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Product Owner … qui es-tu ? @ Agilex : Agilité et Expertise

Product Owner … qui es-tu ? @ Agilex : Agilité et Expertise | DEVOPS | Scoop.it
L’outil principal utilisé par le PO est le Product Backlog (ou PB) qui est la liste ordonnée des éléments constitutifs du produit. La priorité des éléments est définie suivant 4 caractéristiques : leur valeur métier, leur effort de réalisation, leur risque et la connaissance technique ou métier apportée par leur mise en œuvre. Chaque PO définit des règles de priorisation, basées sur 1 à 4 de ces caractéristiques, généralement valables pour la durée de réalisation d’une version (un produit se décompose en plusieurs versions).
Mickael Ruau's insight:

L’Activité Principale du Product Owner

La création du PB et son maintien (ou « grooming » en anglais) sont les activités principales du PO, elle n’est pas facile car il lui faut récolter de nombreuses informations sur le produit :

  • Identifier les attentes des utilisateurs et les bénéfices que le produit leur apportera
  • Décrire avec le maximum de détails les utilisateurs et/ou clients du produit
  • Identifier les fonctionnalités attendues et sélectionner celles qui apportent le plus de valeurs ou de bénéfices aux utilisateurs pour définir et planifier les releases/versions du produit
  • Décrire chaque fonctionnalité retenue sous forme d’une User Story suffisamment petite pour être implémentée en 1 seule itération, sans oublier d’y associer les critères d’acceptation indispensables à sa bonne compréhension par l’équipe.
  • Comprendre les Technical Story proposées par l’équipe de réalisation (besoins non fonctionnels mais indispensable – ex : Migration de version d’une base de données) et les Bug Story (ou « bugs connus »)
  • Prioriser toutes les Story au sein du Product Backlog
  • Maintenir le Product Backlog et chercher en permanence à maximiser la valeur métier pour les utilisateurs
  • Accepter ou refuser les Story implémentées par l’équipe de réalisation

De nombreuses techniques, propres au métier du Product Owner, permettent de faciliter le travail du PO. Parmi celles-ci nous citerons « Story Mapping », « Product Box », « Impact Mapping », « Personas », « Blitz Planning » et « Remember the Future ».

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Fiche métier et offres d'emplois : Growth Hacker

Le Growth Hacker, Head of Growth dans une startup est en charge de l'acquisition clients et fait partie du département Marketing. Si vous aimez le SEO, les Data, les réseaux sociaux, l'Analytics
Mickael Ruau's insight:

L'objectif du Head of Growth est d'aider à la croissance de son entreprise, sans avoir beaucoup de moyens à sa disposition.

Pour cela, le Head of Growth doit savoir dialoguer avec les techs afin de s’assurer que toutes les actions menées vont être correctement traquées, et ainsi savoir ce qui fonctionne et ce qu'il faut abandonner.

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Arc coaching conversation, a tool that every coach must know

Arc coaching conversation, a tool that every coach must know | DEVOPS | Scoop.it
This blog explains a tool called the "Arc coaching conversation". I learned in Lyssa´s and Michael´s workshop some months ago.
Mickael Ruau's insight:

A coaching session usually initiates because a coachee needs to take one or several things out of the mind and he/she needs to be heard.

 

The coach must create the environment in order to make the coachee comfortable for a discussion. The most important characteristic for a coach is the listening part. A great coach is a great listener. Try to think about it and do not interrupt the coachee at any point.

 

You will have an urge to interrupt him/her, you will start to think yourself that you know the answer and you don´t want to wait to give it to him/her… Do not do that, instead, let the person release the feelings. You must self-manage yourself.

 

At some point, you must be sure that you understand exactly the coachee’s problem. Try to use the phrases, such as “If I understood correctly, the problem is…” This will allow you to confirm the problem and give you a better understanding what does truly bother the person.

 

After understanding his/her problem, start to explore the topic. At this point, you should use powerful questions.
Here under “Skills for Agile Coaches/Powerful Questions Resources” you can find several powerful questions that can be used.

 

After some time, using exploration and powerful question, the coachee will find some possible solutions for his/her problem. It is your job as a coach to help him to narrow down actions.

Together you should figure out which approach he/she wants to try first.

 

After that, specifically ask what he/she will do, by when and how will you know what was the result. This will end the coaching session.

