INTRODUCTION À L’AGILITÉ
Travail définissable et travail fortement incertain
The nature of project work can range from well-defined tasks to highly uncertain activities Projects with definable work are characterized by clear procedures that have been proven effective in previous, similar projects.
The construction of a car, a house, or the manufacturing of an electrical device exemplifies definable work once the design phase is complete Since the relevant domains and production processes are generally well understood, the levels of uncertainty and risk during execution are typically low.
A new approach to problem-solving and innovative work requires collaboration among experts to find effective solutions Professionals facing significant uncertainty in their work include software systems engineers, product designers, doctors, teachers, lawyers, and various problem-solving engineers The increasing automation of definable tasks enables project teams to undertake more highly uncertain projects, necessitating the application of the techniques outlined in this guide.
High-uncertainty projects are characterized by significant levels of change, complexity, and risk, which can challenge traditional predictive approaches aimed at defining most requirements upfront and managing changes through a formal change request process In contrast, agile methodologies were developed to explore solution feasibility through short cycles, allowing for rapid adaptation based on evaluation and feedback.
Manifeste Agile et état d’esprit Agile
Les leaders d’opinion de l’industrie du logiciel ont officialisé le mouvement Agile en 2001 avec la publication du Manifeste pour le développement Agile de logiciels (Voir la figure 2-1.)
Figure 2-1 Les quatre valeurs du Manifeste Agile
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 outils.
Des logiciels opérationnels plus qu’une documentation exhaustive.
La collaboration avec les clients plus que la négociation contractuelle.
L’adaptation au changement plus que le suivi d’un plan.
Nous reconnaissons la valeur des seconds éléments, mais privilégions les premiers. © 2001, les auteurs du Manifeste Agile
Douze principes découlent de ces valeurs comme l’illustre la figure 2-2.
Figure 2-2 Les douze principes du Manifeste Agile
1 Notre plus haute priorité est de satisfaire le client en livrant rapidement et régulièrement des fonctionnalités à grande valeur ajoutée.
2 Accueillez positivement les changements de besoins, même tard dans le projet
Les processus Agiles exploitent le changement pour donner un avantage compétitif au client.
3 Livrez fréquemment un logiciel opérationnel avec des cycles de quelques semaines à quelques mois et une préférence pour les plus courts.
4 Les utilisateurs ou leurs représentants et les développeurs doivent travailler ensemble quotidiennement tout au long du projet.
5 Réalisez les projets avec des personnes motivées Fournissez-leur l’environnement et le soutien dont ils ont besoin et faites-leur confiance pour atteindre les objectifs fixés.
6 La méthode la plus simple et la plus efficace pour transmettre de l’information à l’équipe de développement et à l’intérieur de celle-ci est le dialogue en face à face.
7 Un logiciel opérationnel est la principale mesure d’avancement.
8 Les processus Agiles encouragent un rythme de développement soutenable
Ensemble, les commanditaires, les développeurs et les utilisateurs devraient être capables de maintenir indéfiniment un rythme constant.
9 Une attention continue à l’excellence technique et à une bonne conception renforce l’agilité.
10 La simplicité - c’est-à-dire l’art de minimiser la quantité de travail inutile - est essentielle.
11 Les meilleures architectures, spécifications et conceptions émergent d’équipes auto-organisées.
12 À intervalles réguliers, l’équipe réfléchit aux moyens de devenir plus efficace, puis règle et modifie son comportement en conséquence.
Si ces principes sont issus de l’industrie du logiciel, ils se sont transposés depuis à de nombreux autres secteurs.
This representation of a mindset, values, and principles defines the essence of an Agile approach The various Agile methodologies employed today share the same mindset, values, and Agile principles This relationship is illustrated in Figure 2-3.
Figure 2-3 Relation entre les valeurs, les principes et les pratiques courantes du Manifeste Agile
Figure 2-3 illustrates a model inspired by Ahmed Sidky, which defines agility as a mindset shaped by the values and principles of the Agile Manifesto, ultimately realized through various practices It is noteworthy that while the term "Agile" gained popularity with the Manifesto, the approaches and techniques employed by project teams have been in existence for much longer.
