Big and distributed agileproduct developmentin healthcare industry- learnings from the first projectXP 2012Andrea HeckSiem...
Author Andrea Heck Agile Coach at H IM SYNGO Siemens AG Healthcare mailto:andrea.heck@siemens.com @AgileAndrea Blog: Andre...
Contents                          Siemens Healthcare and SYNGO                          Traditional Development Setup   ...
Contents                          Siemens Healthcare and SYNGO                          Traditional Development Setup   ...
Siemens Healthcare Siemens Healthcare  provides innovative products  and complete solutions. Our software-based high  te...
We are a leader in imaging, therapy, and IT                   Imaging IT                                         syngo.via...
SYNGO SYNGO creates several products: Radiology Information Systems (RIS) Picture archiving and communication  systems ...
Medical Product DevelopmentMedical softwaredevelopment requires tobe compliant with specialregulations, according tolaws o...
Contents                          Siemens Healthcare and SYNGO                          Traditional Development Setup   ...
Development Distributed Over SitesBig development organization     Several hundred persons     Millions lines of code   ...
“Conways Law”       Architecture follows Organization                         Copyright © Siemens AG 2012. All rights rese...
Supplier Strategy: Extended Workbench Model Cost as selection criteria Incentives for suppliers by dates  & bug fixing r...
Contents                          Siemens Healthcare and SYNGO                          Traditional Development Setup   ...
The Agile/Lean Change - Motivation                       We developed great products, but it was difficult                ...
The Agile/Lean Change - Motivation   Agile Project Organization                                                           ...
Agile Transition at SYNGO                            Learn: trainers, books, real life examples  Learning and            ...
Timeline of the Transition  Iterative                    Management                                                     St...
Agile Transition – Key Principles Every employee contributes  directly to customer value Avoid waste: minimize  handover...
Value Stream Before – Hierarchical Organization            €    Customer with            Value stream with many    feature...
Value Stream After – Customer Centric Organization                        A                                               ...
Using Scrum as Starting Point Proven and well known Easy to teach Experiences on scalability  available Training & Coa...
Scrum at SYNGO                 – Product Owner Team          Product Owner Team                                           ...
Scrum at SYNGO – Feature-oriented Scrum Teams Self-organizing, cross-functional  teams In most cases they are feature  t...
Scrum at SYNGO – Supplier Strategy Feature-oriented Scrum teams Local Product Owners as part  of Product Owners Team Co...
Scrum at SYNGO – From Supplier to PartnerBefore Participation Defensive  contract-based work Too many interfaces,  info...
Learning – Best Practice Sharing ‘Communities of Practice to  learn, and align, share across  sites A CoP is set up by l...
Communities of Practice – Screenshot                                     Copyright © Siemens AG 2012. All rights reserved....
Contents                          Siemens Healthcare and SYNGO                          Traditional Development Setup   ...
First Release AfterBig Agile Transition DONE                              Copyright © Siemens AG 2012. All rights reserved...
Project Velocity Big project with more than             Velocity: planned Story points                                   ...
Release Burn Down until Code Freeze          4 weeks before CF we          were nearly sure that this          would work ...
Meanwhile …The project passed successfullyits milestones and wassuccessfully released.Reasons? Better understanding by te...
Continuous Integration, Testing and Deployment Staged integration helps to  integrate quickly and respond to  automated t...
End Customer Collaboration – WorkshopsEnd customer workshop by ProductOwner Team to present conceptsand features, support ...
Employee and Team MotivationUps more interesting work – more learning more different topics and disciplines more info a...
Contents                          Siemens Healthcare and SYNGO                          Traditional Development Setup   ...
Continuous ImprovementA main pillar of lean and agilemethods iscontinuousimprovement Teams improve their own work   in re...
Continuous Organizational Improvement Apply Lean A3 Thinking  to obstacles and proposals Lean processes Simple, support...
