Agile software Engineering @ SAP


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Last week I gave the closing keynote in the Agile Dev Practices Conference that took place in Potsdam, Germany.
SAP has been on the way to implement LEAN/Agile for a few years now and it has been a deep change in the organization, affecting e.g. the setup of teams (small cross-functional teams) , the way they work (scrum) and the roles and responsibilities.

In this keynote I have:

Explained why SAP introduced Agile, what does Agile mean for us and then.
How we implemented it:
* Organizational changes (scrum teams with new roles – PO; no more Q-Teams)
* Introducing engineering practices by providing advanced trainings, e.g. for quality engineers, for developers, for teams, and show some key elements of those trainings and workshops.
** Customer focus – Design Thinking
** At the end I showed first where we are today and presented some results and learnings.

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Agile software Engineering @ SAP

  1. 1. AGILE  SOFTWARE  ENGINEERING  @  SAP   Asaf  Saar   March  5,  2013  [1] © SAP 2013 | 1
  2. 2. ABOUT  ME  n  SAP  CPO  Product  Owner  of  So;ware  Engineering     o  Code  Quality  and  Test  AutomaDon  Process  Owner  and  network  lead   o  Inventor,  Development  Manager  and  Chief  Product  Owner  of  various   Test  AutomaDon  and  Management  Frameworks  in  SAP     o  Agile,  Quality  and  Requirement  Engineering  Trainer  and  Coach  n  In  the  So;ware  Engineering  arena  since  1996  in  Israel,  USA  and   Germany  n  Married  to  Merav  and  father  of  Tom,  Noam  and  Guy  n  Astronomy  and  fast  cars  are  my  hobbies  n  An  Israeli  in  Germany    @saarasaf                      hRp://   © SAP 2013 | 2
  3. 3. SAP  TODAY   MARCH  2013  n  183,000+  customers    n  130+  countries.    n  61,000+  employees  n  €  16  billion  annual  revenue  (2012)  n  40-­‐years  history  of  innovaDon  and   growth.     [2] © SAP 2013 | 3
  4. 4. SAP’S  GLOBAL  DEVELOPMENT  ORGANIZATION      18,000  DEVELOPERS  IN  12  DEVELOPMENT  LABS   Canada Hungary Montreal Germany Budapest Walldorf Bulgaria Canada Sofia Vancouver Ireland China Dublin Israel North America Shanghai Ra’anana Palo Alto France Levallois Brazil India Sao Leopoldo Bangalore Canada Canada Walldorf Palo Alto India Bulgaria, (Montreal), Hungary (Vancouver), Brazil, China Israel France Ireland 1980 1996 2000 2004 2005 2006 2009 2010 © SAP 2013 | 4
  5. 5. WHY  AGILE?   © SAP 2013 | 5
  6. 6. ECONOMIES  OF  SCALE   Having more employees did not help us get back to economies of scale Source:[8] © SAP 2013 | 6
  7. 7. TYPICAL  PROBLEMS  OF  THE  SOFTWARE  MARKET   Delivered software not used. Time to market delayed. Always    7%   O;en    13%   ~2000   Development   Assembly   Never  used   45%   SomeDmes   ~2005    16%   Development  &  CorrecDon      Assembly  &  ValidaDon   Rarely  19%   t   Source: Usage of Features in typical systems, Standish Group, study of 2000 projects at 1000 companies © SAP 2013 | 7
  8. 8. SAP’S  CHANGE  TO  AGILE  SOFTWARE  ENGINEERING         Develop  the  right  products…                                                  …  the  right  way   Design  Thinking   LEAN  &  Agile  Thinking   © SAP 2013 | 8
  10. 10. [3] © SAP 2013 | 10 SCRUM  IN  DEVELOPMENT  TEAMS  