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J’arrête l’agilité – Mickael Ruau –

J’ai été choisi comme scrum master pour une mission chez un grand compte. Au final, ni l’équipe ni le management n’étaient réellement demandeurs. Qu’auriez-vous fait à ma place ? La demande du…
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Transitioning to Agile - Choosing to start small or go all in

Transitioning to Agile - Choosing to start small or go all in | DEVOPS | Scoop.it


Whichever route you choose for transitioning to agile, remember that the transition is only part of the work. Once you've successfully reached the point where you can say your organization is agile, the goal becomes continuously improving and becoming even more agile.
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Advice on Conducting the Scrum of Scrums Meeting - by Mike Cohn

To help provide current and aspiring Agile professionals with additional information and guides for Scrum, we have compiled a list of member-written articles from a wide variety of experts. We have articles that cover a wide range of topics to help you learn everything you need to know.
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Scrum Mastery: From Good to Great Servant Leadership

Scrum Mastery: From Good to Great Servant Leadership | DEVOPS | Scoop.it

“Scrum has been a big disappointment; a failed experiment that hasn’t delivered anywhere near the positive impact that management was hoping for.” Not the most uplifting quote, but Geoff Watts (@geoffcwatts) starts his book, Scrum Mastery: From Good to Great Servant Leadership, by telling you exactly how he sees it.  Geoff also tells you that while the first experience is common in the Agile and Scrum world, he has also seen the power of self-organizing teams and the positive impact for good that Scrum can make.  So what differentiates the two experiences in his eyes? Effective Servant Leadership. The central metaphor of this book is the idea that ScrumMasters need to be RE-TRAINED in order to excel as ScrumMasters and Servant-Leaders. 

Mickael Ruau's insight:

RE-TRAINED is an acronym that stands for the following nine concepts (see below) that Geoff explores in greater depth throughout the book.  In addition, Geoff shares many excellent stories about these concepts in action and gives specific activities ScrumMasters can do to increase their impact.

  1. Respected: have a reputation of personal integrity within and outside the Team.
  2. Enabling: passionate in helping others be effective.
  3. Tactful: the personification of diplomacy.
  4. Resourceful: creative in removing impediments to productivity.
  5. Alternative: promote ideas and practices that might be considered counter-cultural.
  6. Inspiring: generate enthusiasm and energy in those around them.
  7. Nurturing: enjoy helping both teams and individuals grow.
  8. Empathetic: sensitive to the human needs of those around them.
  9. Disruptive: break the old status quo to help create new ways of working.
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CapEx and OpEx – Scaled Agile Framework

CapEx and OpEx – Scaled Agile Framework | DEVOPS | Scoop.it

Although software capitalization practices are well established in many enterprises, they’re typically based on waterfall development, in which up-front requirements and design phase gates may represent the events that can trigger CapEx treatment. In Agile development, however, these are not relevant phase gates. This means the enterprise is faced with a new problem: how to treat these costs effectively in an Agile program. If finance is unable to reconcile the change in methodology, it may mandate that work continues under waterfall development. Or it may decide to expense all Agile development labor costs. Neither approach is ideal. This article provides the strategies that SAFe enterprises can use to categorize labor costs in Agile development, some of which may be subject to CapEx treatment. However, this is an emerging field of understanding, and there are many viewpoints.

 

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scrum-at-scale-guide-read-online

scrum-at-scale-guide-read-online | DEVOPS | Scoop.it

Version 1.04 — 17 January 2019
Copyright © 2006-2019 Jeff Sutherland and Scrum Inc., All Rights Reserved
Scrum@Scale is a registered trademark of Scrum Inc.
This guide is released under Creative Commons 4.0 Attribution-Sharealike License

Mickael Ruau's insight:

 

Dr. Jeff Sutherland developed Scrum@Scale based on the fundamental principles behind Scrum, Complex Adaptive Systems theory, game theory, and object-oriented technology. This guide was developed with the input of many experienced Scrum practitioners based on the results of their field work. The goal of this guide is for the reader to be able to implement Scrum@Scale on their own.

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Scrum at Scale

Scrum at Scale | DEVOPS | Scoop.it
This model facilitates alignment through roles with Scrum at Scale. The Scrum at Scale approach for scrum teams working together is a form of the scrum of scrums model for scrum masters and product owners, coordinating communication, impediment removal, priorities, requirement refinement, and planning. Using a scrum of scrums model for the scrum master and …
Mickael Ruau's insight:

Synchronizing in one hour a day

In an hour or less per day, an organization can align priorities for the day and accomplish effective coordination of impediment removal. At 8:00 a.m., each scrum team holds its daily scrum. At 8:45 a.m., the scrum masters hold their scrum of scrums, and the product owners hold their level-one meta scrum meetings. At 9:00 a.m., scrum masters meet in scrum of scrums of scrums, and the product owners meet in level-two meta scrums. Finally, at 9:15 a.m., the scrum master scrum of scrums of scrums meets with the EAT, and the product owner meta scrum representatives meets with the EMS.

