MANIFESTE AGILE | Manifeste pour le développement Agile de logiciels Nous découvrons comment mieux développer des logiciels par la pratique et en aidant les autres à le faire. Ces expériences nous ont amenés à valoriser : Les individus et leurs interactions plus que les processus et les outilsDes logiciels opérationnels plus qu’une documentation exhaustiveLa collaboration avec les clients plus que la négociation contractuelleL’adaptation au changement plus que le suivi d’un plan Nous reconnaissons la valeur des seconds éléments, mais privilégions les premiers. © 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice. 12 principes sous-jacents au manifeste View Signatories About the AuthorsAbout the Manifesto site design and artwork © 2001, Ward Cunningham French translation by: Club Agile Rhône-Alpes, Arnaud Pierrel, Bruno Orsier, Christophe Deniaud Reviewers: Claude Aubry, François Beauregard, Laurent Bossavit, Nathalie Gilbert
Kanban - A brief introduction Shortened time cycles Cycle time is a key metric for Kanban teams. Cycle time is the amount of time it takes for a unit of work to travel through the team's workflow—from the moment work starts to the moment it ships. By optimizing cycle time, the team can confidently forecast the delivery of future work. Overlapping skill sets lead to shorter cycle times. When only one person holds a skill set, that person becomes a bottleneck in the workflow. Additionally, this approach empowers the entire team to address any work bottlenecks collectively, facilitating a swift resolution and ensuring a smooth workflow. Fewer bottlenecks Multitasking kills efficiency. For example, a typical software team might have four workflow states: To Do, In Progress, Code Review, and Done. Developers often prefer to write new code rather than spend time reviewing someone else's work. Visual metrics When the team can see data, it's easier to spot bottlenecks in the process (and remove them).
Manifesto for Agile Software Development amazon.co From the Back Cover “This is an extraordinarily powerful book, full of deep, inspiring ideas that are simple, practical and make a real difference.” Dame Fiona Reynolds, Director General, The National Trust “Future – Engage – Deliverhas to be the simplest, fastest way for anyone to grow as a leader.” Hugh Burkitt, Chief Executive, The Marketing Society Leadership isn’t complicated. Leadership expert, Steve Radcliffe, believes the topic of leadership is too often presented as complicated and only for a chosen few. Described by The Times as the 'no-nonsense approach…shaking up the world of leadership', this book really does offer instantly-applicable advice. Whether you need guidance to lead an organisation or team or just want to feel more confident and effective at work, this book will show you how. About the Author Steve Radcliffe is one of Europe’s most successful leadership coaches and the head of Steve Radcliffe Associates.
The product roadmap that boosts innovation I wish I could say I invented the following approach to product roadmapping. But the reality is that I’m not the first product manager who tried planning with quarterly and feature roadmaps before coming to the conclusion that there’s no room for product innovation here. I’m also not the first to realize that you need more space and flexibility to lead a product than a feature roadmap can give you. When I came around planning with the simple card-based roadmap known as theme-based roadmapping, it was because it just made sense. Theme-based roadmapping isn’t a methodology, so it doesn’t force you to follow any particular set of rules. It wasn’t invented by a company, so it doesn’t force you to work with any particular software or product. It’s simply an approach to product strategy that looks like this: And talks like this: “Hey, we don’t know what the future holds. But what’s there to love? Related: How to move from imitation to innovation What is a theme-based roadmap? Final thoughts
Le coût et la valeur des projets - G. TURRE Présentation complète Coût et valeur sont deux notions indissociables, l'un étant la contrepartie de l'autre dans toute décision d'action humaine. En effet, l'homme a toujours plus de désirs, donc plus de projets, que ses moyens ne lui permettent d'en mener. Le terme de valeur a été bien souvent confondu avec celui de coût, et celui-ci a été bien souvent réduit à une affaire de chiffres monétaires mesurant des prix de marché. Sommaire Dédicace Remerciements Introduction Partie I - Les concepts 1 Le contexte : le périmètre, les parties prenantes, les référentiels 2 L'objet - Le projet et le produit - L'oeuvre et l'ouvrage - L'actif stratégique 3 Le sens : le coût, le prix, la valeur et la rentabilité 4 La comptabilité 5 La causalité et les facteurs de coût Partie II - Les méthodes 6 La gestion économique d'exploitation 7 L'analyse financière et le financement des projets 8 La configuration et la structuration du contenu 9 L'estimation des coûts du projet et du produit 14 Les achats dans les projets
Kanban Methodology: What is it and how do you use it? · Airbrake Kanban (or 看板, literally meaning a sign in Japanese), is used today to signify a form of manufacturing in which all necessary components are managed through the use of a card that indicates missing components. The purpose of kanban is to control inventory throughout the supply chain, within a manufacturing setting, via a practice known as just-in-time (JIT) manufacturing. This ensures that the supply and demand of manufacturing components are perfectly balanced with one another, largely eliminating wasted materials and time. In modern software development, kanban (or the kanban methodology) expands on those same just-in-time concepts by ensuring that the level of required work at any given time roughly equates to the work capabilities of the team. What is Kanban? Just as with the kaizen model that we explored in a previous article, the kanban method was originally developed inside Toyota Motor Corporation, by an industrial engineer named Taiichi Ohno. Kanban Cards The Kanban Board