  11. 11. ORGANIZATIONAL  CHANGES     INTRODUCING  SCRUM  AND  LEAN  PRINCIPLES  Split  your  organizaPon  –  small,  cross-­‐ l   Split  your  work  –  small  list,  ranked  t  ogether  with   tro customer,  effort  relaDvely  esDmatedat h cfuncDonal,  self-­‐organizing  teams   ze  con e  b   rali uc Red size   $$$   t De cen $   t   Split  Pme  –  fixed  length  iteraDons  (4  weeks)  deliver  potenDally  shippable  increments,   Tak   fast  feedback  from  customer     e  -­‐ enc April   Jan   Cad s  Review  and  update  the  plan  –  update  ast   prioriDes  in   RetrospecPve  –     onPn e uou nt   fcollaboraDon  with  the  customer,  based  on  iply   cgained  by   nsights     a;er  each  iteraDon   C ovem Ap dba kinspecDng  the  release  a;er  each  iteraDon   e imp r Fe © SAP 2013 | 11
  12. 12. ORGANIZATIONAL  CHANGES   SCALING  SCRUM  TO  LARGE  PROJECTS     n   ac k  o Fe edb t   Product Team g   rly   roduc Program  /  Product   cklo Delivery Ea Mini  release   Chief   Product   backlog   Manager a P planning   d  B Product   Owner   n     Archit. e kreview   aPo Ran Program review   review   review   s  -­‐   Lean QPA niz che Mini   Mini    orga Release  planning   at Release   Release   cale le  b Ship   Ship   Ship   S Sc a internally   internally   internally   Product  area   Area Product Team Userstory   backlog   Scrum Team Area   Master product   Pon Product   owners Userstory   Userstory   a Owner   UI Archit. Or  KANBAN   niz   Designer QPE Userstory   Epic  1   chroEpic  2kt   Sprint  planning   Ready      Criteria   Syn of  Ta Done     Done     Done     Criteria   Criteria   Criteria   Team   Selected  backlogs   Team  backlog  Implementation Teams Scrum KM(Team)   Master DevProduct   Archit. Gradient  represents  prioriDzaDon  Owner   QE are  feature  stories   are  integraDon  stories   Adjusted from: (c) 2011 Dean Leffingwell, Agile software requirements © SAP 2013 | 12
  13. 13. ORGANIZATIONAL  CHANGES  ASSEMBLE  CROSS-­‐FUNCTIONAL  TEAMS      n  Provide  needed  skills  and   competencies  in  each  team    n  Introduce  new  roles  Product  Owner,   Scrum  Master  n  No  more  Quality  Assurance  teams     © SAP 2013 | 13
  14. 14. ORGANIZATIONAL  CHANGES  CHANGE  QUALITY  PEOPLE’S  ROLE     Old  QM  style   New  Q  Approach   [4] [2] Governance  and  Control   Quality  in  the  Team   © SAP 2013 | 14
  17. 17. ENGINEERING  EXCELLENCE  ROLE  SPECIFIC  &  TEAM  TRAININGS   Scrum  Master   Design     Training   Information Thinking   Developer “SAP  CerDfied  QE”   Scrum Master Quality Engineer User  Story   Mapping   Line Product Manager Owner Q-­‐Workshop   Product  Owner   LEAN  Leadership   Training   Program   Developer / Architect Software Engineer UI  AutomaDon   Agile  So;ware   Trainings   Engineering   LEAN  Awareness  Training   © SAP 2013 | 17
  18. 18. ENGINEERING  EXCELLENCE  AGILE  SOFTWARE  ENGINEERING  TRAINING  FOR  TEAMS   “In this course I really think that we learned to build a professional high quality piece of software.” 250+ teams trained Scrum* Unit Test Refac- TDD Test toringn  TRY  Engineering  PracDces  that   Isolation enable  teams  to  work  successfully   Pair Clean Retro- Continuous ATDD Programming Code spectives Integrationn  1  week  training  with  exercises   Team Automated Backlog Planning Exploratory Work UI Testing Estimation 3  week  sprints  coached  by  trainer   Testingn  on  own  backlog   * Scrum or any other agile / iterative process © SAP 2013 | 18
  19. 19. ENGINEERING  EXCELLENCE  “SAP  CERTIFIED  QE”  TRAINING   “Good mixture of theory and exercises.” 1500+ trainedn  2  day  training  with  exercises      n  Transfer-­‐Project  in  team     to  try  new  engineering  pracDces  n  PresentaDon  to  the  QE  colleagues   to    build  a  community  of  pracDce   and  foster  knowledge  sharing   © SAP 2013 | 19
