Scrum Gathering 2012 Shanghai_领导力与组织转型:scrum in china the hard way (oliver schreck& qu jie)

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讲师 :Oliver Schreck QU, Jie
Oliver Schreck:
• Agile experience since 2001, Feature Driven Development
• Implemented Scrum at Siemens Medical MR, Shenzhen
• Responsible for Agile Transition of Siemens Healthcare IKM, (1500+ people over 5 locations on 3 continents)
• Material Science, University Erlangen, 1994
• Computer Science, University Hagen, 1996
• Medical Physics and Techniques, University Kaiserslautern, 2001
• MBA (ongoing), HKUST, Hong Kong, 2012
• CTO SW, United Imaging
• Over 18 years software development experience, 5 in China
• SW-developer (image processing), project lead, department lead, strategic business development, CTO
• >25 patents
• Scrum Coach, Shenzhen
• Scrum the Hard Way (since 2011)

QU, Jie
• Bachelor ,Northwestern Polytechnical University, 1999
• R&D Manager SW, United Imaging
• Over 13 years software development experience
• Agile Practitioner

话题介绍:
we would like to share the experience of running Scrum in a “startup” company that has grown in 1 year from a dozen employees to over 500. The usage of Scrum in China has already its own challenges due to the cultural background (e.g. hierarchical organization, openness of speech). We have grown at a huge pace, getting a huge amount of unexperienced software engineers every month. This already presents some challenges to run Scrum in a company but if on top you have to comply to certain regulated constraints as it is in a medical device company (SFDA, FDA) it becomes even more challenging. Nonetheless there are several experiences that are common to each team running Scrum. It will be a lecture that tells you how we have overcome these impediments.

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Scrum Gathering 2012 Shanghai_领导力与组织转型:scrum in china the hard way (oliver schreck& qu jie)

