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Post-Agile : Software Development As A Service

Post-Agile : Software Development As A Service | DEVOPS | Scoop.it

I wrote most of this article long ago but decided to keep it as a draft until recently. I actually thought that was more of an utopia than of a real, possible thing…but this changed after I watched Neil Killick’s talk on #NoEstimates.

 

 

Mickael Ruau's insight:

It goes like this:

The team implements some kind of Agile/Lean principles so as to get a stable process, like what I succinctly described above.We consider the team as a whole, a system converting customer money into customer business value at a (statistically) predictable rate.The customer and the shop agree on some sort of Service Level Agreement based on lead time distribution for the given team. Transparency is compulsory here.The contract becomes a fixed-cost contract

 

So I guess that post-agile really is about customers becoming agile too, and embracing the fact that software development is partly made of uncertainty.

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Une approche systémique interactionnelle (et stratégique)

Quand une relation est difficile, on aimerait disposer d’une télécommande pour changer l’autre ! Malheureusement ( ou pas !) cela n’est pas possible.

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Conduite du changement : 6 conseils pour éviter la saturation de vos collaborateurs

Conduite du changement : 6 conseils pour éviter la saturation de vos collaborateurs | DEVOPS | Scoop.it

Avant de transformer une entreprise, mesurer la capacité des salariés à absorber le changement est indispensable.
Plus de mobilité, plus de digital, plus de verticalité.

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Four Characteristics of Memorable Mentors ·

Four Characteristics of Memorable Mentors · | DEVOPS | Scoop.it
Potential Discoverer. You must be able to see the possibilities in people. It is easy to see people where they are today and either be skeptical of their potential or dismiss them altogether. My two recent mentors saw things in me I would never imagined on my own. Mentors aren’t privy to the “doubting inner voice” holding us back. Instead they see our potential and remove our self-doubt. The memorable mentor help visualize and encourage a clear picture of what we can become.

Path Illuminator. You must also illuminate a path for people to get there. This is more than just being an encourager. The memorable mentor holds us accountable by insuring incremental progress and that we are “doing the work.”

People Connector. You must be able to connect people with other people who can make a difference. I am not a natural networker so this is always a focus area for me. The memorable mentor goes out of their way to bring people and partners into your life who can help realize your full potential.

Skill Multiplier. You must be able to take the skills someone has and build on it. We often focus on developing weakness and while this is important, the memorable mentor can see the raw talent someone has and magnify the impact of those skills.
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ZURB - The Problem With Design Thinking Is That I Still Don't Know

ZURB - The Problem With Design Thinking Is That I Still Don't Know | DEVOPS | Scoop.it
Design is hot. Design executives are being tasked with being design-driven, but don't have the tools or processes to sustain this effort. They embrace design thinking, but it's unclear how their companies will embrace its ideas. VC's are telling founders to hire a design leader, but it's not clear who this mythical, unicorn person is who will drive the design approach across the company. It's entirely possible to grow this person in an organization, but not likely to be someone who comes in with magical fairy dust to make everything Apple-esque.
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Powerful Questions and Powerful Requests —

To make a Powerful Request:

  • Stay connected to what you care about. Don't let superfluous details cloud the request and as you lead in to the request, keep what you care about firmly in mind.
  • Be truly open to yes, no or counter offer. If you cannot stomach a no or counter offer, you're not making a request, you are delivering a demand.
  • Make the lead-in short. No sob stories, no long explanations. Big wind-ups often transfer your emotional burden on the person of your request intentions.  That's compulsion, not a  powerful request.  So, state just enough to give context for the request and then say...
  • "Will you..." This is the power of a powerful request.  Simply, "Will you refund me the room rate?"  "Will you take out the trash?" "Will you help me understand what you really need?" "Will you meet with me today to finish the marketing brochure?"

That's it.  Simple, and effective.

Plus, the skill of saying no when you mean it. 

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Ensure successful OKRs by avoiding these 8 mistakes [Infographic]

Objectives & Key Results (OKRs) is a goal settings framework championed by Andy Grove at Intel in the 1970s. It was later popularised by John Doerr when he implemented it at Google in 1999 and it’s still being used successfully to this day.

 

 

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Agile for Infrastructure



Implementing Kanban is less obtrusive than other forms of Agile since you can apply the principles directly to your existing process without having to change it. Start by visualizing the work in progress in your current system. Once you visualize work as it moves from state to state within your system, you can determine where bottlenecks occur and apply WIP (work in progress) limits to smooth the flow over time.