Agile is a mindset characterized by values and guided by principles, expressed through various practices Agile professionals select their practices based on their specific needs.
Figure 2-4 Agile est un terme général pour désigner de nombreuses approches
Agile approaches and methods encompass a variety of frameworks and practices In this context, agility is viewed as a broad term that refers to a specific type of approach, technique, framework, or method that adheres to the values and principles outlined in the Agile Manifesto.
Agile methodologies, including Kanban, are subsets of the Lean method that emphasize key Lean principles These principles focus on delivering value, working with small batches, and eliminating waste, ensuring a streamlined and efficient approach to project management.
Agility can be understood as an approach, method, practice, technique, or framework, depending on the context This guide primarily refers to it as an "approach," unless another term is clearly more appropriate.
Generally, there are two strategies for adhering to Agile values and principles The first involves adopting a formal Agile approach, which is intentionally designed and tested to achieve the desired outcomes.
It is essential to take the time to learn and understand Agile methodologies before making any modifications or adaptations Premature and insufficiently rigorous adjustments can diminish the effectiveness of the approach and limit its benefits For considerations related to adaptation, refer to Appendix X2.
The second strategy involves adapting project practices to align with the project's context while progressing towards a core value or principle Utilize timeboxes to create specific features or techniques for iterative improvements Consider breaking a large project into multiple releases, if the project's context allows Additionally, implement changes that will contribute to the project's success, which can occur outside the formal practices of the organization The ultimate goal is not merely to be Agile, but to deliver a continuous flow of value to clients and achieve better outcomes.
Les méthodes Lean et Kanban
One way to understand the relationship between Lean, Agile, and Kanban methodologies is to view Agile and Kanban as derivatives of Lean thinking In other words, Lean thinking encompasses the principles and attributes found in both Agile and Kanban.
This shared heritage emphasizes value creation, respect for individuals, waste minimization, transparency, adaptability to change, and continuous improvement Project teams often find it beneficial to combine various methods, focusing on what works best for their organization or team, regardless of the method's origin The primary goal is to achieve optimal results, irrespective of the approach utilized.
The Kanban method, rooted in the original Lean production system, is particularly effective for knowledge work Emerging in the mid-2000s, it serves as an alternative to the Agile methodologies that were dominant at the time.
The Kanban method is less restrictive than some Agile approaches and is also less disruptive, as it embodies the principle of "Start where you are." Project teams can easily begin implementing Kanban and can progress to other Agile methodologies if they find it necessary or suitable For more information on the Kanban method, refer to Appendix A3, which presents Agile and Lean frameworks.
Incertitude, risque et sélection du cycle de vie
Certain projects involve significant uncertainty regarding their requirements and how to meet them using current knowledge and technologies This uncertainty can lead to high rates of change and increased complexity within the project These characteristics are illustrated in Figure 2-5.
The uncertainty of a project increases with the risk of deliverable recovery, necessitating a different approach To mitigate the impact of these risks, teams opt for lifecycle models that enable them to manage projects with high uncertainty through small increments of work.
Teams can enhance their work by delivering small increments, allowing for quicker and more accurate understanding of client requirements compared to static written specifications This iterative approach enables them to verify their progress and make necessary adjustments more effectively.
The Kanban method, integral to both Lean and Agile movements, continues to generate discussions Originally developed within the Lean production sector, it has found widespread application in Agile contexts.
Incertitude – Axe exigences Fo rt e incer titud e Fa ible incer titude
Figure 2-5 Modèle d’incertitude et de complexité inspiré du modèle de complexité de Stacey
Teams can efficiently plan and manage projects by establishing clear and stable requirements along with precise technical challenges However, project uncertainty increases with the likelihood of changes, leading to unnecessary work and rework, which can be time-consuming and costly.