  1. 1. Scrum in China - The Hard Way - Fast Pace Growing - Regulated Environment Scrum Gathering 7th June 2012Oliver Schreck, Qu Jie 1/10 7 June 2012
  2. 2. OutlineUnited Imaging HealthcareOur ChallengesOur Scrum Process •  Product Backlog •  Sprint Planning •  Sprint •  Sprint Review •  Sprint Retrospective •  Scrum RolesConclusionOliver Schreck, Qu Jie 7 June 2012 2
  3. 3. Oliver SchreckBackground•  Material Science, University ErlangenJob•  CTO SW, United Imaging•  Over 18 years software development, 5 in China•  SW-developer, project lead, department lead, strategic business developmentAgile•  Agile practitioner since 2001•  Agile Transition at Siemens Healthcare•  Scrum Coach•  Scrum the Hard Way (since 2011)Oliver Schreck, Qu Jie 7 June 2012 3
  4. 4. 曲杰学历 •  1999年毕业于西北工业大学 通信工程专业工作经历 •  13年软件开发与管理经验 •  中国医学装备协会IHE测试 督察 •  上海联影医疗科技有限公司研发经理敏捷开发经历 •  敏捷开发的实践者(2011年) •  联影敏捷开发的培训师Oliver Schreck, Qu Jie 7 June 2012 4
  5. 5. Business strategyBusiness Model Eight Business Units, One Corporate research Center (3 R&D Centers) United Imaging Healthcare BU CRC MR BU CT BU MI BU XR BU Shanghai Shenzhen Beijing UIH-SARI UIH-SIAT Advanced Advanced Advanced Medical Medical Medical EquipmentSW BU MH BU US BU RT BU Equipment Equipment R&D Centre Technology R&D Centre Research Centre
  6. 6. Goal of SW business unit Provide a software framework to enable the development of medical devices.Oliver Schreck, Qu Jie 7 June 2012 6
  7. 7. Regulations for Medical softwaredevelopment•  SFDA - GB/T 16260.1~4-2006, GB/T 25000.1-2010,GB/ T 25000.51-2010, YY/T 0664-2008•  FDA - Food and Drug Administration – CFR 21 Part 11 & Part 820•  MDD - European Medical Device Directive 93/42/EEC•  ISO 13485:2003 + AC 2007 - Medical Devices - Quality Management System•  IEC 62304 :2006 - Medical Device Software – Software Life cycle Processes•  ISO 14971:2007 - Medical Devices - Application of risk management to medical devices•  EN 60601-1-4 - Medical electrical equipment – Part 1-4: General requirements for safety•  HE75:2009 - "Human Factors Engineering - Design of Medical Devices”Oliver Schreck, Qu Jie 7 June 2012 7
  8. 8. 0 100 200 300 400 500 600 700 800 Jan 11 Feb 11 Mär 11 Apr 11 Mai 11 Jun 11Oliver Schreck, Qu Jie Jul 11 Aug 11 Sep 11 Okt 11 Nov 11 Dez 11 Jan 12 Feb 12 United Imaging Mär 12 … and still growing Apr 12 Management focus Mai 12 0 20 40 60 80 100 1207 June 2012 Company growth Jan 11 Feb 11 Mär 11 Apr 11 Mai 11 Jun 11 Jul 11 Aug 11 Sep 11 Okt 11 •  100 employees à ~1000 interviews Nov 11 Software - BU Dez 11 Jan 12 Feb 12 Mär 12 Apr 12 Mai 128
  9. 9. People challengesMany new graduates Few experienced developers•  No or low experience •  Different backgrounds•  Different backgrounds •  Mostly no medical experience•  No Agile experience •  Waterfall addicted•  Some not even •  “Own” development programming practicesàTraining, training, … àTraining, training, …àMentor to guide àAgile coachingOliver Schreck, Qu Jie 7 June 2012 9
  10. 10. Many challengesNew 6 companies –  At the same timeNew products –  Medical regulated environmentNew people –  Many, many every monthNew tools –  Team Foundation SeverNew process –  ScrumOliver Schreck, Qu Jie 7 June 2012 10
  11. 11. Build a plane in the air … … in 2 yearsOliver Schreck, Qu Jie 7 June 2012 11
  12. 12. Our approachOliver Schreck, Qu Jie 7 June 2012 12
  13. 13. Scrum for medical devices? Requirement Specification System Validation System Test System Functional System Specifications System Verification Integration Test n itio De pos co m co m po siti Re Functional Specifications Subsystem Subsystem Verification on (subsystem) Integration Test and an dD tion efin gra Inte itio n Design Specification Unit Test Plan Unit Tests SW - Development Time lineOliver Schreck, Qu Jie 7 June 2012 13
  14. 14. Backlogs Requirements / Feedback from customer Product Backlog Requirement Release Plan System Test Specification System Functional Specifications Sprint Backlog n itio De System pos co m Integration Test co m po siti Re Functional on Specifications and an (subsystem) dD tion efin gra Inte itio n Dev. + IT SIT Time lineOliver Schreck, Qu Jie 7 June 2012 14
  15. 15. Sprint Requirements / Feedback from customer Product Backlog Requirement Release Plan System Test Specification System Functional Specifications Product Delivery Sprint Backlog n itio De System pos co m Integration Test co m po siti Re Functional on Specifications and an (subsystem) dD tion efin gra Inte itio n Dev. + IT SIT Time lineOliver Schreck, Qu Jie 7 June 2012 15
  16. 16. Continuous Feedback Requirements / Feedback from customer Product Backlog Requirement Release Plan System Test Specification System Functional Specifications Product Delivery Sprint Backlog n itio De System pos co m Integration Test co m po siti Re Functional on Specifications and an (subsystem) dD tion efin gra Inte itio n Dev. + IT Dev. + IT System Integration Test Time lineOliver Schreck, Qu Jie 7 June 2012 16
