Think Scrum, act Scrum Scrum Practitioner like a boss Thibault Clavier

Presenter Thibault CLAVIER Graduated from mathematical engineering (UCL) 4 years at ARHS Scrum coach Agile minded Personal interest in creativity 2

The Group ITLocal700+ 3

IT Infrastructure Our fields of expertise Digital Trust Business Intelligence Software Development Business Process Management European institutions - 71% Bank - 6% Government - 6% Telco - 6% Industry - 11% 4

Course Objectives 5

Course Program Theory (14h – 15h) 1. Course Setup 2. Introduction to Agile Methodologies 3. Scrum Framework 4. Scrum Lifecycle Practice (14h – 15h) 5. Airplanes Game 6. Conclusion 6 The content of this course is confidential and cannot be shared without the explicit agreement of ARHS.

What is a « project »?

Introduction to Agile Methodologies

Traditional PM methodologies 9 Requirements Design Implementation Verification Maintenance Inception Elaboration Construction Transition Concept of Operations Requirements and Architecture Detailed Design Implementation Integration, Test, and Verification System Verification and Validation Operation and Maintenance Verification and Validation Waterfall RUP V-Model

Traditional PM methodologies 10 Requirements Design Implementation Verification Maintenance Inception Elaboration Construction Transition Concept of Operations Requirements and Architecture Detailed Design Implementation Integration, Test, and Verification System Verification and Validation Operation and Maintenance Verification and Validation Waterfall RUP V-Model Complex systems  Difficult to anticipate everything Emergent requirements  Requirements at T 0 are not the same at T 1 Heterogeneous projects  A procedure cannot fit all projects’ needs Changing technology  Introduces change management Long feedback loops  Changes are identified late

Agile Manifesto Individuals and Interactions Responding to Change Working Software Customer Collaboration over processes and tools over comprehensive documentation over following a plan over contract negotiation 11

Agile Methodologies 12 “Maximize the business value with right sized, just-enough and just-in-time processes and documentation”

Agile Methodologies 13 Major change in the paradigm Constraints RequirementsCostSchedule EstimatesCostScheduleFeatures Plan -driven Value -driven Traditional Predictive Agile Adaptive

Variants of Agile Methodologies 14 Agile KANBAN Scrum XP …

Scrum Framework

What is Scrum? Scrum is NOT an acronym… … it comes from rugby sport! 16

What is Scrum? “A framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value”

Scrum Principles Empirical Process Control Self-organization Collaboration Value-based prioritization Time-boxing Iterative development 18

Practice

Game 21

Conclusion

« Patience you must have my young padawan » 23

24 No agility Without trust

Scrum has disadvantages  Hard to put in practice  Might be expensive to implement  Not everyone is suited for Scrum 25

Scrum has strong advantages Focus on high value items Transparency, inspection and adaptability Knowledge sharing Team commitment Better time to market with non complete increments Short feedback loops Lead to hyper-productive teams Reactive to change 26