and a drive for continuous improvement. I support Product Owners in visualising progress, creating a transparent Product Backlog and maximizing the value of the product. I help organisations in making Scrum successful by supporting management in changing processes, procedures, culture and behaviour. Due a strong focus on the principles of Agile and the values of Scrum, I try to ensure the spirit of Scrum is truly understood.

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A powerful technique to improve your Scrum events

A powerful technique to improve your Scrum events | DEVOPS | Scoop.it

Liberating Structures are 33 microstructures that allow you to unleash and involve everyone in a group – from extroverted to introverted and from leaders to followers. In this series of posts, we show how Liberating Structures can be used to spice up your Scrum events. Move away from the stickies and the whiteboards for a moment, and explore these novel facilitation techniques.

Mickael Ruau's insight:

1-2-4-All is one of the most applied facilitation techniques from the Liberating Structure collection. Within 12 minutes you can engage everyone simultaneously in generating questions, ideas, and suggestions. Regardless of how large the group is you’ll engage every individual in searching for answers. We’ve used this technique for our trainings with 12 participants, but also during seminars with 100+ people. It unfolds open conversations and sifts ideas and solutions in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified.

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Myth 11: In Scrum, we spend too much time in meetings

Myth 11: In Scrum, we spend too much time in meetings | DEVOPS | Scoop.it
In this article we’ll bust the myth that in Scrum too much time is spend in meetings. We’ll not only describe how time-consuming the Scrum events factually are, but also clarify the purpose and importance. After explaining the origins of this myth, we’ll offer some practical tips to prevent or resolve the symptoms.
Mickael Ruau's insight:

Factually, how time-consuming are the Scrum events?

The prescribed time-boxes are based on a sprint of 1 month. For shorter Sprints, the event is generally shorter. The time-boxes are:

  • Daily Scrum: 15 minutes;
  • Sprint Planning: at most 8 hours;
  • Sprint Review: at most 4 hours;
  • Sprint Retrospective: at most 3 hours;

The activity of refining the Product Backlog requires on average 10% of the capacity of the Development Team. Considering these time-boxes, Scrum doesn’t seem a framework that should result in a meeting culture.

For a full-time developer in a 4-week Sprint, the Scrum events take at most 22,5% of the time:

  • Full-time: 160 hours per Sprint
  • Scrum events: 20 hours
  • Backlog refinement: at most 16 hours

If we visualize the Scrum events for a 2-week Sprint it doesn’t look too bad right?

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8 Best Practices to Start a Scrum Project

8 Best Practices to Start a Scrum Project | DEVOPS | Scoop.it
Currently I'm writing a series of blog posts about the retrospective I facilitated during Scrum Day Europe. I'll describe the strength of Scrum, experienced frustrations, small improvements and also what should be the focus the upcoming years. For the latter the participants suggested Scrum should focus on creating value-driven organizations. While doing some research on this idea I stumbled upon an old blog post I wrote two years ago: '6 Best Practices to Kick Start Your Scrum Team'.
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SOAT Blog » La rétro qui envisage le pire

SOAT Blog » La rétro qui envisage le pire | DEVOPS | Scoop.it

Cette rétro me semble adaptée en cas de sprints à venir compliqués sur lesquels l’équipe a une certaine appréhension. Son déroulement est assez simple :

  • Définir le positif.
  • Définir les objectifs/craintes du prochain sprint (=> prise de température pour voir l’état d’esprit de l’équipe).
  • Sélectionner les objectifs/craintes sur lesquels on veut se pencher
  • Imaginer les pires scénarios possibles (en évitant les scénarios hors sujet de type « bombe nucléaire » et reformulations du sujet en son contraire).
  • Sélectionner les pires scénarios sur lesquels on veut/peut agir.
  • Définir un plan d’action !
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R comme #Renard •

R comme #Renard • | DEVOPS | Scoop.it
Article co-écrit par Virginie Désert-Beurton (Valeurs & Co.) et Mickaël Ruau (Shaker Technologies) Le Renard #AngersFrenchTech, mascotte de la  Cité angevine de l’Objet Connecté, aura fait jaser. L’image traditionnellement renvoyée du renard est celle d’un animal rusé à la conduite souvent sournoise. Ce serait oublier Saint-Exupéry et la bienveillance du compagnon de coeur du Petit …
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Trouble in Scrum City – LeadingAgile Field Notes –

When attempting to address contemporary needs in a flexible, dynamic, and effective way, it’ll take more than the same old Scrum.
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Externalisez la configuration de vos webapps Spring et sauvez un chaton! | Blog Xebia - Expertise Technologique & Méthodes Agiles

