Delivering Product InnovationsUsing High Performance Teams –     g gPeople and Project IssuesScrumMed 2011Munich,Munich Ge...
Contents                                  Goals                                  Brief look on Siemens Healthcare       ...
Contents                                  Goals                                  Brief look on Siemens Healthcare       ...
Goals of this TalkWhatWh t we gonna t lk about t d …                talk b t today Disc ss the e periences on  Discuss   ...
Contents                                  Goals                                  Brief look on Siemens Healthcare       ...
Siemens HealthcareTHE Integrated Healthcare Company    I t    t d H lth      Cin-vivo diagnostics (imaging)   X-Ray       ...
Siemens Healthcare       Development of S l and Employee Numbers       D   l     t f Sales d E l       N b                ...
syngo   The C t l I   Th Central Image Hub In Healthcare W kfl                    H b I H lth       Workflows   More patie...
Example: syngo.mCT Oncology    Whole O    Wh l Oncology Workflow: Tumor Detection, Staging               l   W kfl    T   ...
Business Unit SYNGO - Major Development SitesDistributed DDi t ib t d Development with B t T l t                l     t it...
Contents                                  Contents                                   Goals                               ...
Business ChallengesCritical Care Facility:              Facilit Fragmented information flows Growth of medical devices u...
Product DP d t Development Challenges          l     t Ch llDevelopmentDe elopment teams need to:                       to...
Project: Hospital Information System (HIS)Setting the ContextS tti th C t t …          Project SummaryHIS: Provide automat...
Development Approach: Concurrent Prototyping                                                                    © Siemens ...
Contents                                  Contents                                   Goals                               ...
Issues and its Business Impact                        Issue Description               Business Impact if Unresolved       ...
Issue 1: No Time for Steep Learning CurveKey measures:     Testing as entry point to build      domain knowledge     Sen...
Issue 2: Keeping Motivation, Avoid Burn-outKey measures:     Continuously taking pulse of      teams, walk-in to stand-up...
Issue 3: Adequate Project StaffingKey measures:     Networking & referral in own      organization     Establish partner...
Issue 4: Multiple Communication LinesKey measures:     Define unambiguous, non-      conflicting communication           ...
Issue 5: New Requirements – Scope ManagementKey measures:    Use functioning prototype as     boundary object resolving  ...
Issue 6: Project Expectation ManagementKey measures:     24/7 availability of the prototype      for user testing (online...
Issue 7: Delivery Schedule AdherenceKey measures:     Miniature milestone project      planning & tracking     Cross-int...
Main Differences: Scrum vs. Concurrent Rapid  Prototyping  P t t i            Classic Scrum                               ...
Contents                                  Contents                                   Goals                               ...
Lessons Learned People Management:    Multi-disciplinary development teams is a key to have the right skills mix     nee...
Key Takeaways  K T k Agile lean development practices requires a proactive staff  Agile,  management approach Communicat...
ThankTh k you for your attention!         f         tt ti !                                                               ...
Contents                                   Goals                                   Brief look on Siemens and Vector     ...
Further I f   F th Information               ti US Food & Drug Administration Design Control Guidance for Medical Device ...
Arnold Rudorfer                                                         Director Software Initiative and                  ...
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Scrum Med02232011 V4

  1. 1. Delivering Product InnovationsUsing High Performance Teams – g gPeople and Project IssuesScrumMed 2011Munich,Munich GermanyFebruary 23, 2011 © Siemens AG 2011. All rights reserved.