Organizational Impediments: Process Overhead Iteration DONEness contributes  significantly to fulfillment of  medical reg...
If Nothing Impedes You, Only The Sky Is The Limit                                      Copyright © Siemens AG 2012. All ri...
ReferencesReferences: “Conways Law”: named so by Frederick Brooks, The Mythical man-Month (1975 -  Conway’s original: 196...
Thank you for your attention!!– Questions? Andrea Heck Agile Coach at H IM SYNGO Siemens AG Healthcare mailto:andrea.heck@...
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Agile Transition at Siemens Healthcare Syngo. XP2012 Presentation.

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Agile Transition at Siemens Healthcare Syngo. XP2012 Presentation.

  1. 1. Big and distributed agileproduct developmentin healthcare industry- learnings from the first projectXP 2012Andrea HeckSiemens AG Healthcare Copyright © Siemens AG 2012. All rights reserved.
  2. 2. Author Andrea Heck Agile Coach at H IM SYNGO Siemens AG Healthcare mailto:andrea.heck@siemens.com @AgileAndrea Blog: Andrea’s Agile Blog Copyright © Siemens AG 2012. All rights reserved. Author Healthcare / H IM SY
  3. 3. Contents  Siemens Healthcare and SYNGO  Traditional Development Setup  The Agile/Lean Change  Where are we now?  What’s next? Copyright © Siemens AG 2012. All rights reserved.Page 3 April 2012 Andrea Heck Healthcare / H IM SY
  4. 4. Contents  Siemens Healthcare and SYNGO  Traditional Development Setup  The Agile/Lean Change  Where are we now?  What’s next? Copyright © Siemens AG 2012. All rights reserved.Page 4 April 2012 29 Heck Andrea Healthcare / H IM SY
  5. 5. Siemens Healthcare Siemens Healthcare provides innovative products and complete solutions. Our software-based high tech medical imaging products enable an improved life of our customers and their patients.www.siemens.com/healthcare Copyright © Siemens AG 2012. All rights reserved. Page 5 April 2012 Andrea Heck Healthcare / H IM SY
  6. 6. We are a leader in imaging, therapy, and IT Imaging IT syngo.via Angiography, Computed Tomography and Magnetic Molecular Interventional Radiation Oncology Resonance Imaging Radiology  Leading in new equipment market share Innovation Leadership  Extensive installed base  Strong profitability to fuel R&D Copyright © Siemens AG 2012. All rights reserved. Healthcare / H IM SY
  7. 7. SYNGO SYNGO creates several products: Radiology Information Systems (RIS) Picture archiving and communication systems (PACS) A client-server advanced visualization system – syngo.via Mobile imaging applications (Not intended for diagnostic use) Copyright © Siemens AG 2012. All rights reserved. Page 7 April 2012 Andrea Heck Healthcare / H IM SY
  8. 8. Medical Product DevelopmentMedical softwaredevelopment requires tobe compliant with specialregulations, according tolaws of the respectivecountries where theproducts are being sold. Copyright © Siemens AG 2012. All rights reserved.Page 8 April 2012 Andrea Heck Healthcare / H IM SY
  9. 9. Contents  Siemens Healthcare and SYNGO  Traditional Development Setup  The Agile/Lean Change  Where are we now?  What’s next? Copyright © Siemens AG 2012. All rights reserved.Page 9 April 2012 27 Heck Andrea Healthcare / H IM SY
  10. 10. Development Distributed Over SitesBig development organization  Several hundred persons  Millions lines of code  Component orientedDistributed to sites along these dimensions over the world:  Software layers and specialty  Functional:  Requirements Engineering  Development  Test Copyright © Siemens AG 2012. All rights reserved.Page 10 April 2012 Andrea Heck Healthcare / H IM SY
  11. 11. “Conways Law” Architecture follows Organization Copyright © Siemens AG 2012. All rights reserved.Page 11April 2012 Andrea Heck