  20. 20. ENGINEERING  EXCELLENCE  QUALITY  WORKSHOP  FOR  TEAMS       “Well structured and pragmatic.” 150+ teams trainedn  1  day  workshop   with  whole  team  n  “Call  for  AcDon”   put  in  teams  backlog   Agile  TesDng  Quadrants  n  Follow  up  a;er  3  takts   to  check  sustainability   © SAP 2013 | 20
  21. 21. ENGINEERING  EXCELLENCE  UI  AUTOMATION  TRAINING  FOR  DEVELOPMENT  TEAMS   “UI Test Automation is just another layer ofn  Developers  and  QEs  are  trained   testing, developers should not only focus on Unit Testing.” on  how  to  develop  the  right  UI   Test  AutomaDon  scenarios   450+ trainedn  1-­‐3  days  training  based  on   internally  development   framework  that  are  based  on   market  leading  tools  n  Focus  on  SAP  UI5  and  NaDve   Mobile  automaDon   © SAP 2013 | 21
  22. 22. Lean  helps  us  to  deliver  faster,     more  reliable  +  avoid  waste     BUT  if  the  backlog  doesn’t  address     the  end-­‐users’  needs  sufficiently     the  so;ware  will  hardly  be        desirable            or                  viable  © SAP 2013 | 22 RIGHT  PRODUCTS?  
  23. 23. ENGINEERING  EXCELLENCE  USER  STORY  MAPPING  WORKSHOP  FOR  TEAMS   “Good method for structuring which enables us to agree on requirements crossn  Whole  team  understands   units and with customers.” usage  sequence  and   personas  of  the  product   90+ teams coachedn  1-­‐3  day  coaching  with   complete  team  n  User  Story  Map  as  the   skeleton  for  the  Product   Backlog   Backlog © SAP 2013 | 23
  24. 24. SAP’S  LEAN  &  AGILE  APPROACH:     CUSTOMER  FOCUS   © SAP 2013 | 24
  25. 25. CUSTOMER  FOCUS  SAP‘S  DESIGN  THINKING  APPROACH   Feasibility Viability Understanding the needs of the customer via multiple prototypes Innovation Desirability © SAP 2013 | 25
  26. 26. CUSTOMER  FOCUS  OBSERVE  CUSTOMERS‘  NEEDS  NOT  THEIR  SOLUTIONS   „…  customers  told  us  that  they  wanted  suitcases  that  were  easy  to  carry,  and  asked   us  to  make  them  lightweight.  We  did  this,  but  they  rejected  our  elegant  alloy  designs   and  bought  the  heavier  designs  of  our  compe>tors  –  the  ones  with  wheels  on  them!“   Source:  Agile  So;ware  Requirements  by  Dean  Leffingwell     SoluPon  driven   Empathizing  the  user’s  need       As  a  traveler  I  want  alloy  suitcases   As  a  traveler  I  want  to  carry  less     so  that  the  suitcases  are  lighter.   so  that  I’m  less  exhausted.   © SAP 2013 | 26
  27. 27. CUSTOMER  FOCUS  OBSERVE  USERS  IN  THEIR  ENVIRONMENT     Go  to  the  user‘s  environment  in  order  to  get inspiration © SAP 2013 | 27
  28. 28. CUSTOMER  FOCUS  SAP‘S  DESIGN  THINKING  PROCESS   OBSERVE IDEATE TEST UNDERSTAND DEFINE PROTOTYPE POINT-OF-VIEW Problem Space Solution Space Source:  Design  Thinking,  Understand  –  Improve  –  Apply   Editor:  Christoph  Meinel,  Larry  Leifer,  Hasso  PlaRner   © SAP 2013 | 28
  29. 29. CUSTOMER  FOCUS  TAKE  AN  ECONOMIC  VIEW   Source:  Ash  Maurya  –  Running  Lean  (2013)     © SAP 2013 | 29
  30. 30. WHERE  ARE  WE  TODAY?   © SAP 2013 | 30
  31. 31. SAPS  AGILE  SOFTWARE  ENGINEERING  PROGRAM  IN  THE  PRESS  n  The  change  in  SAP  already  gets  noDced  outside  SAP   © SAP 2013 | 31
  32. 32. RESULTS  INCREASED  EMPLOYEE  SATISFACTION  &  BELIEF  IN  LEAN   Source: Lean Survey May 2012 © SAP 2013 | 32
