February 13, 2015
The agile community is full of drive and new ideas. This is what I’ve liked for the last 10 years ever since I joined it. However, it may happen that the community enthusiasm makes me uncomfortable. In all fairness, I no longer share its hunger for new concepts to keep the community buzzing with novelties and shining new toys.
One of the target domains of new concept mass-production for the Agile community during the last few years has been Lean. Lean Start-up, Lean UX, Lean Analytics, Lean BtoB, Lean Kanban (probably the most confusing of all), Lean YouNameIt – not to mention SAFe framework that proudly displays the Lean flashy sticker on its top left corner.
This enthusiasm has had interesting consequences. First, it has allowed to put Lean in the spotlight as people were seeking alternative modes of management allowing to navigate the complexity of the 21st century business world. Second, it has also proved instrumental in introducing Lean to a new generation of professionals – including this blog main contributor. Read the rest of this entry »
February 9, 2015
Since I joined a start-up in 2004, I have been a very active practitionner and zealot of agile culture and practices. Yet, there are a few limits to Agile that I believe Lean tackles naturally : this is why I joined the Lean movement about 4 years ago. One of the limit I have observed during the last few years is a culture trend whereby Agile community thinks they solve problems just by removing the issue : here comes the NO organization.
The NO organization aims to fight the pointless over-complicatedness of our organizations (which is good) by getting rid of the actual topics (which is arguable, at best) : no managers, no process, no paper, no specs, no estimates, no planning, no email, no what_have_you. One could argue it is throwing out the baby together with the bath water.
The NO organization exhales the seductive perfume of the radical approach. It resonates with the (often false) image of the open source community or Agile methodologies.
My 2 cents : this is just as irrelevant as the over-complicatedness it aims to fight. And here’s why … Read the rest of this entry »
October 26, 2014
The Lean IT summit 2014 happened earlier this month and as usual it has been inspiring and fun. Inspiring as it was an opportunity to listen to stories from leading figures of the lean/agile community (Jeff Sutherland, Mary Poppendieck, Daniel T. Jones) or from major companies of the 21st century (Amazon, Spotify, ING direct, Nike and, of course, Toyota).
And it was fun because hanging out with the likes of Mike Orzen, Michael Ballé, Jeff Gothelf, David Boagerts and my colleagues at Operae Partners (disclaimer, the company I work for co-organizes the event) always is.
October 6, 2014
Les inscriptions sont toujours ouvertes pour le Lean IT Summit des 16 et 17 octobre. C’est une occasion unique de rencontrer des grands noms du Lean et de l’Agile réunis cette année à Paris :
- Jeff Sutherland, inventeur de SCRUM
- Mary Poppendieck auteure de “Lean Mindset” and “Lean Software Development”
- Jeff Gothelf, auteur de Lean UX
- et Dan Jones, l’inventeur du mot Lean.
August 27, 2014
Lorsque j’ai décidé l’an dernier d’infléchir ma carrière professionnelle pour me diriger vers le conseil, deux chemins se présentaient, tous deux prometteurs : Entreprise 2.0/Social Business d’un côté, Lean de l’autre.
Au terme de longues réflexions, j’ai choisi la seconde option car elle me semblait plus profondément en phase avec les enjeux des entreprises d’aujourd’hui, à savoir la nécessité de naviguer dans les turbulences du monde incertain qui est le nôtre. Ces turbulences et ce monde incertain sont en grande partie liés à la digitalisation de notre quotidien : la transformation digitale (ou numérique) des entreprises semble donc inéluctable.
Le Lean m’apparaît aujourd’hui comme l’évidente stratégie pour mener à bien cette transformation, pour les raisons suivantes :
- la transformation digitale correspond à une radicalisation de l’exploitation de nouvelles opportunités technologiques,
- il s’agit avant tout de principes de management
- un modèle existe, il s’agit des entreprises nées numériques (Google, Amazon, Facebook, Pixar, Twitter etc. …)
- leurs cultures de management sont toutes, explicitement ou implicitement, alignées avec les principes du Lean.
- (oh : et l’Entreprise.fr part avec un handicap culturel dans cette transformation)
(Je vous écris un long billet car je n’ai pas le temps d’en écrire un plus court, paraphraserais-je Pascal : attention, plus de 2000 mots)
I had a second article published today on InfoQ : Seven changes to remove waste from your software process.The first one being quite popular (a few weeks in the site top articles) Ben asked me to write another one, which I gratefully did.
It can be seen as another technical (and, I hope, actionable) article on my journey towards Lean while scaling agility to a full organization.
Thanks to Ben Linders for editing and Ana Maria Ciobatoru for her work in making it look great.
I have been in charge of implementing Lean Software Development in a software vendor house for about 2 years. During this time I have been coaching a large team throughout the development of two successive versions (let’s call them V2 and V3) of our enterprise solution.
We have gradually implemented seven major changes in our organization that have helped our R&D department to remove waste from our software development process with encouraging results. This essay is about implementing these seven changes, the results we obtained and what we have learned during the journey.
Read the article here.