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Payer sur son mobile sans passer en caisse, le nouvel horizon des grandes enseignes

Payer sur son mobile sans passer en caisse, le nouvel horizon des grandes enseignes | DEVOPS | Scoop.it
Les courses 100% en self-service ont le vent en poupe. Un client scanne lui-même ses courses avec son mobile, les paye également via son mobile et sort du magasin sans passer par la caisse. Cette option monte en puissance chez de nombreuses grandes enseignes dans l’hexagone.

Via RetailExploration
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3 idées clefs de l’Innovation frugale, de Navi Radjou

3 idées clefs de l’Innovation frugale, de Navi Radjou | DEVOPS | Scoop.it

Derrière l’économie de la frugalité se cachent 3 tendances

Le partage : Si les entreprises et les employés parviennent à partager entre elles leurs ressources, leurs actifs, leurs employés, leurs clients et leurs brevets, la donne sera profondément redistribuée. Le système pyramidal sera remplacé par une économie horizontale.
Le faire soi-même : L’industrie de la consommation est profondément impactée par le phénomène des makers. Grâce aux imprimantes 3D, aux fablab et aux composants électroniques disponibles en open source, le coût de l'innovation chute considérablement rendant les technologies accessibles à tous. C’est toute la chaine de valeur qui est alors repensée, aujourd’hui le client final se retrouve au cœur du dispositif, et participe même à la création.
La circularité : La finalité de cette économie n’est pas seulement le recyclage et la réutilisation des ressources. Elle va au-delà en proposant la création de biens pensés pour être à la fois durables et accessibles
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-INTRODUCTION AUX MICRO COMPETENCES SYSTEMIQUES - Métasystème : COACHING EXECUTIF, COACHING D'EQUIPE DE DIRECTION, COACHING de dirigeant, en transition, en innovation. Formation au coaching et supe...

-INTRODUCTION AUX MICRO COMPETENCES SYSTEMIQUES - Métasystème : COACHING EXECUTIF, COACHING D'EQUIPE DE DIRECTION, COACHING de dirigeant, en transition, en innovation. Formation au coaching et supe... | DEVOPS | Scoop.it
En déployant des compétences pertinentes un coach professionnel forme d'autant plus par modélisation de compétences que lorsque celles-ci sont régulièrement répétées, de façon régulière sinon systématique. Par conséquent, en faisant une habitude consciente de déployer des compétences spécifiques, un coach peut apprendre à son client des comportements qui lui seraient utiles, jusqu'à ne plus avoir besoin de coach.

En prenant au sérieux ce principe de modélisation, il est utile de préciser quelques compétences essentielles voire vitales qui seraient applicables par tous, dans tous les contexte personnels ou professionnels.

Un coach éclairé pourrait alors déployer ces compétences de façon systématique, presque à chaque instant, quelque soit le thème du coaching, tout au long de tous ses accompagnements. Or ces compétences essentielles et universelles existent en management comme en coaching. Ce sont des micro compétences systémiques. Les micro compétences systémiques sont des comportements simples, pertinents, efficaces, quotidiennement praticables par tous et partout.
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The 3-5-3 Structure of Scrum

The 3-5-3 Structure of Scrum | DEVOPS | Scoop.it

Scrum teams wishing to receive the return on investment associated with a rigorous Scrum should have an immediate method to check if they are implementing the same practices observed in the documented high performing teams. To support this, I encourage Scrum masters to check themselves against the Scrum guide and its 3 roles, 5 events, and 3 outputs. This shorthand reminder is used in my courses and I hope it presents some teams a quick-check tool to win the speed and happiness benefits observed in teams implementing the 11 components of Scrum.

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SAFe, LeSS, Nexus or Scrum at Scale? –

SAFe, LeSS, Nexus or Scrum at Scale? – | DEVOPS | Scoop.it
The strategic goal of business is to create shareholder value. New products are one of the key factors in achieving this goal. As the development of new products and services become more large and complex, organizations continuously investigate
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Agile Retrospective Framework in 5 Steps

Agile Retrospective Framework in 5 Steps | DEVOPS | Scoop.it

Did you know that every well-run Retrospective follows five steps?  In my experience, the best Retrospectives follow this outline first created by Diana Larsen and Esther Derby in their book, Agile Retrospectives. 