  2. 2. Contents  Goals  Brief look on Siemens Healthcare  Business and product development challenges  Issues and solutions  Key takeaways  Further Information © Siemens AG 2011. All rights reserved.Page 2 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  3. 3. Contents  Goals  Brief look on Siemens Healthcare  Business and product development challenges  Issues and solutions  Key takeaways  Further Information © Siemens AG 2011. All rights reserved.Page 3 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  4. 4. Goals of this TalkWhatWh t we gonna t lk about t d … talk b t today Disc ss the e periences on Discuss experiences people- and project management issues in concurrent rapid development projects Share key practices and lessons learned to successfully deliver such projects on ti j t time, cost and t d quality © Siemens AG 2011. All rights reserved.Page 4 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  5. 5. Contents  Goals  Brief look on Siemens Healthcare  Business and product development challenges I Issues and solutions d l ti  Key takeaways  Further Information © Siemens AG 2011. All rights reserved.Page 5 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  6. 6. Siemens HealthcareTHE Integrated Healthcare Company I t t d H lth Cin-vivo diagnostics (imaging) X-Ray Computed Magnetic Molecular Ultrasound Oncology Tomography Resonance Imaging syngo.viain-vitro diagnostics (l b ti it di ti (laboratory systems) t )Immunodiagnostics Nucleid Acid Clinical Chemistry Hematology Urin Lab Automation Near Patient Testing Analysis Testing © Siemens AG 2011. All rights reserved.Page 6 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  7. 7. Siemens Healthcare Development of S l and Employee Numbers D l t f Sales d E l N b Sales S l according to region1) di t i Germany 9% Asia & Australia 17% Europe (without Germany) 31% 00 7 0.9 9 0.7 0.9 09 1.0 10 1.1 11 Employees according to region2) Germany Americas 23% 43% Europe Asia & Australia (without Germany) 17% 19% 9.7 11.4 11.3 Americas1) Basis: FY 2009 acc. To customer locations. 2) Figures worldwide as of Sept. 30, 2009 41% © Siemens AG 2011. All rights reserved. Page 7 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  8. 8. syngo The C t l I Th Central Image Hub In Healthcare W kfl H b I H lth Workflows More patient exams Sound diagnoses in less time* in less time* Efficient i Effi i t image Smooth and fast S th d f t creation, usage, collaboration archiving, and sharing*Results may vary. Data on file. syngo. It s all about you. It’s © Siemens AG 2011. All rights reserved. Page 8 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  9. 9. Example: syngo.mCT Oncology Whole O Wh l Oncology Workflow: Tumor Detection, Staging l W kfl T D t ti St i Automated Case Preparation Disease Oriented Disease-Oriented Reading Multi Modality Multi-Modality Access Automated bone and bloodpool  Preferred layout applied  Image fusion for CT, PET, and removal  Automated lesion segmentation MR images, etc. Automated sorting of images, etc.  Automatic loading of prior exams, etc.Courtesy of University Hospital of Munich-Grosshadern/ Munich, Germany © Siemens AG 2011. All rights reserved.syngo.mCT Oncology is cleared in theRudorfer, Siemens Healthcare Imaging & Therapy SYNGO Page 9 Arnold U.S. with syngo.PET&CT Oncology.
  10. 10. Business Unit SYNGO - Major Development SitesDistributed DDi t ib t d Development with B t T l t l t ith Best Talent SY Germany SY USA SY USA SY Hungary, Slovakia SY IndiaSY development sitesPartner development sites Siemens AG: ~48,100 employees worldwide*) , p y*) as of Sept. 30, 2009 Healthcare Sector: ~1,200 employees worldwide*) © Siemens AG 2011. All rights reserved.Page 10 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  11. 11. Contents Contents  Goals  Brief look on Siemens and Vector Healthcare  Project syngo.via Business and product development challenges  Business challenges Issues and solutions  Leantakeaways Key Requirements Engineering  Results Information Further and Summary  Further Information © Siemens AG 2011. All rights reserved.Page 11 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  12. 12. Business ChallengesCritical Care Facility: Facilit Fragmented information flows Growth of medical devices up by 52% (from 2000 to 2009) Competitive pressures to shorten time-to-market for development deployment IT systems are bought through RFP process; products need to satisfy special requirements © Siemens AG 2011. All rights reserved.Page 12 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  13. 13. Product DP d t Development Challenges l t Ch llDevelopmentDe elopment teams need to: to adhere to strict project delivery deadlines to meet sales opportunity provide user interface with adequate usability (critical unique selling proposition) envision novel product f t i i l d t features in collaboration with close involvement of end users deal with late requirements- and design changes Note: No actual patient data used in screen shot © Siemens AG 2011. All rights reserved.Page 13 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  14. 14. Project: Hospital Information System (HIS)Setting the ContextS tti th C t t … Project SummaryHIS: Provide automation ofadministrative- and clinicalworkflows (via EMR); goal isquality of care up and cost downProject data:Key technologies: JavaDevelopment team: ~ 40+ people3-6 weeks release cycle 3 6 ee s e ease cyc e10+ releases160K LOC, productivity: 50 LOCpper developer day p yPrototyped features criticallysupport sales process Note: No actual patient data used in screen shot © Siemens AG 2011. All rights reserved.Page 14 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  15. 