  33. 33. RESULTS  IMPROVED  QUALITY  THROUGH  ENGINEERING  PRACTICES   The product has a 10x reduction inn  >50%  of  teams  adopted  TDD  and   defect-per-customer after implementing Agile Software Engineering practices. Pair  Programming   "The customer gave us a 9 out of 10 quality rating aftern  >75%  say  Agile  So;ware   customer validation." Engineering  PracDces  produce   beRer  quality  n  84%  thereof  say  we  produce  beRer   quality  without  speed  loss  or  even   speed  gain   Source: Agile Software engineering Practice Survey 2012 © SAP 2013 | 33
  34. 34. RESULTS  DEFECTS  FOUND  EARLIER   Agile  Mode   Before  Agile   0% 20% 40% 60% 80% 100% # of detected errors (normalized) Development Correction Assembly  &  Validation © SAP 2013 | 34
  35. 35. RESULTS  FASTER  GO  TO  MARKET   Agile  Mode   Development    Assembly  &  ValidaDon   Before  Agile   © SAP 2013 | 35
  36. 36. RESULTS  KEY  FACTORS  FOR  SUCCESS  n  Work  with  complete  teams  to  drive  adopDon  n  Coach  towards  Engineering  Excellence  n  Focus  on  Customer  through  Design  Thinking   [6] SCRUM  IN  DEVELOPMENT  TEAMS   © SAP 2013 | 36
  37. 37. AGILE  SOFTWARE  ENGINEERING  @  SAP   [7] © Dykstra Deliver  INNOVATION                            with  ENGINEERING  EXCELLENCE     © SAP 2013 | 37
  38. 38. AGILE  SOFTWARE  ENGINEERING  @  SAP  Please  evaluate  my  presenta>on  by  using  the  evalua>on  booklets  which  you  can  find  in  your  conference  bag.      THANK  YOU!    Asaf SaarProduct Owner Software EngineeringChief Process Officeasaf.saar@sap.comSAP AGDietmar-Hopp-Allee 16, 69190 Walldorf, Tel.: +49 6227 7-47474 © SAP 2013 | 38
  39. 39. ©  2013  SAP  AG.  All  rights  reserved.  No part of this publication may be reproduced or transmitted in any form or for any purpose without the express Google App Engine, Google Apps, Google Checkout, Google Data API, Google Maps, Google Mobile Ads,permission of SAP AG. The information contained herein may be changed without prior notice. Google Mobile Updater, Google Mobile, Google Store, Google Sync, Google Updater, Google Voice, Google Mail, Gmail, YouTube, Dalvik and Android are trademarks or registered trademarks of Google Inc.Some software products marketed by SAP AG and its distributors contain proprietary software components ofother software vendors. INTERMEC is a registered trademark of Intermec Technologies Corporation.Microsoft, Windows, Excel, Outlook, PowerPoint, Silverlight, and Visual Studio are registered trademarks of Wi-Fi is a registered trademark of Wi-Fi Alliance.Microsoft Corporation. Bluetooth is a registered trademark of Bluetooth SIG Inc.IBM, DB2, DB2 Universal Database, System i, System i5, System p, System p5, System x, System z, System Motorola is a registered trademark of Motorola Trademark Holdings LLC.z10, z10, z/VM, z/OS, OS/390, zEnterprise, PowerVM, Power Architecture, Power Systems, POWER7,POWER6+, POWER6, POWER, PowerHA, pureScale, PowerPC, BladeCenter, System Storage, Storwize, Computop is a registered trademark of Computop Wirtschaftsinformatik GmbH.XIV, GPFS, HACMP, RETAIN, DB2 Connect, RACF, Redbooks, OS/2, AIX, Intelligent Miner, WebSphere, Tivoli,Informix, and Smarter Planet are trademarks or registered trademarks of IBM Corporation. SAP, R/3, SAP NetWeaver, Duet, PartnerEdge, ByDesign, SAP BusinessObjects Explorer, StreamWork, SAP HANA, and other SAP products and services mentioned herein as well as their respective logos areLinux is the registered trademark of Linus Torvalds in the United States and other countries. trademarks or registered trademarks of SAP AG in Germany and other countries.Adobe, the Adobe logo, Acrobat, PostScript, and Reader are trademarks or registered trademarks of Adobe Business Objects and the Business Objects logo, BusinessObjects, Crystal Reports, Crystal