More Related Content
Similar to AAC2018_Multi project management with dispersed agile teams (20)
More from Agile Austria Conference (20)
AAC2018_Multi project management with dispersed agile teams
- 2. | © 2016 Frequentis AGPublicMulti-project management with dispersed agile teams3 |
Agenda
The company – safety first
Safety environment and challenges
Possible approaches
Frequentis‘ choice
Daily routine
Observed results and lessons learned
Where to go from here?
- 3. | © 2016 Frequentis AGPublicMulti-project management with dispersed agile teams4 |
The company
- 4. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|5
More than 65 years of innovation in safety-critical applications
We set standards
Public
Safety
Public
Transport
Air Traffic
Management
Maritime
Defence
Control centres
worldwide
- 5. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|6
Global market leader
Headquarters Vienna
1,309 Employees
80% STEM*
Solutions partners and regional
offices in over 50 countries
228 M EUR
turnover 2015
12%
95%
Export
R&D
*) Science, Technology, Engineering, Math
Established
+
1947
- 6. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|10
Frequentis regional offices
Sales representatives
Status: E01/2016
90%
of all passengers worldwide are
served by Frequentis customers
25,000
working positions using
Frequentis solutions
more than
300 120+
customers countries
33%
of the world safer with Frequentis
networks
#1
in GSM-R dispatcher terminals
200,000km
protecting the largest maritime
coastline
COMSOFT Solutions (complementary only)
- 7. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|11
Largest maritime coastline
safer - 200,000km
#1 GSM-R dispatcher terminal
market share
More than 300 customers
#1 VCS ATM market share
Largest public safety control centre
in Europe
- 8. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|12
We understand and embrace the safety critical environment of our customers
Safety critical
environment
Culture
We live it
We de-risk it
We sustain it
Success
Understanding
Know How
- 9. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|13
Agility Largest CCC* in Europe
• ˃500 working positions
• 55,000 CCTV cameras
• Partnership contract extension for ESN
(Emergency Services Network)
Core competencies
Technology
leadership
We set
standards
Projects are
our business
User centric
development
Integrated
quality &
safety mgmt.
Thinking
ahead
20+ years
lifecycle
mgmt.
Shaping
the future
European sky
*) Command and control centre
+
Joint undertaking
partner
OneSKY
Key technology
provider for first fully
harmonised
civil-military ATM
system in Australia
- 10. | © 2016 Frequentis AGPublicMulti-project management with dispersed agile teams14 |
Safety environment and
challenges
- 11. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|15
Control centre across industries
Public
Safety
Public
Transport MaritimeDefence
Air Traffic
Management
- 12. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|16
Control centre across industries
Public
Safety
Public
Transport MaritimeDefence
Air Traffic
Management
- 13. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|17
Public
Safety
Public
Transport MaritimeDefence
Air Traffic
Management
- 14. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|18
- 15. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|19
- 16. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|20
presenting all relevant data from
an airport
data are display in different
formats graphical / numerical
oriented (including animations)
customization to local situation /
specific airfield layouts
highlighting of critical information
– RWY Block
– Wind Thresholds – RVR Values
– critical value changes
indication of outdated values
- 17. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|21
- 18. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|22
Technique
Team Organisation Environment
Individual
Lowering of:
• Costs
• Modifications
Improvement of:
• Workflow
• Teamwork
• Organisation
• Communication
Enhancement of:
• Safety
• Dependability
• Productivity
• Job satisfaction
- 19. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|23
Airplanes cannot stop in mid-air
There are human lives involved
Aeronautical services must be provided
at all times
Data must be accurate
- 20. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|24
Airplanes cannot stop in mid-air
There are Human Lives involved
Aeronautical Services must be provided
at all times
Data must be accurate
- 21. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|25
Airplanes cannot stop in mid-air
There are human lives involved
Aeronautical services must be provided
at all times
Data must be accurate
- 22. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|26
Failover and redundancy:
- In case of a single server failure, the failover to the other standby server shall be done in less than
ten seconds for 95% of the failovers.
- During recovery from any failure mode the system performance shall stay within the acceptable
limits indicated in Appendix A.
- During failure of all servers, the clients shall remain functional in a standalone mode.
- When changing a position due to a working position failure, the activation of the role, elsewhere,
shall take effect within 2 seconds at an already running position for 95% of all changes and not
longer than 4 seconds.
User interface
- The response time on user actions shall conform to targets in Appendix A Table A-1 'Performance
Target Response Times', during operation within the defined system capacity.