untitled Binnen de Scrum-filosofie werkt men met ‘sprints’ van 1 tot 4 weken. Recent is de filosofie ontstaan om in maximaal één week tot baanbrekende oplossingen te komen. Het boek Sprint van Jake Knapp is begin dit jaar uitgekomen en vertelt over de vijfdaagse Sprint die ze hanteren bij Google Ventures om vernieuwingsvragen te beantwoorden door middel van het ontwerpen van prototypes en ideeën uittesten met klanten. Uiteraard heeft dit sterke overlap met de populaire bewegingen van Agile thinking en de Lean Start-up. Zo’n vijfdaagse Sprint is tevens een aanpak om in een week ‘in het klein’ te werken aan ‘grote’ veranderingen of vernieuwingen binnen je team of organisatie. Dit artikel bestaat uit twee delen. Hiermee heb je de handvatten in huis om zelf een sprintweek in te zetten als aanjaagraket voor vernieuwing binnen je team of organisatie. Deel 1: De vijfdaagse Sprint-aanpak Alvorens je start is het slim om eerst de weg te effenen. Een sprint kun je inzetten bij drie uitdagende situaties:
amazon.co From the Back Cover "This book will give you an understanding of what has made Toyota successful and some practical ideas that you can use to develop your own approach to business."--Gary Convis, Managing Office of Toyota Fewer man-hours. The Toyota Way reveals the management principles behind Toyota's worldwide reputation for quality and reliability. Drawing on his extensive research on Toyota, Dr. The fourteen management principles of the Toyota Way create the ideal environment for implementing Lean techniques and tools. Foster an atmosphere of continuous improvement and learning Create continuous process "flow" to unearth problems Satisfy customers (and eliminate waste at the same time) Grow your leaders rather than purchase them Get quality right the first time Grow together with your suppliers and partners for mutual benefit Dr. What can your business learn from Toyota? About the Author Dr.
8 Things To Use in “Jobs-To-Be-Done” Framework For Product Development Talk all you want to about the importance of strategy or operational efficiency, but the truth is that companies succeed because they offer a product or service that customers find irresistible. “Job-to-be-done” changed the way I am looking at the startup I am involved with. It forces you to look at other perspectives and for many people “jobs to be done” involves a mindset change. It forces you to look at our product the way customers do. Clayton Christensen described this concept in this paper he wrote with one of the best tech entrepreneurs and product marketers of all-time, Scott Cook of Intuit. The theory simply asks, “What job your product is hired to do?”. This is the power of the JTBD concept and technique: It helps the innovator understand that customers don’t buy products and services; they hire various solutions at various times to get a wide array of jobs done. 1. Christensen would assert that people buy any product to get a job done. 2. Example: 3. 4. 5. 6. 7. 8.
Kanban pour l'IT - L. MORISSEAU Extreme Programming Tutorial - Tutorialspoint Extreme programming (XP) is a software development methodology, which is intended to improve software quality and responsiveness to changing customer requirements. As a type of agile software development, it advocates frequent "releases" in short development cycles, to improve productivity and introduce checkpoints at which new customer requirements can be adopted. XP is a lightweight, efficient, low-risk, flexible, predictable, scientific, and fun way to develop a software. Extreme Programming was conceived and developed to address the specific needs of software development by small teams in the face of vague and changing requirements. Before you start proceeding with this tutorial, we are assuming that you are already aware about the basics of Agile methodologies and Scrum. Extreme programming (XP) is a software development methodology, which is intended to improve software quality and responsiveness to changing customer requirements.
untitled Vorige week kwam het eerste deel uit van dit artikel over de vijfdaagse Sprint-aanpak. Dit tweede deel gaat over corporatie Woonstad Rotterdam als praktijkvoorbeeld, waar het is gebruikt om in een week ‘in het klein’ te werken aan ‘grote’ veranderingen. Bij de afdeling Klant Contacten (KC) gebruikten ze de aanpak om in een week versnelling in te bouwen om bepaalde knelpunten aan te pakken. Daarbij hebben ze niet de aanpak als een rechtlijnig stappenplan gezien, maar de Sprint-filosofie erachter gebruikt en hun eigen aanpak daarvan gemaakt. De KC-week bij Woonstad Rotterdam De afdeling KC is de eerste lijn waar alle klantvragen binnen komen. ‘Onszelf kwaad maken om verbeterpotentieel versneld aan te pakken’ De sprintweek is gebruikt om vaart te maken met latent verbeterpotentieel tussen KC en andere afdelingen waarmee grote afhankelijkheden zijn in het primaire proces. Een van de deelnemers noemde het “het is een week om onszelf even kwaad te maken en laaghangend fruit aan te pakken”.
The New New Product Development Game In today’s fast-paced, fiercely competitive world of commercial new product development, speed and flexibility are essential. Companies are increasingly realizing that the old, sequential approach to developing new products simply won’t get the job done. Instead, companies in Japan and the United States are using a holistic method—as in rugby, the ball gets passed within the team as it moves as a unit up the field. This holistic approach has six characteristics: built-in instability, self-organizing project teams, overlapping development phases, “multilearning,” subtle control, and organizational transfer of learning. The rules of the game in new product development are changing. This change is reflected in the emphasis companies are placing on new products as a source of new sales and profits. This new emphasis on speed and flexibility calls for a different approach for managing new product development. Exhibit 1 Sequential (A) vs. overlapping (B and C) phases of development 1. 2. 3.