{"id":1678,"date":"2023-04-03T22:29:12","date_gmt":"2023-04-03T20:29:12","guid":{"rendered":"https:\/\/productwhys.org\/?p=1678"},"modified":"2023-04-03T22:35:29","modified_gmt":"2023-04-03T20:35:29","slug":"le-workflow","status":"publish","type":"post","link":"https:\/\/productwhys.org\/index.php\/2023\/04\/03\/le-workflow\/","title":{"rendered":"Le workflow (flux de travail)"},"content":{"rendered":"\n

Le workflow est une mod\u00e9lisation de l’enchainement de l’ensemble des activit\u00e9s qui composent le product management. C’est l’h\u00e9ritage du Value Stream Mapping. <\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Des \u00e9l\u00e9ments circulent tout au long du workflow pour se voir soumis aux diff\u00e9rentes activit\u00e9s. Ainsi, l’\u00e9l\u00e9ment qui d\u00e9bute sa course avec l’activit\u00e9 1 n’est plus dans le m\u00eame \u00e9tat lors de la r\u00e9alisation de l’activit\u00e9 2. Il subit une transformation.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Une des particularit\u00e9s d’un workflow par rapport \u00e0 un processus, c’est qu’il est compos\u00e9 de diff\u00e9rents backlogs. Un backlog contient l’ensemble des \u00e9l\u00e9ments en attente de traitement (To Do). C’est aussi ce qu’on appelle du stock (inventory) dans le langage du Lean.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Dans les usines de production physiques, il y a un backlog \u00e0 l’entr\u00e9e du poste qui r\u00e9alise l’activit\u00e9, et un backlog \u00e0 la sortie. En effet, il est n\u00e9cessaire de d\u00e9placer les \u00e9l\u00e9ments d’un poste \u00e0 l’autre.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

On peut par exemple avoir en backlog d’entr\u00e9e un ch\u00e2ssi de voiture et des roues, qui sont assembl\u00e9es sur le poste, puis plac\u00e9s assembl\u00e9s dans le backlog de sortie.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Il est possible de cr\u00e9er d’autres \u00e9tats que \u00ab\u00a0To Do\u00a0\u00bb, \u00ab\u00a0In Progress\u00a0\u00bb et \u00ab\u00a0Done\u00a0\u00bb, comme \u00ab\u00a0Impediments\u00a0\u00bb qui correspond aux \u00e9l\u00e9ments deffectueux par exemple.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

En product management, on va surtout travailler sur la repr\u00e9sentation virtuelle des \u00e9l\u00e9ments et de leur \u00e9tat. Ainsi, on nomme backlog ce qui est en r\u00e9alit\u00e9 un backlog virtuel ou informationnel suivi d’\u00e9tats dont la repr\u00e9sentation n’est pas diff\u00e9renci\u00e9e.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Il en est de m\u00eame pour les \u00e9l\u00e9ments. On nomme \u00e9l\u00e9ment principalement la repr\u00e9sentation virtuelle des \u00e9l\u00e9ments trait\u00e9s.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Ainsi, il y a diff\u00e9rents types d’\u00e9l\u00e9ments virtuels qui peuvent transiter : les r\u00e9f\u00e9rences des \u00e9l\u00e9ments \u00e0 chaque \u00e9tape du workflow, et\/ou les sp\u00e9cifications du travail \u00e0 r\u00e9aliser. Les sp\u00e9cifications du travail \u00e0 r\u00e9aliser, en mode de fonctionnement agile, sont formul\u00e9es sous la forme de cas d’usage (User Stories), exp\u00e9rimentations (Spikes), r\u00e9alisation technique (Technical Story ou Technical Requirement), d\u00e9faut \u00e0 corriger (bug), etc.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