Other
- No single points of failure
- 24x7 operation – no „maintenance downtime“
- 23. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|27
DO-278/ED-109 Software Standard for Non-Airborne Systems
ED-153 - Guidelines for ANS1 Software Safety Assurance
- both provide guidelines for the assurance of software contained in non-airborne CNS/ATM2 systems
- depending on the impact of a software failure, different levels of assurance
- tracing from high level requirements to low level requirements to code coverage / statement
coverage / decision coverage (depending on assurance level) and test cases (system / software /
component / unit)
massive control structure around the software development process
- documentation & reviews at every stage
- yields towards waterfall process with requirements engineering -> system design -> software
design -> code implementation -> tests
- auditable proof that sound engineering practices have been followed
1 ANS: air navigation services
2 CNS/ATM: communication, navigation and
- 24. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|29
Software assurance is demanded by regulatives, and as a result, by our customers
Waterfall timeline of a typical project
Multiple deliveries / parallel projects (out of product core)
Growing teams in several locations
PO
CDR
DDR
SQT
FAT
SATContract
Award
Go
Live
- 25. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|30
time
the teams
Vienna Romania
- 26. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|31
software is made by people
software architecture follows people organisation
software branches, de-couple everything
time
PO
CDR
DDR
SQT
FAT
SAT
PO
CDR
DDR
SQT
FAT
SAT
PO
CDR
DDR
SQT
FAT
SAT
PO
CDR
DDR
SQT
FAT
SAT
PO
CDR
DDR
SQT
FAT
SAT
project teams
- 27. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|32
De-coupled projects from each other
- Separate Timelines
- Separate Project Teams
- Separate Software Branches
Optimal team size? Move people around when priorities change?
Different skill sets in different locations?
Lifetime of these teams? Re-shuffling for next project?
Moving know-how from all these projects to your product base?
=> How to keep de-coupled stuff together?
- 28. | © 2016 Frequentis AGPublicMulti-project management with dispersed agile teams33 |
Possible approaches
- 29. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|34
Teams: 7 ± 2
Co-locate teams in one location
Build functional teams, not component teams
Ensure teams have all skills needed to deliver end-to-end
Invest in story writing, build and prioritise a product backlog
Deliver often and early
If it is hard, do it more often
Learn frequently and iteratively
People and communication over processes and toolsIndividuals and interactions
- 30. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|35
Co-located: everyone is in one location
Distributed: teams are in different locations, but within one team everyone is in one
location
Dispersed: people within the team are in different locations
- 31. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|36
Co-located: everyone is in one location
Distributed: teams are in different locations, but within one team everyone is in one
location
Dispersed: people within the team are in different locations
ViennaVienna Vienna
- 32. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|37
Co-located: everyone is in one location
Distributed: teams are in different locations, but within one team everyone is in one
location
Dispersed: people within the team are in different locations
Vienna Vienna Romania
- 33. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|38
Co-located: everyone is in one location
Distributed: teams are in different locations, but within one team everyone is in one
location
Dispersed: people within the team are in different locations
Vienna Romania
- 34. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|39
Design / Development / Testing / System Engineering
Scrum Teams
A
B
P
B
C Iterative Work
smartTools smartStrips
Product
Owner
Product
Owner
backlog
backlog
B
C
A
P
A
B
B
P
Project ConfigCustomer
Solution
smTools
smStrips
PdM
PdM
Project CProject BProject A
Req Req Req
Timeline
v1.2
B
C
A
P
v1.1
2.9. 30.9.
Default Config
Docs
- 35. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|40
PO
CDR
DDR
SQT
FAT
SAT
PO
CDR
DDR
SQT
FAT
SAT
PO
CDR
DDR
SQT
FAT
SAT
PO
CDR
DDR
SQT
FAT
SAT
PO
CDR
DDR
SQT
FAT
SAT
time
Vienna RomaniaViennaRomania
A
B
P
B
C
sprint 1 sprint 2 sprint 3 sprint 4 sprint 5 sprint 6 sprint 7 sprint 8
- 36. | © 2016 Frequentis AGPublicMulti-project management with dispersed agile teams41 |
Frequentis’ choice
- 37. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|42
Organise around products: Product Owners, Product Backlog
- interface projects to the development teams through product backlog
- learn to write stories
- product owner acts as gatekeeper
prioritise by reordering backlog items instead of reordering people
transparent resource planning based on velocity and story point estimations
drive active participation of projects
- invest in communication
- 38. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|43
Use Scrum to deliver out of Dispersed Teams
- some skills only available in one location (testing, lead architects)
Implications we knew we had to take care of:
- online collaboration tools, video conferencing
- scrum trainings, intercultural trainings
- invest in communication
Project Know-how
- some team members to be assigned as project experts
Helpful advice from the community:
http://www.infoq.com/presentations/The-Kiev-Experiment
- 39. | © 2016 Frequentis AGPublicMulti-project management with dispersed agile teams44 |
Daily routine
- 40. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|45
Video and audio conferencing everywhere
Online backlog and task boards in Jira / Jira Agile
Collaboration rules
- e.g. Backlog refinement with at least 3 team members, at least 1 from each location, and 1 with
testing background (if possible)
Definition of done
- e.g. Jenkins builds blue, deployment on test system ok, all traces from requirements to test cases
complete and reviewed, all test cases for backlog item successful, documentation updated, all
automated system tests green, all code reviewed in Crucible etc.