  12. 12. Supplier Strategy: Extended Workbench Model Cost as selection criteria Incentives for suppliers by dates & bug fixing rate In case of delay, add more people or shift deadlines Responsibility of supplier engineer for component Documents as interfaces Incredible number of real interfaces, due to splitting to components and integration Copyright © Siemens AG 2012. All rights reserved.Page 12 April 2012 Andrea Heck Healthcare / H IM SY
  13. 13. Contents  Siemens Healthcare and SYNGO  Traditional Development Setup  The Agile/Lean Change  Where are we now?  What’s next? Copyright © Siemens AG 2012. All rights reserved.Page 13 April 2012 23 Heck Andrea Healthcare / H IM SY
  14. 14. The Agile/Lean Change - Motivation We developed great products, but it was difficult and tedious to predict when they would be ready for release. GOALS  Improve time to market  Improve quality of delivered products  Customer centered development  Increase productivity Copyright © Siemens AG 2012. All rights reserved.Page 14 April 2012 Andrea Heck Healthcare / H IM SY
  15. 15. The Agile/Lean Change - Motivation Agile Project Organization Hands-on team Self-organizing, architects Product Owner Team feature-orientedAgile Project with business focus development teamsManagement Backlog-driven development Close collaboration Solution simplicity, with end customers test automation, refactoringTransparency Prioritization for value Customer centered development Just in time Improved Improved quality of Increased productivity time to market delivered products Copyright © Siemens AG 2012. All rights reserved. Healthcare / H IM SY
  16. 16. Agile Transition at SYNGO  Learn: trainers, books, real life examples Learning and  Create pilot teams and get feedback piloting  Get support! FEW, but GOOD Consultants Agile Transition  BIG CHANGE: organization, people, training, facilities, project, process, suppliers  Proposals from Scrum teams & benchmarking Continuous  Lightweight processes and tools Improvement  Kaizen, A3 thinking tools Copyright © Siemens AG 2012. All rights reserved.Page 16 April 2012 Andrea Heck Healthcare / H IM SY
  17. 17. Timeline of the Transition Iterative Management Start agileDevelopment Product Proposal – Decision: Owner Team development bottom up – Agile! coaching to get agile General roll Continuous training of Train and start more Scrum out of agile Integration pilot Scrum Teams Teams 2007 2008 2009 2010 2011 Build team Evaluate and training for rooms learn from first Product big project Owners First big agile project is training for running Agile Architects Copyright © Siemens AG 2012. All rights reserved. Page 17 April 2012 Andrea Heck Healthcare / H IM SY
  18. 18. Agile Transition – Key Principles Every employee contributes directly to customer value Avoid waste: minimize handovers, delay, overproduction Partners instead of suppliers Empowerment, active collaboration, and self-organization Continuous learning Organize around value stream Copyright © Siemens AG 2012. All rights reserved.Page 18 April 2012 Andrea Heck Healthcare / H IM SY
  19. 19. Value Stream Before – Hierarchical Organization € Customer with Value stream with many feature wish or handovers Delay need Value creation step with intermediate result Copyright © Siemens AG 2012. All rights reserved.Page 19 April 2012 Andrea Heck Healthcare / H IM SY
  20. 20. Value Stream After – Customer Centric Organization A Helper Customer with € feature wish or value stream need Big help Helper B € value stream Copyright © Siemens AG 2012. All rights reserved.Page 20 April 2012 Andrea Heck Healthcare / H IM SY
  21. 21. Using Scrum as Starting Point Proven and well known Easy to teach Experiences on scalability available Training & Coaching Covers mainly project management Plus: Seeding engineering practices Copyright © Siemens AG 2012. All rights reserved.Page 21 April 2012 Andrea Heck Healthcare / H IM SY