Decisions, WebSystems Incorporated in the United States and other countries. Intelligence, Xcelsius, and other Business Objects products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of Business Objects Software Ltd. Business ObjectsOracle and Java are registered trademarks of Oracle and its affiliates. is an SAP company.UNIX, X/Open, OSF/1, and Motif are registered trademarks of the Open Group. Sybase and Adaptive Server, iAnywhere, Sybase 365, SQL Anywhere, and other Sybase products and servicesCitrix, ICA, Program Neighborhood, MetaFrame, WinFrame, VideoFrame, and MultiWin are trademarks or mentioned herein as well as their respective logos are trademarks or registered trademarks of Sybase Inc.registered trademarks of Citrix Systems Inc. Sybase is an SAP company.HTML, XML, XHTML, and W3C are trademarks or registered trademarks of W3C®, World Wide Web Crossgate, m@gic EDDY, B2B 360°, and B2B 360° Services are registered trademarks of Crossgate AGConsortium, Massachusetts Institute of Technology. in Germany and other countries. Crossgate is an SAP company.Apple, App Store, iBooks, iPad, iPhone, iPhoto, iPod, iTunes, Multi-Touch, Objective-C, Retina, Safari, Siri, All other product and service names mentioned are the trademarks of their respective companies. Dataand Xcode are trademarks or registered trademarks of Apple Inc. contained in this document serves informational purposes only. National product specifications may vary.IOS is a registered trademark of Cisco Systems Inc. The information in this document is proprietary to SAP. No part of this document may be reproduced, copied, or transmitted in any form or for any purpose without the express prior written permission of SAP AG.RIM, BlackBerry, BBM, BlackBerry Curve, BlackBerry Bold, BlackBerry Pearl, BlackBerry Torch, BlackBerryStorm, BlackBerry Storm2, BlackBerry PlayBook, and BlackBerry App World are trademarks or registeredtrademarks of Research in Motion Limited.
  40. 40. Disclaimer  This  presenta>on  outlines  our  general  product  &  process  direc>on  and  should  not  be  relied  on  in  making  a  purchase  decision.  This  presenta>on  is  not  subject  to  your  license  agreement  or  any  other  agreement  with  SAP.  SAP  has  no  obliga>on  to  pursue  any  course  of  business  outlined  in  this  presenta>on  or  to  develop  or  release  any  func>onality  men>oned  in  this  presenta>on.  This  presenta>on  and  SAPs  strategy  and  possible  future  developments  are  subject  to  change  and  may  be  changed  by  SAP  at  any  >me  for  any  reason  without  no>ce.  This  document  is  provided  without  a  warranty  of  any  kind,  either  express  or  implied,  including  but  not  limited  to,  the  implied  warran>es  of  merchantability,  fitness  for  a  par>cular  purpose,  or  non-­‐infringement.  SAP  assumes  no  responsibility  for  errors  or  omissions  in  this  document,  except  if  such  damages  were  caused  by  SAP  inten>onally  or  grossly  negligent.  
  41. 41. PICTURE  LIST  (LAST  VISITED  2.  MARCH  2013)  [1]  The  Siberian  Solar  Radio  Telescope:  hRp://­‐3706850931  (CC*  BY  2.0)  [2]  Several:  hRps://  >  SAP  EMEA/APJ  [3]  Scrum  hRp://  (CC*  BY  2.0)  [4]  Police  man   hRp://office.microso;.com/en-­‐us/images/results.aspx?qu=police%20man&ex=2#ai:MP900400393|    [5]  Team    hRps://  >  SAP  EMEA/APJ  [6]  SAP  extreme  sail  hRp://­‐  [7]  Sailing  Container  ship   hRp://­‐technology/hybrid-­‐container-­‐ship-­‐wind-­‐driven-­‐with-­‐automaDc-­‐ sails.html  [8]  Container  ship:  hRps://  >  SAP  EMEA/APJ    * © SAP 2013 | 41