Agile Transition of a big medical software product development

2. Contents  Siemens Healthcare and SYNGO  Traditional Development Setup  The Agile/Lean Change  Where are we now?  What’s next? Copyright © Siemens AG 2011. All rights reserved.Page 2 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

4. 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 2011. All rights reserved. Page 4 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

5. 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 2011. All rights reserved. Healthcare / H IM SY

6. 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 2011. All rights reserved. Page 6 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

7. Medical Product DevelopmentMedical softwaredevelopment requires tobe compliant with specialregulations, according tolaws of the respectivecountries where theproducts are being sold. Copyright © Siemens AG 2011. All rights reserved.Page 7 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

9. 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 2011. All rights reserved.Page 9 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

11. 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 2011. All rights reserved.Page 11 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

13. 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 2011. All rights reserved.Page 13 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

14. 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 2011. All rights reserved. Healthcare / H IM SY

15. 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 2011. All rights reserved.Page 15 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

16. 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 2011. All rights reserved. Page 16 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

17. 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 2011. All rights reserved.Page 17 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

18. 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 2011. All rights reserved.Page 18 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

19. 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 2011. All rights reserved.Page 19 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

20. 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 2011. All rights reserved.Page 20 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

21. 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 Copyright © Siemens AG 2011. All rights reserved.Page 21 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

22. 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 2011. All rights reserved.Page 22 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

23. 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 2011. All rights reserved.Page 23 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

24. 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 2011. All rights reserved.Page 24 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

25. 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 2011. All rights reserved.Page 25 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

29. The Brave New World Agile Process oriented on Lean PrinciplesDomain- and Application-EngineeringMatrix-Organization Domain Eng. ~ Platform Application Eng. ~ Product Copyright © Siemens AG 2011. All rights reserved.Page 29 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

30. Product Line Engineeringand Lean Development work hand-in-hand Feature Orientation Feature Modeling Variability Management Backlog-driven Development Scoping Solution Self-organizing, Simplicity feature-oriented Business-driven Development Teams Platform Evolution Organization optimized Customer around Value Stream Satisfaction Copyright © Siemens AG 2011. All rights reserved.Page 30 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

31. 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 2011. All rights reserved.Page 31 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

32. 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 2011. All rights reserved.Page 32 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

33. Meanwhile …The project passed successfullyits milestones and is now incustomer use test.Reasons? Early and repetitive testing in agile set up Better understanding by teams of the product and their impact Less waste Much more and earlier feedback from product owners Copyright © Siemens AG 2011. All rights reserved.Page 33 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

34. 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 2011. All rights reserved. Page 34 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

35. End Customer Collaboration – WorkshopsEnd customer workshop by ProductOwner Team to present concepts andfeatures, support prioritization and getfeedback. Most features appreciated Some feature prioritization changes Few feature ideas abandoned Copyright © Siemens AG 2011. All rights reserved. Page 35 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

36. 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 to 60% compared to previous releases Average working time is fairly constant during a release cycle, less peaks Copyright © Siemens AG 2011. All rights reserved.Page 36 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

38. 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 2011. All rights reserved.Page 38 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

39. Continuous Organizational Improvement Apply Lean A3 Thinking to obstacles and proposals Lean processes Simple, supporting tools Seeding technical excellence Copyright © Siemens AG 2011. All rights reserved.Page 39 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

40. 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 2011. All rights reserved.Page 40 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

42. ReferencesGeneral references: The Agile Manifesto - http://agilemanifesto.org/ (2001) Pete Deemer, Gabrielle Benefield, Craig Larman, Bas Vodde: Scrum Primer (1.2) http://assets.scrumfoundation.com/downloads/1/scrumprimer121.pdf “Conways Law”: named so by Frederick Brooks, The Mythical man-Month (1975 - Conway’s original: 1968) “A3 Thinking”: Durward K. Sobek II, Art Smalley: Understanding A3 Thinking: A Critical Component of Toyotas PDCA Management System (2008)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 2011. All rights reserved.Page 42 December 2011 Andrea Heck, Michael Kircher Healthcare / H IM SY

43. 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 Michael Kircher Director of Architecture at H IM SYNGO Siemens AG Healthcare mailto:michael.kircher@siemens.com Podcast: se-radio.net Copyright © Siemens AG 2011. All rights reserved. Author Healthcare / H IM SY