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Tangible Scrum: The Scrum in Hardware Guide

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Talk given at the Scrum Gathering Minneapolis 2018 #SGMSP18 #scrum4hw. The Scrum for Hardware Guide.

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Tangible Scrum: The Scrum in Hardware Guide

  1. 1. Tangible Scrum: The Scrum in Hardware Guide Fabian Schwartz | 18th of April 2018
  2. 2. ScrumColombia.Org Where does this come from? 2
  3. 3. @FabianSchwartz
  4. 4. ScrumColombia.Org City Center – Harmon Hotel (Las Vegas) 4
  5. 5. ScrumColombia.Org The Plan 5 • Scope: 49 stories luxury hotel • Cost: US$ 4 billion • Time: 2006 – 2008 Participants • Norman Foster • MGM Resorts • Dubai World • Perini • Pacific Coast Steel • Etc
  6. 6. ScrumColombia.Org The Result 7 § Scope: 28 stories § Cost: US$8.5 Billion § Time: 2006 – 2012
  7. 7. ScrumColombia.Org Why did this happen? 8 Inadequate communication and collaboration Missing precision and efficiency with critical information • Dr. Burçin Becerik, Harvard University • Dr. Peter Love, Curtin University Collaboration Critical Information
  8. 8. Agenda 1 Uncertainty 2 Scrum in Manufacturing 3 Scrum in Construction 4 Scrum in Oil & Gas 5 Summary “My concern is that decision makers are caught in traditional, linear thinking to think about the forces of disruption and innovation shaping the future.” - Klaus Schwab 9
  9. 9. ScrumColombia.Org Cost of Change vs Certainty of Scope 10 Costofchangeorsunkcost Scope highlow Well known New to the company IterativeSequential with Fast tracking Front end loadingSequential fases with Quality Gates
  10. 10. ScrumColombia.Org Fail early 11 low high timeBeginning End Cost of change Uncertainty Analysis Specifications Development Test Roll-out
  11. 11. ScrumColombia.Org Fail early 12 low high timeBeginning End Cost of change Uncertainty Analysis Specifications Development Test Roll-out
  12. 12. “Where is the uncertainty in your project?” 13
  13. 13. Agenda 1 Uncertainty 2 Scrum in Manufacturing 3 Scrum in Construction 4 Scrum in Oil & Gas 5 Summary “My concern is that decision makers are caught in traditional, linear thinking to think about the forces of disruption and innovation shaping the future.” - Klaus Schwab 14
  14. 14. ScrumColombia.Org Extreme Manufacturing - Wikispeed 15
  15. 15. ScrumColombia.Org Extreme Manufacturing - Wikispeed 16 Scrum Organization Roles & Responsibilities Iterative Design/Sprints Make Work Visible Measure Velocity Continuous Improvement XP Engineering Principles User Stories Pairing and Swarming Test Driven Development Object Orientated Architecture Modular Components Contract-First Design Design Patterns Re-use and Inheritance
  16. 16. ScrumColombia.Org Test driven design & module slicing 17 Source: Joe Justice, Scrum Inc. & WikiSpeed
  17. 17. ScrumColombia.Org Known stable interfaces • Underlying structure is a set of largely independent modules with pre-defined interfaces • Interfaces remain stable, allowing everything within the module to change without impacting other modules • Enables product design to “emerge” rapidly in response to inspect and adapt cycles • Also supports re-use of the same module for different contexts 18 Source: Scrum Inc
  18. 18. ScrumColombia.Org Continuous Integration • We can only plugin after module has been tested • Use CAD, CFD etc. to test integration first • Automate integration of multiple modules (e.g. flexible robots) • Run through a prepared checklist of integration testing 19 Source: Scrum Inc
  19. 19. ScrumColombia.Org Takeaway for Scrum in Hardware 20 Source: http://wikispeed.org/2017/06/scrum-in-hardware-guide-draft/ Test driven design Modules& Interfaces Continuous Integration
  20. 20. Agenda 1 Uncertainty 2 Scrum in Manufacturing 3 Scrum in Construction 4 Scrum in Oil & Gas 5 Summary “My concern is that decision makers are caught in traditional, linear thinking to think about the forces of disruption and innovation shaping the future.” - Klaus Schwab 21
  21. 21. ScrumColombia.Org 15 stories in 6 days – Mag. 9 resistant 22
  22. 22. ScrumColombia.Org Integrating Project Delivery 23 Source: Integrating Project Delivery, Martin Fischer, Howard W. Ashcraft, Dean Reed, Atul Khanzode, 2017 Measurable Value Product Owner defines the value he expects from the building in a measurable way. The design will then focus on that value. Production Management Production has to use INTEGRATED processes and systems. Key is to produce in small modules. Collaboration and Co-location Teams have to be co- located (at least per module) and multifunctional. Visualization/Simulation In order to communicate effectively and receive rapid feedback the team needs a technology that allows to visualize and simulate the design of the building.
  23. 23. ScrumColombia.Org 24 Source: Integrating Project Delivery, Martin Fischer, Howard W. Ashcraft, Dean Reed, Atul Khanzode, 2017 24 Product Backlog Sprint Backlog Sprint, max 30 días 24 h Fully functional increment Sprint Planning Daily Scrum Sprint Review Sprint Retrospective PO SM T TT