Many teams have evolved project life cycles to adopt iterative and incremental approaches By examining requirements iteratively and delivering in increments, teams find it easier to adapt to changes These methods help reduce waste and rework, as teams receive timely feedback Key features of these approaches include short feedback loops, frequent process adaptations, re-prioritization of tasks, regularly updated plans, and frequent deliveries.
What do simple, complicated, and complex projects mean? Consider large projects like the Big Dig in Boston, USA At first glance, the project appeared straightforward, requiring only the burial of an elevated highway underground There was almost unanimous agreement on the requirements.
(voir l’axe Y de la figure 2-5) et peu d’incertitude sur le déroulement du projet jusqu’au démarrage
Comme souvent pour de nombreux grands projets, il y a eu des imprévus.
If a team is engaged in a project that allows little room for intermediate deliverables or prototyping, it is likely to employ a predictive lifecycle for management While the team may adapt to emerging challenges, it will not be able to utilize Agile methodologies for the iterative discovery of requirements or incremental deliverables for feedback.
The Big Dig project was highly complex and faced significant challenges Many initiatives starting from the lower left corner of Stacey's complexity model lack the flexibility to pivot to alternative strategies It is essential to assess the project in terms of both requirements and delivery methods to identify the most effective approach for its lifecycle.
Iterative, incremental, and agile approaches are well-suited for projects that involve new or innovative tools, techniques, materials, or application areas They are particularly effective in scenarios where research and development are essential, where change rates are high, where requirements, uncertainties, or risks are unclear or unknown, or where the final objective is challenging to define.
By implementing small increments and conducting tests and analyses, the team can address uncertainty at a lower cost and within a short timeframe, thereby reducing risk and maximizing value creation This uncertainty may pertain to product relevance and requirements (are we building the right product?), technical feasibility and performance (can this product be realized?), or process and personnel efficiency (is the team working effectively?) Typically, these three aspects—product specifications, production capacity, and process adaptability—carry significant uncertainty.
Iterative and incremental approaches have limitations in their applicability, especially when there is significant uncertainty surrounding technologies and requirements In such cases, projects can shift from being complex to chaotic To enhance the reliability of the project, it is essential to manage at least one variable of uncertainty effectively.
SÉLECTION DU CYCLE DE VIE
Projects come in various forms and can be undertaken in multiple ways Project teams must understand the characteristics and available options to select the best approach for a given situation.
This guide discusses four types of life cycles: the predictive life cycle, which follows a traditional approach with planning done primarily in advance and executed in a single sequential operation; the iterative life cycle, which allows for feedback to improve and modify unfinished work; the incremental life cycle, which delivers finished products that clients can use immediately; and the Agile life cycle, which combines iterative and incremental approaches to refine work elements and enable frequent deliveries.
COMMENT FAUT-IL APPELER LES APPROCHES NON AGILE ?
There is no universal term to describe non-Agile approaches Initially, this guide referred to these methods as plan-driven approaches, emphasizing the importance of an initial plan followed by its execution Some prefer the terms "waterfall" or "sequential" to describe this lifecycle Ultimately, we have chosen the term "predictive," as it is the one used in the Project Management Body of Knowledge (PMBOK® Guide).
Software Extension to the PMBOK ®
SÉLECTION DU CYCLE DE VIE
Caractéristiques des cycles de vie du projet
Le tableau 3-1 résume les caractéristiques des quatre catégories de cycle de vie traitées dans ce guide.
Tableau 3-1 Caractéristiques des quatre catégories de cycle de vie
It is essential to note that all projects share certain characteristics, adhering to requirements, delivery, change, and objectives The intrinsic features of a project dictate the most suitable project lifecycle.
Another way to understand the variations in project life cycles is to use a continuum that ranges from predictive cycles on one end to Agile cycles on the other, incorporating more iterative or incremental cycles in between.
Figure X3-1 in Appendix X3 of the PMBOK® Guide – Sixth Edition illustrates the project continuum as a flat line, showcasing the transition of project characteristics from one end to the other Additionally, the two-dimensional square depicted in Figure 3-1 serves as an alternative representation of this continuum.