  22. 22. Scrum at SYNGO – Product Owner Team Product Owner Team Product Owners are responsible across product releases to: Chief  Provide vision Project Lead Product Lead Owner Architect  Maximize customer value  Prioritize the Product Backlog  Define and plan releasesProduct Owner Product Owner Product Owner  Define and communicate features Product Owner  Manage defect backlog Scrum Teams  Review DONEness definition  Involve customers Product Owner Product Owner  READIness of backlog items Copyright © Siemens AG 2012. All rights reserved.Page 22 April 2012 Andrea Heck Healthcare / H IM SY
  23. 23. Scrum at SYNGO – Feature-oriented Scrum Teams Self-organizing, cross-functional teams In most cases they are feature teams Each Scrum team is collocated on one site Team members come into the teams with different roles, yet all together are responsible for the team’s success Being compliant with medical regulations is part of DONEness Copyright © Siemens AG 2012. All rights reserved.Page 23 April 2012 Andrea Heck Healthcare / H IM SY
  24. 24. Scrum at SYNGO – Supplier Strategy Feature-oriented Scrum teams Local Product Owners as part of Product Owners Team Common Product Backlog Increased qualification and domain knowledgeTransition: Jointly defined cornerstones as framework for agile transition Partners decide their own way and pace, frequent exchange Copyright © Siemens AG 2012. All rights reserved.Page 24 April 2012 Andrea Heck Healthcare / H IM SY
  25. 25. Scrum at SYNGO – From Supplier to PartnerBefore Participation Defensive contract-based work Too many interfaces, information hell Component know-howAfter Full accountability Constructive, solution-oriented work Faster communication Product know-how Copyright © Siemens AG 2012. All rights reserved.Page 25 April 2012 Andrea Heck Healthcare / H IM SY
  26. 26. Learning – Best Practice Sharing ‘Communities of Practice to learn, and align, share across sites A CoP is set up by leaders for roles e.g. Scrum Masters, Architects, Developers, Testers, Line Managers, and others Mixture of face-to-face meetings, trainings and workshops, as well as regular remote on-line meetings CoPs are supported with Wikis and Sharepoint sites Copyright © Siemens AG 2012. All rights reserved.Page 26 April 2012 Andrea Heck Healthcare / H IM SY
  27. 27. Communities of Practice – Screenshot Copyright © Siemens AG 2012. All rights reserved.Page 27 April 2012 Andrea Heck Healthcare / H IM SY
  28. 28. Contents  Siemens Healthcare and SYNGO  Traditional Development Setup  The Agile/Lean Change  Where are we now?  What’s next? Copyright © Siemens AG 2012. All rights reserved.Page 28 April 2012 13 Heck Andrea Healthcare / H IM SY
  29. 29. First Release AfterBig Agile Transition DONE Copyright © Siemens AG 2012. All rights reserved. Wednesday, April 25, 2012 Seite 29 Healthcare / H IM SY
  30. 30. Project Velocity Big project with more than Velocity: planned Story points versus DONE Story points 20 Scrum teams Scrum allows high transparency on project progress Story point estimate by teams is quick, rough, yet good enough to take decisions Copyright © Siemens AG 2012. All rights reserved.Page 30 April 2012 Andrea Heck Healthcare / H IM SY
  31. 31. Release Burn Down until Code Freeze 4 weeks before CF we were nearly sure that this would work out, still with a small risk Copyright © Siemens AG 2012. All rights reserved.Page 31 April 2012 Andrea Heck Healthcare / H IM SY
  32. 32. Meanwhile …The project passed successfullyits milestones and wassuccessfully released.Reasons? Better understanding by teams of the product and their impact Much more and earlier feedback from Product Owners Less waste Early and repetitive testing in agile set up Copyright © Siemens AG 2012. All rights reserved.Page 32 April 2012 Andrea Heck Healthcare / H IM SY