Let’s walk through an example of applying Kanban to an infrastructure environment using an approach created by David Anderson from his book Kanban: Successful Evolutionary Change for Your Technology Business.
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Evidence-Based Management: An Overview

Evidence-Based Management: An Overview | DEVOPS | Scoop.it
Evidence-based management is not a new idea. It has developed several years ago, however, it continued through the movement of evidence-based practice following emerging well-known definition of David Sackett from evidence-based medicine. As other professionals, the movement of evidence-based practice, as well as its application in real setting faces to many challenges. This study aimed to address Evidence-based management definition, principles and its challenges for applying in real settings and the possible solutions to overcome the barriers.
Mickael Ruau's insight:

 

 

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Double-loop learning - Wikipedia

Double-loop learning - Wikipedia

A] thermostat that automatically turns on the heat whenever the temperature in a room drops below 68°F is a good example of single-loop learning. A thermostat that could ask, "why am I set to 68°F?"

Mickael Ruau's insight:

Double-loop learning is used when it is necessary to change the mental model on which a decision depends. Unlike single loops, this model includes a shift in understanding, from simple and static to broader and more dynamic, such as taking into account the changes in the surroundings and the need for expression changes in mental models.[3] It is required if the problem or mismatch that starts the organizational learning process cannot be addressed by small adjustments because it involves the organization's governing variables.[4] Organizational learning in such cases occurs when the diagnosis and intervention produce changes in the underlying policies, assumptions, and goals.[5] According to Argyris, however, many organizations resist double-loop learning due to a number of variables such as resistance to change, fear of failure, and overemphasis on control.[6]

  • Reference models I and II
  • Single-loop learning

  • Double-loop learning

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SCRUM. Guide interactif

SCRUM. Guide interactif | DEVOPS | Scoop.it
Dans cet article,le, je vous propose un guide interactif qui présente la définition de chacun des rôles, événements et artefacts en utilisant le texte intégral (sans interprétation) du Guide Scrum™.
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Improving Collaboration by Awareness of Mind Games

Improving Collaboration by Awareness of Mind Games, the games which every one of us plays all the time without knowing it. In a Best-Selling book Games People…
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Maximizing Your Minimum Viable Product

Maximizing Your Minimum Viable Product | DEVOPS | Scoop.it
Lately, the term “Minimum Viable Product” is thrown around as widely accepted advice for startups. Is it just another fly-by-night trend?
Mickael Ruau's insight:

What is the right level of quality to include in an MVP? How much time should you spend on it? Will your users get onboard, or will they jump ship?

The MVP vs. the EVP

Rand Fishkin, co-founder of Moz, states his opinion bluntly when he says, “MVPs kinda suck.” Like many other entrepreneurs, he doesn’t believe in releasing a lesser product, even if it does generate valuable production data or earlier profits. His philosophy is that companies should only release EVPs: Exceptional Viable Products.

But how would a low-resource, low-funding company find the means to do that? Fishkin suggests creating an MVP, but not releasing it publicly.

Instead, keep it in-house, dogfood it with your team and maybe a few select customers, and compile your data that way. Fix the bugs, discover which additional features would help, and only when you have something remarkable — “exceptional” — do you release it to the public.

Fishkin admits that, yes, this does take more time and energy on the part of the company, but it will be. “Don’t be minimum,” Fishkin told us, “Be exceptional.”

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SOFT Ideation

SOFT Ideation | DEVOPS | Scoop.it
Now you can check out 25 key disciplines extracted from more than 500 business innovation cases to make your business more SOFT.
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Organizational Sprint Pulse - Published Patterns

Organizational Sprint Pulse - Published Patterns | DEVOPS | Scoop.it
In other words, working at the same cadence reduces mura (inconsistency) by keeping the work flows in balance and aligning Sprint start and end dates. Cadence creates natural synchronization points across the enterprise, and without synchronization points, inventory can build up. Consistent cadence helps smooth out flow ([1], pp. 176-178), reducing muri (stress).
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Marketing des Services et Servuction – Approche par le Relationnel - 3/4

Marketing des Services et Servuction – Approche par le Relationnel - 3/4 | DEVOPS | Scoop.it
Dans le premier billet de cette série, nous avons présenté sous forme d’un PREZI notre vision du Marketing des Services et de la Servuction.

Nous avions également introduit notre modèle du POSSIBLE Mix-Marketing© qui permet de traiter de manière plus spécifique les activités de services.

Et nous avions présenté une première stratégie de mise en oeuvre de la Servuction : l’Approche par la Maîtrise.

Aujourd’hui, nous vous présentons (de nouveau sous forme de billet-vidéo interactif) une deuxième stratégie : l’Approche par le Relationnel.
Mickael Ruau's insight:

Rappel : la Servuction met en relation trois entités :

  • le Client, bénéficiaire du service réalisé par le Prestataire, mais aussi contributeur à la réalisation de ce service,
  • le Prestataire, principal réalisateur du service, qui doit prendre en compte les contributions et les blocages du client ; il est responsable de la réalisation du Service,
  • le Service, qui est la réponse aux désirs du Client.

Cela permet de verbaliser trois types de liens dans la production d’un service :

  • le lien entre le Prestataire et le Service qu’il produit : il témoigne de l’Expertise (ou de sa Maîtrise), souvent technique,
  • le lien entre le Prestataire et le Client : il témoigne de la qualité relationnelle entre ces deux acteurs,
  • le lien entre le Client et le Service : il témoigne de l’implication du Client dans la production du service, voire même de son appropriation totale.