Definition of ready
- e.g. Story traced to causing requirements, requirements approved, acceptance criteria agreed,
estimation completed
Simplified process
- toolchain to provide auditable assurance proof
- Jama for requirements and test management
- 41. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|46
Management
- 4-weeks, then 3-weeks sprints (some teams now also down to 2 weeks)
- regular backlog refinement sessions to pre-estimate stories
- stories include acceptance criteria in Gerkhin language
- mid-sprint review, bi-weekly project briefing, cross-team stand-ups (as needed)
Practices
- test driven development
- pair programming
- collective code ownership
Tooling
- continuous integration / unit tests / junit
- automated component testing / jbehave
- continuous deployment
- automated system tests / jbehave + Frequentis distributed system testing framework
- 42. | © 2016 Frequentis AGPublicMulti-project management with dispersed agile teams47 |
Sprint demo
- 43. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|48
- 44. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|49
- 45. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|50
- 46. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|51
- 47. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|52
- 48. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|53
- 49. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|54
- 50. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|55
- 51. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|56
- 52. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|57
- 53. | © 2016 Frequentis AGPublicMulti-project management with dispersed agile teams58 |
Observed results and
Lessons learned
- 54. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|59
Observations
- Teams felt relieved from project priority clashes, they felt more appreciation, more self-control, and
more motivation
- Teams learned the value of communication – started to talk to each other much more across
borders
- Teams were able to increasingly clean up debt in the product
- Productisation of features increased
- Project timelines became more stable and achievable
• after initial hick-up ;-)
Lessons Learned
- Believe in it and keep going forward. It does get better!
- Crucial to have full support by management. We had it.
- You can deviate from the book. But know why there is a recommendation.
- Stories are not Requirements.
=> Long-term management of product feature documentation?
- 55. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|60
0
200
400
600
800
1000
1200
StoryPoints Burnup - Total
Target
estim.
done
trend (Target)
trend (done)
Total Backlog Size
Estimated Forecast
Actually Done
- 56. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|61
Scrum introduction in ATM Automation
- two products, three Scrum teams
- dispersed in two locations (Vienna, Cluj-Napoca)
- experienced Scrum masters to start the teams, then handover after a few months
Agile trainings for the company
- external trainers held Scrum trainings a few times
- management support to promote the trainings and get employees to join
A limited number of “Scrum islands” (also some starting in other departments)
- learning process for the teams
- learning process for the organisations working with these teams
First successes
- stabilized roadmap and releases of smartTOOLS and smartSTRIPS
- successful launches at customer sites
- rate of bug reports decreasing, product cleanup, team spirit improved
- 57. | © 2016 Frequentis AGPublicMulti-project management with dispersed agile teams62 |
Where to go from here?
- 58. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|63
Public
Safety
Public
Transport MaritimeDefence
Air Traffic
Management
- 59. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|64
Automated System Acceptance Tests
- Continuous Acceptance Test Scheme (CATS)
In-house training programme
- Combination of external trainers and in-house education
- Several tracks geared to scrum masters, product owners, project managers, …
- In-house Agile Coach
Community of Practice: „FRQ Agile Community“
- Regular Community Events: „Agile Breakfast“, „Agile Open Space“, …
Functions and career levels
- Scrum Master, Kanban Facilitator, Agile Coach....
Agile Facilitator
- Product Owner, Product Manager, Project Manager....
Strategic Product Manager and Operational Product Manager
- 60. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|65
Scaling: the FRQ Agile Framework Model
- Interworking between strategy, customer projects, and product development
- Company-wide Metrics
- Scaling to subsidiaries and other companies within the FRQ corporation
Agile PM Guidelines
- Guidelines and „good practices“ for project managers
Apply agile practices with customers
- Offer calculation from story estimates
- Enrich classic requirements engineering with agile practices (Story Mapping, Impact Mapping…)
Kanban flight level 2+
Agile Assessment
- Self-assessment questionnaire for teams and product programs
- For teams to figure out where they stand in their path and what they may want to focus on next
- Determine an overall "Agility" metric for Frequentis
- 61. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|66
Public
Safety
Public
Transport MaritimeDefence
Air Traffic
Management
- 62. | © 2018 Frequentis AGPublicMulti-project management with dispersed agile teams|67