15. Development Approach: Concurrent Prototyping © Siemens AG 2011. All rights reserved.Page 15 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  16. 16. Contents Contents  Goals  Brief look on Siemens and Vector Healthcare  Project syngo.via Business and product development challenges  Business challenges  Issues and solutions  Lean Requirements Engineering  Key takeaways  Results and Summary  Further Information  Further Information © Siemens AG 2011. All rights reserved.Page 16 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  17. 17. Issues and its Business Impact Issue Description Business Impact if Unresolved  No time for steep Deliver schedule cannot be met; loss of business ment learning curve opportunityPeople Managem  Keeping motivation,  Lowered productivity than needed avoid burn-out  Delivery schedule is missed  Adequate project  Non-aviailability of needed skills can lead to delays staffing ffi e  Multiple, bi-directional  Open loop communication leads to development communication line inefficiencies  New / mis-interpreted  Scope expansion risks not meeting the fixed date for requirements – scope the customer sales meeting ement management ect ProjeManage  Project expectation  Over-commitment potentially leads to trouble in management acceptance  Delivery schedule  If inprecisely defined scope is not tracked adequately, adherence dh target d t i i j t t date is in jeoparady d © Siemens AG 2011. All rights reserved. Page 17 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  18. 18. Issue 1: No Time for Steep Learning CurveKey measures:  Testing as entry point to build domain knowledge  Senior developer as mentor; 2 developers per workflow  T t i l on UI d t b Tutorials UI, database architecture  Participate in weekly technical p y updates and idea exchangesQuantitative data:  28 staff trained over ~6 month period  Effort spent by core team ~10% of working time © Siemens AG 2011. All rights reserved.Page 18 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  19. 19. Issue 2: Keeping Motivation, Avoid Burn-outKey measures:  Continuously taking pulse of teams, walk-in to stand-ups  Task rotation for staff  Assignment to tasks in areas of interest or expertise  Software process improvementsQuantitative data:  4 process improvement workshops carried out 10 to 15 out, improvements per workshop  Teams take charge to implement i l t © Siemens AG 2011. All rights reserved.Page 19 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  20. 20. Issue 3: Adequate Project StaffingKey measures:  Networking & referral in own organization  Establish partnership with global tech staffing agency  Hi „A“ players only Hire A“ l l  Staff performance reviewsQuantitative d tQ tit ti data:  10+ resumes reviewed, 15 telephone and in-person e ep o e a d pe so interviews  5 consultants engaged © Siemens AG 2011. All rights reserved.Page 20 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  21. 21. Issue 4: Multiple Communication LinesKey measures:  Define unambiguous, non- conflicting communication g channels  Single point of contact  Close proximity of all staff  Technologies: Blog, IM, WikiMeetings: Daily stand-up, brief hallway meetings Design reviews D i i © Siemens AG 2011. All rights reserved.Page 21 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  22. 22. Issue 5: New Requirements – Scope ManagementKey measures:  Use functioning prototype as boundary object resolving inconsistencies  Design reviews as soon as sample screens are available  Impact analysis, trade-off analysis (quality, scope)  Team re-assignmentsQuantitative data: 100+ tele conferences in design tele-conferences reviews, each ~ 1 to 4 hours 3 impact analysis of new requirements; twice no replanning possible © Siemens AG 2011. All rights reserved. Page 22 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  23. 23. Issue 6: Project Expectation ManagementKey measures:  24/7 availability of the prototype for user testing (online)  Fuzzy initial requirements and estimates, planning for the scope to grow  Frequent design reviews and explicit sign-offsQuantitative data: 1 complete re-planning of a project task – wasting 2 staff- weeks of effort for UI design, no impact on delivery © Siemens AG 2011. All rights reserved.Page 23 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  24. 24. Issue 7: Delivery Schedule AdherenceKey measures:  Miniature milestone project planning & tracking  Cross-interviews with developers on estimates I t Internal project meetings t l j t ti to synchronizeQuantitative data:  10 project plans with an average of 10 to 15 miniature milestones  30+ internal project leadership meeting © Siemens AG 2011. All rights reserved.Page 24 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  25. 25. Main Differences: Scrum vs. Concurrent Rapid Prototyping P t t i Classic Scrum Concurrent Rapid PrototypingFixed time-box (2 or 4 weeks) Variable time box (2 to 6 weeks), target date drivenAcceptance of fA f features at sprint review i i Continuous d i reviews as soon as a C i design i couple of workflow prototype are runnableRequirements defined and do not change Requirements are developed while the userduring time-boxd i ti b experience i d i is developed and th workflow l d d the kfl codedMultiple development artifacts (RE Single artifact specification (storyboard)specification,specification test specification UI specification,specification)Higher scalability (>> 30+ Scrum Teams) Valid for teams of up to 50+ staff (based on own experience)Broad mix of developers can be phased in Best developers are needed to hit the target date; no compromise on productivityDistributed development setup Co-location Co location of development teams only © Siemens AG 2011. All rights reserved. Page 25 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  26. 