Exécutée une fois pour l’intégralité du projet
Exécutée une fois pour un incrément donné
Obtenir une solution correcte Être rapide
Créer de la valeur pour le client grâce à des livraisons fréquentes et à un retour d’information
Figure 3-1 Le continuum des cycles de vie
No single life cycle fits all projects perfectly; however, each project occupies a position on a continuum that balances its unique characteristics within its context Predictive life cycles leverage known and proven elements to reduce uncertainty and complexity, allowing teams to break work into predictable sequences Iterative life cycles facilitate feedback to enhance and modify unfinished or partially completed work Incremental life cycles provide finished deliverables that clients can use immediately Agile life cycles combine both iterative and incremental features, enabling teams to iterate on products and deliver finished outputs swiftly This approach ensures rapid feedback, granting clients visibility, confidence, and control over the product, while allowing for earlier returns on investment as teams prioritize the creation of high-value artifacts.
Fréquence de livraison Fa ible Élevée
3.1.1 CARACTÉRISTIQUES DES CYCLES DE VIE PRÉDICTIFS
Predictive life cycles offer a high level of certainty due to strict requirements, team stability, and low risk levels As a result, project activities are typically carried out sequentially, as illustrated in Figure 3-2.
To successfully implement this approach, the team requires detailed plans outlining deliverables and execution methods Project success is enhanced when potential changes, such as shifts in requirements or team member deliverables, are minimized In predictive projects, team leaders strive to keep changes to a minimum.
At the project's outset, the team establishes detailed requirements and plans, which allows them to identify constraints These constraints are then utilized to manage risks and costs effectively As the team progresses with the detailed plan, they monitor and control any changes that may impact the project's scope, timeline, or budget.
Predictive projects typically generate value only upon completion, focusing on a sequential work process If there are changes or disagreements regarding requirements, or if the technological solution proves more complex than expected, unforeseen costs may arise.
It is crucial to remember that life cycles share a common element: planning What differentiates a life cycle is not whether planning has been carried out, but rather the extent and timing of its execution At the predictive end of the continuum, the plan dictates the work to be done, as planning is largely completed in advance.
Les exigences sont identifiées et détaillées autant que possible
L’équipe établit un échéancier des livrables et mène les activités générales d’approvisionnement.
Iterative approaches involve planning for prototypes and proofs, with outcomes aimed at modifying the initial plans Early reviews of unfinished work facilitate the reassessment of future project tasks.
Parallèlement, les initiatives incrémentales prévoient de livrer des sous-ensembles du projet global Les équipes peuvent planifier plusieurs livraisons successives à l’avance ou une seule à un moment donné
Les livraisons permettent de réévaluer le futur travail du projet.
Figure 3-2 Cycle de vie prédictif
3.1.2 CARACTÉRISTIQUES DES CYCLES DE VIE ITÉRATIFS
Iterative life cycles enhance products or outcomes through a series of prototypes or feasibility demonstrations Each new prototype generates valuable feedback from stakeholders and introduces fresh ideas to the team The team then incorporates this new information by revisiting at least one project activity in the subsequent cycle By utilizing timeboxes—fixed-duration intervals—over several weeks, the team gathers insights and adjusts activities accordingly This iterative approach helps to identify and mitigate project uncertainties effectively.
Iterative life cycles are beneficial for projects characterized by high complexity, frequent changes, or differing stakeholder perspectives on the desired final product While these cycles may take longer to complete, they prioritize learning over quick delivery.
La figure 3-3 illustre certains éléments d’un cycle de vie de projet itératif pour la livraison d’un seul produit.
Figure 3-3 Cycle de vie itératif
Analyser Concevoir Fabriquer Tester Livrer
3.1.3 CARACTÉRISTIQUES DES CYCLES DE VIE INCRÉMENTAUX
Some projects prioritize rapid delivery, as certain companies and initiatives cannot afford to wait for complete solutions In such cases, clients are willing to accept a subset of the overall solution This frequent delivery of smaller deliverables is known as the incremental life cycle.