  24. 24. ScrumColombia.Org 25 Source: Integrating Project Delivery, Martin Fischer, Howard W. Ashcraft, Dean Reed, Atul Khanzode, 2017 Product Backlog Sprint Backlog Sprint, max 30 días 24 h Fully functional increment Sprint Planning Daily Scrum Sprint Review Sprint Retrospective PO SM T TT
  25. 25. ScrumColombia.Org 26 Source: Integrating Project Delivery, Martin Fischer, Howard W. Ashcraft, Dean Reed, Atul Khanzode, 2017 Product Backlog Sprint Backlog Sprint, max 30 días 24 h Fully functional increment Sprint Planning Daily Scrum Sprint Review Sprint Retrospective PO SM T TT
  26. 26. ScrumColombia.Org 27 Source: Integrating Project Delivery, Martin Fischer, Howard W. Ashcraft, Dean Reed, Atul Khanzode, 2017 Product Backlog Sprint Backlog Sprint, max 30 días 24 h Fully functional increment Sprint Planning Daily Scrum Sprint Review Sprint Retrospective PO SM T TT
  27. 27. ScrumColombia.Org 28 Source: Integrating Project Delivery, Martin Fischer, Howard W. Ashcraft, Dean Reed, Atul Khanzode, 2017 Product Backlog Sprint Backlog Sprint, max 30 días 24 h Fully functional increment Sprint Planning Daily Scrum Sprint Review Sprint Retrospective PO SM T TT
  28. 28. ScrumColombia.Org Set up time Single-minute exchange of die (SMED) 29
  29. 29. ScrumColombia.Org Takeaway for Scrum in Hardware 30 Source: http://wikispeed.org/2017/06/scrum-in-hardware-guide-draft/ Test driven design Co-located team Set up time
  30. 30. Agenda 1 Uncertainty 2 Scrum in Manufacturing 3 Scrum in Construction 4 Scrum in Oil & Gas 5 Summary “My concern is that decision makers are caught in traditional, linear thinking to think about the forces of disruption and innovation shaping the future.” - Klaus Schwab 31
  31. 31. ScrumColombia.Org Cash Flow in Oil&Gas projects 32 Source: A typical E&P cash-flow project based upon the Brazil Fiscal System (Suslick, 2005)
  32. 32. ScrumColombia.Org Cash Flow in Oil&Gas projects 33 Source: A typical E&P cash-flow project based upon the Brazil Fiscal System (Suslick, 2005)
  33. 33. ScrumColombia.Org The Drummond Case Objective: Exploration Caporro Gas Field • Starting at the top • VP is the Product Owner • Only 1 Product Backlog • Sprint: 2 weeks • Executive Team meets every day for 15 minutes to surface impediments • All Scrum Elements are implemented • Video Conference for remote teams 34
  34. 34. ScrumColombia.Org Results • Fastest well ever drilled before: 10 days • Average drilling time now: 6 days • Impediments are resolved now in hours not weeks • Increased Motivation • Increased Transparency • Increased Focus • Increased Synchronization of areas 35
  35. 35. “Scrum has been a successful implementation for our organization and will be implemented in other specific oil & gas operating teams: drilling, stimulation and completion, construction of production facilities.” ― Alberto Garcia, Vice President Hydrocarbons 36
  36. 36. ScrumColombia.Org Scale-Free Architecture • If you want to scale exponentially you need a “scale-free” architecture • Otherwise you risk introducing waste into the system and slowing the whole organization down • You will not achieve linear scalability • Scale-free architectures are pervasive in biology (ex. neural networks) • They are able to evolve to perform new functions more rapidly than an alternative network design 37 Source: http://chronicle.uchicago.edu/061207/darwin.shtml
  37. 37. ScrumColombia.Org 38 Source: https://www.scrumatscale.com Scrum@Scale
  38. 38. ScrumColombia.Org Takeaway for Scrum in Hardware 39 Source: http://wikispeed.org/2017/06/scrum-in-hardware-guide-draft/ Test driven design Scaling Set up time
  39. 39. Agenda 1 Uncertainty 2 Scrum in Manufacturing 3 Scrum in Construction 4 Scrum in Oil & Gas 5 Summary “My concern is that decision makers are caught in traditional, linear thinking to think about the forces of disruption and innovation shaping the future.” - Klaus Schwab 40
  40. 40. ScrumColombia.Org The Scrum in Hardware Guide 41 Source: http://wikispeed.org/2017/06/scrum-in-hardware-guide-draft/ Start where uncertainty is high
  41. 41. ScrumColombia.Org The Scrum in Hardware Guide Test driven design Modules& Interfaces Scaling Co-located team Continuous Integration Set up time 42 Source: http://wikispeed.org/2017/06/scrum-in-hardware-guide-draft/ Start where uncertainty is high
  42. 42. ScrumColombia.Org The Scrum in Hardware Guide Test driven design Modules& Interfaces Scaling Co-located team Continuous Integration Set up time 43 Source: http://wikispeed.org/2017/06/scrum-in-hardware-guide-draft/ Start where uncertainty is high Have a working product at the end of each Sprint!
  43. 43. ScrumColombia.Org Credits 44 Dr. Jeff Sutherland Co-creator of Scrum JJ Sutherland CEO, Scrum Inc Joe Justice Founder Wikispeed Dr. Raymond Levitt Professor - Stanford University Nynke Bell Continuous Improvement, Shell Paolo Samichelli Klimsoft, CEO
  44. 44. ScrumColombia.Org + 57 321 43 43 553 scrumcolombia.org Fabian Schwartz | CEO fabian@casmena.com @fabianschwartz Questions https://co.linkedin.com/in/fabianschwartz 45

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