一个软件架构团队走向敏捷!

文章添加时间:2013-06-24

出自Stéphane Depres - 为一个软件架构团队进行一个具有挑战性的研究。 建立可视化管理过程同时考虑看板和Scrum最佳实践是一个速赢辅导,这就是成功的故事。

It all starts with quite complex architectural study, including a transformation roadmap of the Information Systems (new applications, retiring applications and interfaces changes), technology choices, data analysis, infrastructure and security topics.
And the deadline for delivering the analysis is tight. Very tight. I will not harp on about the reasons for this deadline and if it was really justified from a business point of view. That is another story!
In any case, we have 7 people who are not necessarily used to working in collaboration to coordinate: specialized architects (applications, technical, data, infrastructure), external experts and the IT Security Manager.

Knowing that I help to set up Kanban in maintenance teams of the same organization, the study responsible approached me requesting my help in implementing a visual management process. But he insisted on one point: the method must be as lightweight as possible.

At a subsequent meeting with the team, the broad outlines of the method were drawn up. A light approach defined by consensus and adopting some good Scrum and Kanban practices:

- Defining a prioritized backlog with the broad items of the analysis to be performed, but without entering into the granularity of technical tasks. There are many reasons for this choice but, in particular, I wanted the broad items to be broken down into technical tasks through team collaboration during meetings. This choice turned out to be a wise move approved by the team. It has enabled architects to challenge each other and to identify dependencies between tasks.

- A traditional visual management board except that, contrary to a SCRUM sprint, the overall backlog items are initially positioned in a Stock column. Considering the backlog size and the very specific context, it is realistic and has the merit of not having to subsequently open the backlog. The other columns are standard: To do, In progress, Done, Validated.

- Twice-weekly 30 minute meetings taking place in front of the visual management board and playing the role of sprint planning, of daily scrum and retrospectives. The "daily scrum" part is standard and each participant reports on their progress since the last meeting, their intended activity until the next meeting as well as identifying any impediment. However, there are two special features:
. During the move of a technical story (broad item) from the Stock column to the To do column, the team members break it down into technical tasks
. Moving technical tasks in the board is carried out according to the Kanban pull system approach while taking also into account the dependencies between tasks
At the end of the meeting, there is a 5 minute simplified retrospective to improve team practices.

The study was returned within time limits and was greatly appreciated for its qualities.

The inquiry launched at the end of the study has confirmed that the method has been appreciated by the whole team. Some returns verbatim of the members of the team :
- "Global vision, sharing"
- "Visual, fast and above all creates interaction with project participants"
- "Promotes the progressive prioritization of tasks"
- "Ease of management"

To conclude, implemented practices were successful as they took into account some Scrum and Kanban best practices while adapting them to the specific context and the expectations of the players.



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