Figure 3-4 Cycle de vie comportant des incréments de taille variable
Analyser Concevoir Réaliser Tester Livrer
Analyser Concevoir Réaliser Tester Livrer
Analyser Concevoir Réaliser Tester Livrer
Have you ever been involved in a project where the requirements seemed to change daily? Did you think that you would only understand the requirements once a prototype was delivered and approved? If so, Agile methodologies could have been beneficial A prototype fosters feedback and enhances understanding of the requirements to be considered for each deliverable.
Incremental life cycles optimize work by delivering value to sponsors or clients more frequently than a single final product Teams first plan initial deliveries and then begin work on the first one as soon as possible Some Agile projects generate value just days after the project launch, while others may take from one to several weeks As the project progresses, the team may deviate from the original vision; however, these deviations are manageable because the team is able to create value earlier in the process.
Le degré de changement et de variation est moins important que le fait de s’assurer que les clients obtiennent de la valeur avant le terme du projet.
La livraison d’une seule fonctionnalité ou d’un élément de travail fini au client illustre cette approche incrémentale.
Mélange des approches Agile
Les équipes agiles limitent rarement leurs pratiques à une approche
Agile methodologies adapt to the unique characteristics of each project context, including diverse team skills and backgrounds, product component variety, and factors such as age, size, criticality, complexity, and regulatory constraints of the working environment.
Agile frameworks are not tailored to individual teams; instead, teams must adapt practices to consistently deliver value Often, teams utilize their unique blend of Agile methodologies, even when starting with a specific framework.
Mixed approaches to Agile frameworks often involve a coordinated use of Scrum, Kanban, and elements of eXtreme Programming (XP) Scrum outlines the roles of a product owner, scrum master, and a multidisciplinary development team, incorporating sprint planning, daily scrums, sprint reviews, and retrospectives The Kanban board enhances team efficiency by visualizing workflow, highlighting obstacles, and managing work within process limits Additionally, XP-inspired practices such as story cards, continuous integration, refactoring, automated testing, and test-driven development further boost Agile team effectiveness In summary, the synergy created by blending these practices leads to higher performance outcomes than each individual component could achieve alone.
Facteurs du projet qui influencent l’adaptation
Parfois, les attributs du projet nécessitent l’adaptation d’une approche Le tableau 3-2 identifie certains facteurs du projet et les options d’adaptation à prendre en compte.
Tableau 3-2 Options d’adaptation pour une meilleure adéquation
Pour mieux comprendre les facteurs qui influencent l’adaptation, consultez l’annexe X2 intitulée Attributs qui influencent l’adaptation.
Facteur du projet Options d’adaptation
Type de demande : régulière ou ponctuelle
Taux d’amélioration des processus requis par le niveau d’expérience de l’équipe.
Le flux de travail est souvent interrompu par des retards ou des obstacles.
La qualité des incréments du produit est mauvaise.
Plusieurs équipes sont nécessaires pour réaliser un produit.
Les membres de l’équipe projet n’ont jamais utilisé d’approches Agile.
Many teams believe that using a regular time block cadence helps them effectively conduct demonstrations, retrospectives, and accept new work Additionally, some teams require more flexibility to manage an increased workload By adopting a flow-based Agile approach alongside a cadence, teams can optimize their performance and benefit from both structured and adaptive methodologies.
Augmenter la fréquence des rétrospectives et choisir les améliorations.
Donner de la visibilité au travail en utilisant des tableaux kanban et en testant les limites des différents domaines du processus de travail afin d’améliorer le flux.
Utiliser les diverses pratiques de développement orienté par les tests Cette discipline d’évitement des erreurs permet de détecter les moindres défauts.
To transition from a single Agile team to multiple teams with minimal complications, it is essential to understand Agile program management and scaling frameworks Following this, it is important to develop an approach tailored to the specific context of the project.
Begin by training team members on the Agile mindset and core principles If the team chooses to adopt a specific methodology, such as Scrum or Kanban, it is essential to organize a corresponding workshop to facilitate their learning and effective implementation.