26. Contents Contents  Goals  Brief look on Siemens and Vector Healthcare  Project syngo.via Business and product development challenges  Business challenges Issues and solutions  Lean Requirements& Key takeaways Lessons Learned Engineering  Results Information Further and Summary  Further Information © Siemens AG 2011. All rights reserved.Page 26 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  27. 27. Lessons Learned People Management:  Multi-disciplinary development teams is a key to have the right skills mix needed at any given point in time (incl. the end user)  Use state of the art technologies (Blogs, IM, Wiki) to assure closed loop communication.  Staff performance evaluation: Assure that the right people with the right level of performance work together (for highest productivity)  Training and task rotation: Have developers pass through different phases in project Project Management:  Miniature milestones – intermediate targets to assure delivery for customer sales meeting  Design reviews – continuous feedback to assure acceptance of release © Siemens AG 2011. All rights reserved. Page 27 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  28. 28. Key Takeaways K T k Agile lean development practices requires a proactive staff Agile, management approach Communication technologies e.g. Blog, IM help to speed up knowledge sharing and capturing best practices Co-location is must for maintaining productivity Task rotation reduces learning curve for domain know-how build-up Management never participates in software process improvement workshops Team excellence is encouraged via fair, candid and continuous feedback Practitioners in industry need to more proactively share their people management practices in the software business © Siemens AG 2011. All rights reserved. Page 28 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  29. 29. ThankTh k you for your attention! f tt ti ! © Siemens AG 2011. All rights reserved.Page 29 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  30. 30. Contents  Goals  Brief look on Siemens and Vector Healthcare  Project syngo.via Business and product development challenges  Business challenges Issues and Solutions  Leantakeaways Key Requirements Engineering  Results and Summary Further Information  Further Information © Siemens AG 2011. All rights reserved.Page 30 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  31. 31. Further I f F th Information ti US Food & Drug Administration Design Control Guidance for Medical Device Manufacturers; March 11 1997 Administration, 11, US Food & Drug Administration, Quality System Regulation,; January 1, 1997, http://www.fda.org/cdrh/qsr/01qsreg.html Hwong B., Laurance D., Rudorfer A., Song X.: User-centered design and agile software development processes Presented at Identifying Gaps between Software Engineering and Design, and Boundary Objects to Bridge Them, a workshop held a the Computer Human Interaction (CHI) 2004 Conference. Vienna, Austria 2004-04 Gunaratne J, Hwong B., Nelson Ch., Rudorfer A: Using evolutionary prototypes to formalize product requirements, Presented at Bridging the Gaps II: Bridging the Gaps between Software Engineering and Human-Computer Interaction, a workshop held at 2004. Edinburgh, Scotland, 2004-05 p g , , Song X., Matos G., Hwong B., Rudorfer A., Nelson C.: S-RaP: A Concurrent Prototyping Process for Refining Workflow- Oriented Requirements 13th IEEE International Requirements Engineering Conference , Paris, France 2005-09 Xiping.Song, Beatrice.Hwong, Gilberto.Matos, Arnold.Rudorfer, Zhifang.Zhang: Towards Classifying Requirements for Computer-Aided Healthcare Workflows, IEEE Computer magazine 2008 Beatrice Hwong, Grace Tai, Rajanikanth Tanikella, Gergana Nikolova, Gilberto Matos, Christopher Nelson, Bradley Wehrwein, Arnold Rudorfer, Xiping Song, Monica McKenna: Quality Improvements from Using Agile Development Methods: Lessons Learned, http://www.51testing.com/ddimg/uploadsoft/20090120/AgileQualityAssurance.pdf, April 2007 Brian Berenbach, Daniel Paulish, Arnold Rudorfer, Juergen Kazmeier, Software Systems Requirements Engineering; Mc- Graw Hill 2009; http://www.mhprofessional.com/product.php?isbn=0071605479 Arnold Rudorfer, Christof Ebert: Lean Requirements Engineering in Medical Systems, MedConf 2010, Munich, Germany, October 14 2010; http://2010 medconf de/downloads/abstracts2010/T2 T3 V1 vector siemens pdf 14, http://2010.medconf.de/downloads/abstracts2010/T2_T3_V1_vector_siemens.pdf © Siemens AG 2011. All rights reserved. Page 31 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO
  32. 32. Arnold Rudorfer Director Software Initiative and Process Improvement Siemens Healthcare AG Hartmannstrasse 16 D-91052 Erlangen Phone: +49 9131 – 82 2299 Fax: +49 9131 – 84 8691 Mobile: +49 174 1537825 Email: arnold.rudorfer@siemens.com © Siemens AG 2011. All rights reserved.Page 32 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO

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