Notre postulat, c’est qu’il n’est pas possible pour le Prestataire d’équilibrer ces trois liens : l’un des trois sera privilégié par le couple {prestataire + client} au détriment de l’une des trois entités.

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Conceptual Foundations of the Balanced Scorecard - HBS Working Knowledge - Harvard Business School

Conceptual Foundations of the Balanced Scorecard - HBS Working Knowledge - Harvard Business School | DEVOPS | Scoop.it
HBS professor Robert S. Kaplan, who created the Balanced Scorecard concept and tool with David Norton, explains the roots and motivation for their 1992 Harvard Business Review article introducing the BSC and connects it to a larger literature.
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Persona Marketing : Définition & Template de Buyer Persona | PunchifyMe

Persona Marketing : Définition & Template de Buyer Persona | PunchifyMe | DEVOPS | Scoop.it
Persona Marketing : définition
Comment identifier ses persona marketing sans données analytiques ?

1- Imaginer des profils utilisateurs type, logiquement consommateurs des produits
2- Sans données analytiques, ne pas avoir peur des hypothèses !

Persona marketing : les identifier grâce aux données analytiques de l’entreprise
Comment construire ses persona marketing ?
Le contenu d’une fiche de persona marketing

L’identité de la persona marketing
L’aspiration de la personne
Les caractéristiques techniques de la persona marketing
Les motivations en lien avec le produit
La journée type où la persona se rend sur le site web
L’engagement dans la marque/le produit
Scenario avant/après l’achat

Comprendre les habitudes de recherche et de consommation des persona marketing
Identifier les contenus indispensables à votre niche grâce à vos persona marketing
Adapter son contenu à chaque persona marketing
Promouvoir son contenu sur les bons media et réseaux sociaux grâce au persona marketing

Les persona marketing expliquées en video
Pour télécharger le template de persona marketing :
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Bien connaître Mesosphere Marathon

Bien connaître Mesosphere Marathon | DEVOPS | Scoop.it
Mesosphere Marathon est un système de gestion de conteneurs, avec d’importantes capacités de dimensionnement, qui permet aux entreprises de déployer et d’automatiser les technologies Apache Mesos et Docker.
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Beyond Budgeting – An Agile Management Model for New Business and People Realities – The Statoil Implementation Journey

Beyond Budgeting – An Agile Management Model for New Business and People Realities – The Statoil Implementation Journey | DEVOPS | Scoop.it
 

– The problems with traditional management, including budgeting
– The Beyond Budgeting principles and companies on the journey
– Statoil’s “Ambition to Action” model;
– redefining performance – dynamic and relative targets and a holistic performance evaluation
– dynamic forecasting and resource allocation and no traditional budgets
– from calendar-driven to event-driven; a more self-regulating management model
– Implementation experiences and advice

Slides

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The Zen of Agile Leadership, Episode 3: Being Cause in the Matter with Teams and Systems

The Zen of Agile Leadership, Episode 3: Being Cause in the Matter with Teams and Systems | DEVOPS | Scoop.it
Episode 1 in this series addressed being authentic with yourself and your own life, and Episode 2 addressed being authentic with others. In this Episode, I now help you as a leader explore being authentic with teams and organizations, being cause in the matter with them and enabling them to “occur”. Nothing worthwhile is ever accomplished on your own,…
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Mind Games – What has Team Coaching got to do with this?

Corporate Mind Games have become an important topic of research and consideration in today’s dynamic world. More and more organizations, particularly the multinationals are investing heavily to understand the behavior of employees and teams. Why is this so important? This is because, mind games create certain patterns of behavior that people get trapped into, which may influence their productivity performance as an individual and as a team member. It is critical for everyone to gain awareness into such mind games…
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8 principes pour une équipe tournée vers l’intérêt collectif – My Happy Job

  1. Une identité de groupe forte et une compréhension de sa raison d’être : les membres savent qu’ils appartiennent au groupe et pourquoi il existe.
  2. Une répartition juste des coûts/efforts et bénéfices : les membres doivent mériter les bénéfices et non se les approprier.
  3. Un processus décisionnel juste et inclusif : les membres doivent être d’accord avec les décisions et non contraints par l’autorité.
  4. Un suivi des comportements souhaités par le groupe, les comportements transgressifs étant également suivis.
  5. Des réponses graduées aux transgressions, pour dissuader leur apparition.
  6. Une résolution des différents rapide et empathique, de sorte que le groupe ne soit pas rongé par les conflits.
  7. L’autorité pour s’auto-gouverner, c’est-à-dire que le groupe est en mesure de gérer ses propres affaires.
  8. Des relations adaptées avec les autres groupes, les principes applicables pour réguler le groupe sont également utilisés dans les relations inter-groupes.
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