MISE EN ŒUVRE D’AGILE : CRÉATION D’UN ENVIRONNEMENT AGILE
Un état d’esprit Agile pour commencer
To effectively manage a project using an Agile approach, the project team must first embrace an Agile mindset Key considerations for developing an implementation strategy include determining how the team can embody Agile principles, identifying elements that can be delivered quickly for early feedback, ensuring transparency in actions, prioritizing high-impact activities by eliminating less critical tasks, and recognizing how achieving team objectives can enhance a servant leadership approach.
Le servant leadership responsabilise l’équipe
Agile approaches emphasize servant leadership as a means to empower teams This concept is rooted in the idea that a leader's role is to serve their team To achieve optimal performance, a leader must understand and address the needs and development of team members.
The role of a servant leader is to guide the team in understanding and defining agility Servant leaders actively practice and promote Agile methodologies, approaching project work in a structured manner First, they collaborate with the team to define the project's purpose, ensuring everyone is engaged and aligned with the project's goals This optimizes the team's performance at the project level rather than focusing on individual contributions Once the purpose is established, servant leaders foster an environment where everyone can thrive and succeed.
Encourage every team member to actively contribute to the project's work Focus on achieving results rather than striving for a perfect Agile process If a multidisciplinary team consistently delivers tangible value and reflects on both the product and the process, it demonstrates true agility Ultimately, the name the team assigns to its process is of little importance.
Servant leadership enhances project leaders' agility and fosters team success through several key characteristics: it encourages self-awareness, active listening, and a commitment to serving the team Additionally, it focuses on helping individuals grow, supporting rather than controlling them, and prioritizing safety, respect, and trust By promoting the energy and knowledge of others, servant leadership creates a collaborative and empowering environment for all team members.
Le servant leadership n’est pas propre à l’agilité, mais, une fois pratiqué, les leaders-serviteurs constatent généralement qu’il s’intègre bien à l’état d’esprit et aux valeurs Agile.
By enhancing their skills in servant leadership and facilitation, leaders are more likely to become agile This enables servant leaders to assist their teams in collaborating effectively, ultimately allowing them to create value more rapidly.
High-performing agile teams embrace a growth mindset, believing that everyone can acquire new skills When both the team members and servant leaders adopt this belief in their ability to learn, it enhances the overall competence of the group.
4.2.1 LES RESPONSABILITÉS DU LEADER-SERVITEUR
Servant leaders manage relationships to foster communication and coordination within their team and organization By building these connections, they navigate the organization to support their team effectively This support helps eliminate obstacles and streamline processes Understanding agility, servant leaders adopt a mindset that enables them to address the team's needs efficiently.
By adopting a servant leadership approach, project managers shift from merely coordinating tasks to facilitating collaboration within the team These facilitators empower the entire team to think critically and work effectively together They promote participation, enhance understanding, and foster shared responsibility for team outcomes, guiding the team in developing acceptable solutions.
Servant leaders foster collaboration and open communication within and between teams For instance, a servant leader highlights and communicates bottlenecks within a team and across teams, enabling them to address and resolve these issues effectively.
Additionally, the facilitator enhances collaboration through interactive meetings, informal dialogues, and knowledge sharing Servant leaders achieve this by acting as coaches and impartial intermediaries, rather than making decisions that others must take responsibility for.
4.2.1.2 LES LEADERS-SERVITEURS LÈVENT LES OBSTACLES ORGANISATIONNELS
The first value of the Agile Manifesto emphasizes individuals and their interactions over processes and tools Instead of focusing solely on streamlining processes that may hinder agility within a team or organization, a servant leader prioritizes fostering relationships and communication among individuals For instance, if a department requires extensive documentation, the servant leader collaborates with them to identify essential documents, create a shared understanding of how Agile deliverables meet these needs, and assess the necessary documentation level This approach allows teams to concentrate more on delivering value rather than getting bogged down in excessive documentation.