Externalisez la configuration de vos webapps Spring et sauvez un chaton! | Blog Xebia - Expertise Technologique & Méthodes Agiles | DEVOPS | Scoop.it
Bien externaliser la configuration de votre application est la clé qui ouvre les portes de l'automatisation des déploiements, du déploiement continu
Mickael Ruau's insight:

Il existe plusieurs stratégies de configuration des applications en fonction de leur environnement de déploiement. Elles peuvent toutes être décrites par l’une des approches suivantes :

  • Configuration manuelle,
  • Duplication du livrable,
  • Duplication de la configuration dans le livrable,
  • Externalisation totale.
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4 Ways to Coach with the Scrum Values

4 Ways to Coach with the Scrum Values | DEVOPS | Scoop.it
Scrum is a framework that thrives on self-organizing teams.  It gives you boundaries (e.g. time-box of a Sprint), clear accountabilities (e.g. Product Owner optimizes value), and goals (e.g. “Done” Increment).  But it doesn’t tell you exactly how to do the work.  Every Scrum Team needs to figure out the strategy and tactics that work for their context in this moment.

But the Scrum Guide does give us the secret to maximizing the benefits of Scrum — the Scrum values.

We can use the Scrum values as a compass.
Mickael Ruau's insight:

Here are some reflective questions to coach with the Scrum values:

  • How did we honor [Scrum value] this Sprint?
  • Which Scrum values helped us achieve [outcome]?
  • Which values do we want to honor more?
  • What will be possible when we honor this value?
  • In what situations does it feel most difficult to honor [Scrum value]?
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MMF ou incrément ? | OCTO Talks !

MMF ou incrément ? | OCTO Talks ! | DEVOPS | Scoop.it

La communauté « Kanban » se fait entendre de plus en plus fort dans la sphère agile. Le ton monte parfois entre ses principaux représentants (David J. Anderson, Corey Ladas) et le reste de la communauté agile. Pour preuve certains débats sur le groupe de discussion yahoo kanbandev, ou les critiques de David J. Anderson sur Scrum.

Cette communauté introduit son jargon avec des termes comme Kanban ou Minimum Marketable Feature (MMF).
Attardons-nous sur les MMF. Qu’est-ce qu’une MMF ? En quoi une MMF se différencie d’un bon vieil incrément agile ? En quoi l’outil MMF peut considérablement améliorer la valeur délivrée ?

Mickael Ruau's insight:

Le livre « Sofware by Numbers » à l’origine du terme  » Minimum Marketable Feature  » en donne la définition suivante :

 » MMF are units of software value creation. They represent components of intrinsic marketable value. […] Typically an MMF creates market value in one or more of the following ways :
– Competitive differentiation
– Revenue generation
– Cost saving
– Brand projection
– Enhanced user loyalty  »

Corey Ladas, figure du Lean Software Development fait aussi le parallèle avec l’outillage agile classique :

 » A Minimum Marketable Feature is the smallest unit of work that has recognizable value to the customer. […]. The Minimum Marketable Feature is the most valuable product of Rolling Wave Planning. A Minimum Marketable Feature can be decomposed into User Stories, Use Cases, BDD Scenarios, etc. for detailed work scheduling. […]. A Sprint Goal is a substitute for having a real business-valued goal. A Minimum Marketable Feature is the real thing.  »

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AMNIS Consulting - Nos publications

AMNIS Consulting - Nos publications | DEVOPS | Scoop.it
L’agilité : de l’ambition à la concrétisation
 

90% des entreprises interviewées considèrent l’agilité comme un état d’esprit mais seulement 15% des décideurs rencontrés souhaitent faire de l’agilité un levier de management. Cela vous étonne ?

Mickael Ruau's insight:
En s'appuyant sur notre expérience au sein de projets agiles, l'apport d'expertise d'Agile par nature, partenaire de l'étude, et notre démarche spécifique :
  • 15 entretiens avec des décideurs issus du "top management",
  • 2 ateliers collaboratifs avec des opérationnels et managers intermédiaires,

Nous proposons dans une toute nouvelle étude notre regard sur l'Agilité en entreprise.

 

Accéder à l'étude

 

Notre étude a été relayée dans un article de la Tribune de l'Assurance de novembre 2018.

 

Ouvrir l'article :

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Liberating Structures - 5. Appreciative Interviews (AI)

Liberating Structures - 5. Appreciative Interviews (AI) | DEVOPS | Scoop.it
liberating structures, social invention.net, microstructures, disruptive innovation, behavior change, collaboration, social invention, diffusion of innovation, strategy, transformation, heuristics, complexity science, emergence
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The Growth Handbook | brought to you by Intercom

The Growth Handbook | brought to you by Intercom | DEVOPS | Scoop.it
The Growth Handbook - tried and tested growth frameworks from industry leaders who have grown businesses from $0 to many billions in revenue, including Intercom, Uber, Slack, Duolingo, Atlassian, Pinterest and more.
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