Mickael Ruau's insight:

Here is a summary of each stage.

 

1.     Set the Stage:  setting the stage helps people focus on the purpose of the Retrospective, reviews the goal of the conversation and creates the space where the participants feel comfortable discussing the topic at hand.

 

2.     Gather Data: at this point in the Retrospective we want to develop a shared understanding of what transpired during the last cycle.  It is very important that everyone’s perspective is given an opportunity to be brought forth and considered by the entire Team.

 

3.  Generate Insights: now is the time to ask “Why?” and begin to examine alternatives.  The goal of this phase is to see the big picture, understand root causes, consider new possibilities and look for connections between the data gathered moments ago.

 

4.  Decide What to Do: as we draw near the end of our time in the Retrospective, the Team will need to select one or two action items that will make an improvement in the way they work together.  No need to solve world peace here, just something that will make everyone’s day-to-day experience better.

 

5.  Close: provide a clear, crisp ending to the Retrospective and use this time to ask the Team how to make the next Retrospective better.  Be sure to thank the Team for their efforts during the Retrospective and the Sprint that just ended.

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Servant Leadership Lesson: Jim Collins at Chick-Fil-A Leadercast

At the 2010 Chick-Fil-A Leadercast, Jim Collins's talk referenced much of his work in the revolutionary books Built to Last and Good to Great. However, most of the discussion centered on his latest work: How the Mighty Fall.
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Réussir le lancement d’une communauté professionnelle

Je vous propose un retour d’expérience sur la création de communautés agile locale ou au sein d’une entreprise. Besoin de partager nos passions, de rencontrer d’autres personnes, d’échanger sur nos…
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Formation gratuite de préparation à la certification Scrum Master – Dealabs.com

Formation gratuite de préparation à la certification Scrum Master – Dealabs.com | DEVOPS | Scoop.it

Cette formation est idéale pour:
- Pour les Scrum master qui souhaitent passer la certification PSM-SCM
- les développeurs qui souhaitent évoluer vers le role de Scrum Master
- Les curieux qui souhaitent découvrir les méthodes Agiles

Cette formation en Anglais proposée via Udemy est gratuite en ce moment avec le code pwrscrmfree avec une note moyenne de 4,3 avec près de 7500 évaluations

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Professional Scrum Master II (PSM II) Practice Assessment

Professional Scrum Master II (PSM II) Practice Assessment | DEVOPS | Scoop.it
Professional Scrum Master II (PSM II) Practice Assessment is designed to help you prepare and practice for the Scrum.org Professional Scrum Master II (PSM II) Assessment. This practice assessment was ... Read More
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Les bons réflexes pour s'adapter au changement

Les bons réflexes pour s'adapter au changement | DEVOPS | Scoop.it
Pourquoi en situation de changement, certaines entreprises perdent de la valeur, alors que d’autres semblent rebondir, voire même sortir plus fortes de ce changement ? C’est ce à quoi je m’intéresse depuis maintenant une dizaine d’année, et ce que les sciences du management commencent à nommer Résilience Organisationnelle (RO).
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New Scrum Kickoff Planner Aims To Help Agile Teams Start on The Right Track

New Scrum Kickoff Planner Aims To Help Agile Teams Start on The Right Track | DEVOPS | Scoop.it


A new "Scrum Kickoff Planner" has just been released by Adam Weisbart with the aim of facilitating team discussion around the important facets of starting a new Agile team or project.

The guide is a PDF document that is designed to be filled in as part of a kickoff discussion with the core Scrum team. The document was to designed to encourage discussion around a number of key points including the team and their agreed approaches and tools for collaboration, the role of the Product Owner, sprint scheduling, coordination with other teams, definitions of done and ready and agreed approaches to estimation. As per the introduction to the guide:

[The] guide is meant to give your group some basic questions to consider when forming (or rebooting) your team. Print out a copy for each team member, block out some time, and sit down together to fill it out. The main purpose of this planner is to foster collaboration and communication. Like a good user story, it’s meant to encourage conversation.

The Planner is the latest in a long line of free and useful tools and ideas that Adam has introduced to the Agile community, including Agile Manifesto and Values posters, the "Update the Card Wall" reminder application, the "Build Your Own Scrum" exercise and the "Agile Antipattern Project".
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Réussir le lancement d’une communauté (4) : vous prendrez bien un peu de recul ?

Dans les billets précédents j’ai fait un retour d’expérience sur les étapes du lancement d’une communauté professionnelle locale ou d’entreprise. Dans ce dernier billet je souhaite approfondir la…
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