En product management, le cas d’usage (user story) est la source de toutes les autres sp\u00e9cifications car il se concentre sur le persona cible. <\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Le cas d’usage est compos\u00e9 d’une phrase courte qui r\u00e9capitule ce que l’utilisateur peut faire et ce que le r\u00e9sultat lui apporte en terme de valeur ajout\u00e9e ou d’impact. Le contexte vient renseigner l’\u00e9tat initial, les diff\u00e9rentes contraintes, le parcours pr\u00e9alable, etc. Le sc\u00e9nario d\u00e9crit ce que l’impl\u00e9mentation du cas d’usage doit permettre \u00e0 l’utilisateur de r\u00e9aliser. Les sp\u00e9cifications techniques et fonctionnelles viennent ajouter du d\u00e9tail, notamment en termes d’attentes de performances, d’engagement au sens SLO, etc. Les crit\u00e8res d’acceptance quant \u00e0 eux sont un outil qui permet \u00e0 ceux qui impl\u00e9mentent le cas d’usage de s’assurer que celui-ci r\u00e9pond \u00e0 l’ensemble des exigences pr\u00e9c\u00e9demment mentionn\u00e9es. Cela correspond la plupart du temps \u00e0 des cas de tests formul\u00e9s en langage Gherkin par exemple.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Ainsi, l’objectif est de faire circuler des \u00e9l\u00e9ments (items) d’un backlog \u00e0 un autre, d’un \u00e9tat \u00e0 un auttre, etc.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Pour r\u00e9guler le flux, Toyota a invent\u00e9 le concept de Kaban. En usine, c’est par exemple un nombre de caisses de transport fixe qui transitent d’une \u00e9tape \u00e0 une autre. Les caissent reviennent au point de d\u00e9part une fois le travail r\u00e9alis\u00e9 (done). Ainsi, on ne peut avoir sur la chaine de production que le nombre d’\u00e9l\u00e9ments correspondant au nombre de caisses en circulation. Le principe est de limiter le nombre d’\u00e9l\u00e9ments en cours d’assemblage en m\u00eame temps sur la chaine de production pour limiter les g\u00e2chis li\u00e9s (muda).<\/p>\n\n\n\n

En product management, cette r\u00e9gulation s’op\u00e8re plut\u00f4t au niveau du nombre d’\u00e9l\u00e9ments qui peuvent \u00eatre dans un m\u00eame \u00e9tat. Par exemple \u00ab\u00a0In progress\u00a0\u00bb.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Lorsqu’on constate que les \u00e9tats aboutissent \u00e0 des activit\u00e9s diff\u00e9rentes, alors il est pertinent de scinder les activit\u00e9s.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Le takt time est le temps moyen mis entre l’entr\u00e9e du premier item et l’aboutissement de l’activit\u00e9 correspondante.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Dans un environement plus complexe, on peut imaginer des blocs d’activit\u00e9s par th\u00e8me de travail.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

La vari\u00e9t\u00e9 des travaux aboutit \u00e0 la gestion de cycles de travaux asynchrones que nous avons choisi de repr\u00e9senter au niveau de chaque bloc pour le product management.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Nous arrivons au bout de notre d\u00e9finition du workflow. N’h\u00e9sitez pas \u00e0 nous sugg\u00e9rer des am\u00e9liorations de cette d\u00e9finition pour nous faire avancer.<\/p>\n\n\n\n

\n
\n

Comment organiser le Product Management ?<\/strong><\/strong><\/p>\n\n\n\n

Nous d\u00e9coupons le Product Management<\/em> en blocs qui repr\u00e9sentent chacun des cycles de travaux asynchrones, avec des aller-retours nombreux : Customers & Users Management, Business & Shareholders Management, Team Empowerment & Continuous Improvement, Vision & Strategy, Discovery, Delivery, Operations & Distribution, Launch & Updates, et End of Life. L\u2019ensemble de ces blocs permet d\u2019aboutir \u00e0 des produits qui \u00e9mergent et \u00e9voluent avec le temps, et qui peuvent d\u00e9boucher sur des \u00e9cosyst\u00e8mes de produits…<\/p>\n\n\n\n

\n
Voir l’article<\/a><\/div>\n<\/div>\n<\/div><\/div>\n<\/div>
\"\"<\/figure><\/div>\n","protected":false},"excerpt":{"rendered":"

Le workflow est une mod\u00e9lisation de l’enchainement de l’ensemble des activit\u00e9s qui composent le product management. C’est l’h\u00e9ritage du Value Stream Mapping. Des \u00e9l\u00e9ments circulent tout au long du workflow pour se voir soumis aux diff\u00e9rentes activit\u00e9s. Ainsi, l’\u00e9l\u00e9ment qui d\u00e9bute sa course avec l’activit\u00e9 1 n’est plus dans le m\u00eame \u00e9tat lors de la […]<\/p>\n","protected":false},"author":2,"featured_media":1726,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"tdm_status":"","tdm_grid_status":"","_jetpack_memberships_contains_paid_content":false,"footnotes":"","jetpack_publicize_message":"","jetpack_publicize_feature_enabled":true,"jetpack_social_post_already_shared":false,"jetpack_social_options":{"image_generator_settings":{"template":"highway","default_image_id":0,"font":"","enabled":false},"version":2}},"categories":[52,65],"tags":[],"ppma_author":[215],"class_list":{"0":"post-1678","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-organisation-fr","8":"category-product-management"},"yoast_head":"\nLe workflow (flux de travail) - Product Whys - Association loi 1901<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/productwhys.org\/index.php\/2023\/04\/03\/le-workflow\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Le workflow (flux de travail) - Product Whys - Association loi 1901\" \/>\n<meta property=\"og:description\" content=\"Le workflow est une mod\u00e9lisation de l’enchainement de l’ensemble des activit\u00e9s qui composent le product management. 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