À @FlowConFR, Jean-Philippe Denis nous parle d'amélioration continue chez @getqonto. En vrac : visual management c'est pour les équipes / chaque soucis est loggé (bac rouge) dans une bdd unique / PDCA / Kaizen / A3 / les soucis sont résolus par les personnes qui sont concernées / one piece flow / value analysis / methodology Shape Up / Dynamic (=present and future in the same place) sources of truth for screens, flows of screens, variants, APIs (dynamic too) with OpenAPI and sequence diagrams /no prioritization of bugs.

Oh, @nigelkersten describing himself at @FlowConFR as a post-devops people, after having been one of the first SRE at Google, built puppet, written 10+ Dora reports... that could be surprising :). Everyone talks about DevOps culture, but the term culture is not useful here, applicable to all the aspects of any professional practice. And too large to have an impact on.

I love when the keynote is after lunch and not the morning, such as @alexeykri and @roland_flemm today's keynote at @FlowConFR.
And this one seems... quite energised :). Vive le bricolage :).

First, @lukadotnet at @FlowConFR starts by warning us that commitment and accountability depends strongly of the context and history of people and organization. Start by talking of promises and not commitments. But then, how to trust each other - meaning making sure prime directive is valid? You are lucky if you can get closer to standardized or commoditized problems. But facing uncertainty... estimation doesn't work.

How @joaoasrosa at @FlowConFR shares how to raise our awareness about the changes that come across our business (eg. GDPR, Crypto, new markets...). Explicit component size and time span scope (and put it on a graph - cf @HiredThought). [But I didn't get the thing here, though it seems brainf*ing - the talk is so dense, every slide can be a talk of an hour :)].

Objectifs des architectes d'après Fathi Bellahcene de VPTech à @FlowConFR
- traiter ce qui est important (K. Beck)
- prendre en compte que dans l'e-commerce c'est pas les gros contre les petits mais les rapides contre les grands, et donc favoriser le TTM. Conséquence, il faut déléguer : déplacez la pouvoir de décision au niveau des sachants. En créant la confiance, en cherchant de à ne pas tendre la relation (notamment en donnant les objectifs et non les moyens pour atteindre les objectifs)

So, how could the team be really happy to go into retrospective, asks @apaipi at #lascot? Let's have a look at some retrospective "antipatterns" (antipatterns solve the problem in a way that is has to be refactored the after). Note - you can sell retrospective to management saying the team will learn. But its a place to share and appreciate too.