  33. 33. Continuous Integration, Testing and Deployment Staged integration helps to integrate quickly and respond to automated test suites’ feedback Performance trending – no performance degradation during the complete project Stability tests give immediate feedback Lots of automated governance Copyright © Siemens AG 2012. All rights reserved. Page 33 April 2012 Andrea Heck Healthcare / H IM SY
  34. 34. End Customer Collaboration – WorkshopsEnd customer workshop by ProductOwner Team to present conceptsand features, support prioritizationand get feedback. Most features appreciated Some feature prioritization changes Few feature ideas abandoned Copyright © Siemens AG 2012. All rights reserved.Page 34 April 2012 Andrea Heck Healthcare / H IM SY
  35. 35. Employee and Team MotivationUps more interesting work – more learning more different topics and disciplines more info about end customer needs more team spirit happy testers as feature team membersDowns Working from backlog creates pressure Less free individual decision room Specialists partially unhappy to loose their special roleSustainability Over-hours decreased compared to previous releases Average working time is fairly constant during a release cycle, less peaks Copyright © Siemens AG 2012. All rights reserved.Page 35 April 2012 Andrea Heck Healthcare / H IM SY
  36. 36. Contents  Siemens Healthcare and SYNGO  Traditional Development Setup  The Agile/Lean Change  Where are we now?  What’s next? Copyright © Siemens AG 2012. All rights reserved.Page 36 April 2012 5 Andrea Heck Healthcare / H IM SY
  37. 37. Continuous ImprovementA main pillar of lean and agilemethods iscontinuousimprovement Teams improve their own work in retrospectives Everybody is getting better by learning new things Working beyond his or her specialization Analyzing root cause of obstacles before solving Copyright © Siemens AG 2012. All rights reserved.Page 37 April 2012 Andrea Heck Healthcare / H IM SY
  38. 38. Continuous Organizational Improvement Apply Lean A3 Thinking to obstacles and proposals Lean processes Simple, supporting tools Seeding technical excellence Copyright © Siemens AG 2012. All rights reserved.Page 38 April 2012 Andrea Heck Healthcare / H IM SY
  39. 39. Organizational Impediments: Process Overhead Iteration DONEness contributes significantly to fulfillment of medical regulations But the process is still quite heavy weight and asks for more than we need for fulfilling the regulations. We need to simplify. Copyright © Siemens AG 2012. All rights reserved.Page 39 April 2012 Andrea Heck Healthcare / H IM SY
  40. 40. If Nothing Impedes You, Only The Sky Is The Limit Copyright © Siemens AG 2012. All rights reserved.Page 40 April 2012 Andrea Heck Healthcare / H IM SY
  41. 41. ReferencesReferences: “Conways Law”: named so by Frederick Brooks, The Mythical man-Month (1975 - Conway’s original: 1968) p. 11 “A3 Thinking”: Durward K. Sobek II, Art Smalley: Understanding A3 Thinking: A Critical Component of Toyotas PDCA Management System (2008) – p. 38Useful Books: Bas Vodde und Craig Larmann, Scaling Lean & Agile Development : Large, Multisite, and Offshore Product Development with Large-Scale Scrum (2009) Mary &Tom Poppendieck: Lean Software Development: An Agile Toolkit (2003) Dean Leffingwell: Scaling Software Agility (2007)All photos are either from Siemens CC database, or syngo product photos, except pp. 13-35 which arefrom SYNGO Scrum teams and Product Owner Team. The shown medical images contain no real-lifepersonal data, but dummy data. Copyright © Siemens AG 2012. All rights reserved.Page 41 April 2012 Andrea Heck Healthcare / H IM SY
  42. 42. Thank you for your attention!!– Questions? Andrea Heck Agile Coach at H IM SYNGO Siemens AG Healthcare mailto:andrea.heck@siemens.com @AgileAndrea Blog: Andrea’s Agile Blog In a previous version of these slides, Michael Kircher, Director of Architecture at H IM SYNGO, also collaborated. Copyright © Siemens AG 2012. All rights reserved. Author Healthcare / H IM SY

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