  17. 17. W-model Requirements / Feedback from customer Product Backlog Requirement Release Plan System Test Specification System Functional Specifications Product Delivery Sprint Backlog n itio De System pos co m Integration Test co m po siti Re Functional on Specifications and an (subsystem) dD tion efin gra Inte itio n Dev. + IT Dev. + IT Dev. + IT Dev. + IT Dev. + IT System Integration Test Time lineOliver Schreck, Qu Jie 7 June 2012 17
  18. 18. The Product BacklogOliver Schreck, Qu Jie 7 June 2012 18
  19. 19. Product BacklogLearning how the product should look like6 BU’s starting at “nearly” the same time•  FIFOUnclear requirements•  Alignment of requirements•  Cross BU Clinical groupAlways changing requirements•  Cross BU Architecture teamLow medical experienced member at BU’s•  Engage Medical doctorsOliver Schreck, Qu Jie 7 June 2012 19
  20. 20. The Sprint BacklogOliver Schreck, Qu Jie 7 June 2012 20
  21. 21. Sprint BacklogTeams too ambitiousà Trace velocity of teamTimeline pressureà No solutionQuality problemsà see next slidesOliver Schreck, Qu Jie 7 June 2012 21
  22. 22. The SprintOliver Schreck, Qu Jie 7 June 2012 22
  23. 23. SprintFail fast•  2 week sprints•  One main branch –  Interface branches –  Release branchesContinuous integration•  Gated builds, on checkin –  Code review –  Automatic unit test –  Done criteria•  Every hour complete package builds –  Automatic integration test•  Automatic release packaging•  Integration machinesOliver Schreck, Qu Jie 7 June 2012 23
  24. 24. “Zero” – bug policyLimit max. number of open bugs à Highest priority is fixing bugsDaily review of bugs by change board à Fast feedback towards developmentWish bugs will create new requirements à Prioritize wishes together with features at Sprint Planning August 2011 – May 2012Oliver Schreck, Qu Jie 7 June 2012 24
  25. 25. Ensuring qualityFailed package builds•  Defined interface change process•  “Pull the line” – fix asap.Unstable main line•  Pre-Integration test•  Integration machines•  Automated regression testsProcess definition under development•  Root cause analysis•  Inspect and adaptOliver Schreck, Qu Jie 7 June 2012 25
  26. 26. The Product IncrementOliver Schreck, Qu Jie 7 June 2012 26
  27. 27. Sprint ReviewReality check•  Internal Review•  BU’s reviewContinuous feedback from BU’s•  Slow feedback from BU’s à Set up cross BU Test BoardOliver Schreck, Qu Jie 7 June 2012 27
  28. 28. Sprint RetrospectivesInspect & adapt•  Root cause analysis –  Involve all members –  Identify actions –  Assign responsible –  Check during next SprintOliver Schreck, Qu Jie 7 June 2012 28
  29. 29. Scrum Roles – Product OwnerProduct Owner•  Multiple Teams one Product Owner Product ManagerResponsibilities•  Cross BU coordination Product Owner A Product Owner A Product Owner B•  Product board•  Release planOliver Schreck, Qu Jie 7 June 2012 29
  30. 30. Scrum Roles – Scrum MasterScrum•  Organizes daily scrum•  Shield the team –  Refuse late requirementsScrum-But•  Coordinates the team•  Act as a “Team leader”•  Un-experienced with ScrumOliver Schreck, Qu Jie 7 June 2012 30
  31. 31. Scrum Roles – Scrum TeamDeveloper•  Implementation•  Code review•  Unit TestTester•  Daily feature test•  Regression testArchitect•  Ensure code quality by reviews•  Review of concepts•  Coordination across Scrum Teams•  Coordination across BU’sOliver Schreck, Qu Jie 7 June 2012 31
  32. 32. How to coordinate all this?Scrum of Scrums•  Cross Scrum Integration•  One Release Plan•  One Sprint Interval Project•  One Sprint Planning Leader•  One Sprint Review•  One Project LeadOliver Schreck, Qu Jie 7 June 2012 32
  33. 33. ConclusionNew 6 companies, new products•  We have a running “product” now•  Released internally every 2 weeks to 6 BU’sNew people•  Many new ideas•  Many challengesNew tools•  One company, one tool (Team Foundation Sever)•  One database for all data (requirements, code, test, documents)•  Easy knowledge sharingNew process - Scrum•  Fast learning curve for team member•  Fast feedback between teams and BU’s•  Encourage to speak out problems•  Gives chances to prove himself•  Fast integration•  Fast feedback•  Stabilize CodeOliver Schreck, Qu Jie 7 June 2012 33
  34. 34. Still building…Oliver Schreck, Qu Jie 7 June 2012 34
  35. 35. Thank you! by Oliver Schreck & QU Jie If (unclear == true) then ask_us();Oliver Schreck, Qu Jie 7 June 2012 35
  36. 36. Thank you by Oliver.Schreck@united-imaging.com Jie.Qu@united-imaging.comOliver Schreck, Qu Jie 36/10 7 June 2012

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