Servant leaders must address longer processes that create bottlenecks, hindering an organization's agility Key areas to examine include finance, change management committees, and audits By collaborating with others, servant leaders can invite teams to review these processes to better support agile teams and leaders For instance, delivering a functional product every two weeks is futile if it gets stuck in a lengthy release process that takes six weeks Many organizations face such bottlenecks that prevent teams from delivering valuable products or services quickly A servant leader has the ability to eliminate these organizational obstacles, enabling more efficient delivery.
In Agile, the team takes charge of its processes and the outcomes of its work, emphasizing self-management and self-organization for all members involved in supporting the project and organization Servant leaders aim to meet the needs of the teams, projects, and the organization itself They collaborate with infrastructure management to create dedicated spaces for the team, work with leadership to ensure the team can concentrate on one project at a time, and partner with the product owner to develop stories collaboratively Additionally, some servant leaders work alongside auditors to refine processes within regulatory frameworks, while others assist the finance department in transitioning to incremental budgeting.
Le leader-serviteur prépare l’équipe à faire de son mieux Il influence les projets et encourage l’organisation à penser différemment.
4.2.1.4 RESPONSABILITÉS À PRENDRE EN COMPTE PAR LE LEADER-SERVITEUR
Les leaders-serviteurs peuvent avoir bien des titres Ce qui importe, c’est ce qu’ils font Voici quelques exemples de responsabilités d’un leader-serviteur :
In addition to servant leadership, team members emphasize their interpersonal skills and emotional intelligence alongside their technical abilities Each team member strives to demonstrate initiative, integrity, emotional intelligence, honesty, collaboration, humility, and a willingness to communicate in various ways to work together effectively.
The team requires specific skills to effectively navigate project shifts and technical changes in the product Adaptability among team members increases the likelihood of success It is crucial to educate stakeholders on the principles and benefits of Agile methodologies, emphasizing prioritization, accountability, and enhanced productivity through autonomous teams, leading to improved quality via frequent reviews Supporting the team through mentorship and encouragement fosters career development, allowing members to gain confidence and assume greater roles within the organization A servant leader plays a vital role in guiding team members in their current positions and beyond, even if it leads to their departure from the team Additionally, assisting the team with project management techniques, such as quantitative risk analysis, is essential, especially when team members lack experience in certain functions Leaders who are well-versed in these techniques can provide training and support Celebrating team successes and promoting engagement with external groups creates a positive feedback loop of appreciation and goodwill, enhancing collaboration.
4.2.2 RÔLE DU CHEF DE PROJET DANS UN ENVIRONNEMENT AGILE
Composition de l’équipe
The significance of individuals and interactions is central to the values and principles of the Agile Manifesto Agile methodology enhances value flow by prioritizing the rapid delivery of features to customers over the allocation of personnel.
Reflecting on ways to optimize value flow, teams experience several benefits: individuals are more likely to collaborate effectively; teams complete value-creating tasks more quickly; and they waste significantly less time, as they avoid multitasking and do not need to constantly reorient themselves to the context.
Les équipes agiles se concentrent sur le développement rapide de produits en vue d’obtenir un retour d’information
Effective agile teams typically consist of three to nine members and are ideally located in a dedicated, shared space Team members are fully committed to their respective teams, fostering a culture of self-management where individuals decide who will take on tasks based on the defined scope for the upcoming period Agile teams thrive under servant leadership, with team leaders supporting their teams' approaches to work.
Multidisciplinary agile teams frequently deliver functional product increments Their work is a collective responsibility, and they possess all the necessary skills to produce a finished product.
Regardless of the Agile approach, the more the team defines the work in progress, the better its members can collaborate to expedite the overall product development Competent Agile team members engage in various collaborative practices, such as pairing, swarming, or coalition, to avoid falling into the trap of mini-waterfalls Mini-waterfalls occur when the team addresses all requirements for a given period, followed by comprehensive design and construction, often leading to the realization that their assumptions are no longer valid during the building phase or post-construction testing This results in wasted time on processing all requirements In contrast, when team members collaborate to deliver a limited set of features that encompass the entire product, they learn and adapt as they progress, ultimately delivering minimal yet complete functionalities.
Agile projects benefit from team structures that enhance collaboration both within and between teams Collaborative team members boost productivity and facilitate innovative problem-solving, as illustrated in Table 4-1.
Tableau 4-1 Attributs d’une équipe agile performante
Il existe trois rôles courants en Agile : u u les membres d’une équipe pluridisciplinaire ; u u le product owner ; u u le facilitateur d’équipe.
Le tableau 4-2 décrit ces rôles d’équipe.
Colocalisation ou capacité à gérer les difficultés liées à l’emplacement Équipe composée de généralistes et de spécialistes
• Petite équipe, moins de dix personnes
• Création de valeur finie en tant qu’équipe indépendante
• Intégration de toutes les activités en vue de livrer un travail fini
• Retour d’information de l’équipe et des autres, tels que le product owner
• Les spécialistes apportent une expertise spécifique et les généralistes une flexibilité quant à l’attribution des rôles
• L’équipe s’appuie sur les compétences spécialisées de ses membres, qui développent des compétences généralistes plus larges basées sur l’expérience acquise.
• Interdépendance des membres de l’équipe en vue de la livraison
• Calculs simplifiés des cỏts de l’équipe (rendement annualisé)
• Préservation et développement du capital intellectuel
Tableau 4-2 Rôles d’une équipe Agile
Membre d’une équipe pluridisci- plinaire
Multidisciplinary teams are essential in software development as they consist of members with all the necessary skills to create a functional product Typically, these teams include designers, developers, testers, and other roles, allowing for regular product releases By collaborating effectively, multidisciplinary teams can deliver high-quality work in a shorter timeframe, minimizing external dependencies.
The product owner is responsible for defining and communicating the product's direction, prioritizing tasks based on their value They work daily with their teams, providing feedback on the product and guiding the development of the next feature to be delivered This often involves breaking down tasks into manageable pieces that can be clearly outlined on a task sheet.
The product owner collaborates with stakeholders, clients, and teams to define the product's direction Typically, they possess industry expertise and provide in-depth insights for decision-making They may also seek assistance from experienced professionals, such as architects, or those with deep customer knowledge, like product managers Additionally, the product owner must be trained in organizing and managing workflows within the team.
Dans un environnement Agile, il crée le backlog pour et avec l’équipe Le backlog permet aux équipes de voir comment créer la valeur la plus élevée sans gaspillage.
Strong product ownership is a critical success factor for agile teams If the team fails to focus on delivering the highest value to the customer, they risk developing features that may not be valued or useful, ultimately wasting their efforts.
The third role of Agile teams is typically that of the team facilitator, often referred to as a servant leader This role may also be known as project manager, Scrum Master, project team leader, team coach, or team facilitator.
All agile teams require servant leadership, as individuals need time to develop their skills in facilitation, coaching, and obstacle removal.
Au départ, de nombreuses organisations invitent des coaches Agile externes pour les aider lorsque leur capacité d’accompagnement interne n’est pas encore entièrement développée
External coaches bring valuable experience to the table, but they often lack strong relationships within the client organization Conversely, internal coaches have established connections and a deep understanding of the organization, yet they may lack the extensive experience needed to maximize their effectiveness.
Les équipes agiles sont pluridisciplinaires, mais les personnes ne démarrent souvent pas de cette manière Néanmoins, de nombreuses équipes agiles compétentes sont constituées de spécialistes-généralistes, ou ô esprits en T ằ.
Team members possess both specialized skills and extensive experience across various fields, rather than focusing solely on a single specialization Agile team members cultivate these abilities through intense collaboration and self-organization, enabling them to disseminate knowledge and complete tasks efficiently, which requires regular mutual support.
Focusing on the performance of an individual can be counterproductive and may create bottlenecks that hinder the entire team's progress The primary goal for the team should be to optimize the delivery of completed work to facilitate timely feedback.