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Protecting the irreplaceable | f-secure.com
Janne Järvinen
Director, External R&D Collaboration &
Focus Area Director – Cloud Software program
When Cloud is not enough –
Experiences from Cloud
Software Program
Protecting the irreplaceable | www.f-secure.com
WhoamI?
• Janne Järvinen has over 20 years of
experience in software engineering
and software process improvement.
• Work experience from various
positions in software industry from
programmer to VP Engineering in
small and large software companies.
• PhD in Information processing science
from VTT/University of Oulu (2000).
Involved in SPICE (ISO15504),
ESPRIT(BOOTSTRAP, PROFES) and
ITEA (MOOSE, MERLIN, FLEXI, EASI-
CLOUDS).
Protecting the irreplaceable | www.f-secure.com
• F-Secure Company Intro
• F-Secure History in Agile
• Cloud Software Program
• Lean Software Enterprise
• The Next Big Thing
ICGSE 2013 – Janne Järvinen
Agenda
• F-Secure Company Intro
August 28, 20134
August 28, 20135
F-Secure Locations
28 August 20136
F-Secure - Russian Development Center
Key learnings
• Minimize handovers – Concentrating all the
development of one product family to one
location brings clear benefits
• Focus on the essential – You can outsource
everything except professionalism and
passion
• Standardize and centralize everything in
your processes – Using the same
technologies and tools in development
processes minimizes the cost of hassle and
re-inventing the wheel
• Use your charm to beat the big boys when
recruiting – When competing as an unknown
little player in the recruiting market, find a
way to use your small size as an advantage
© F-Secure PublicAugust 28, 20137
F-Secure Locations
28 August 20138
F-Secure - KL Development Center
Key learnings
• Going pretty pure scrum-organization:
• Sprints + 5% workshops, getting to understand
the minimum viable scope works. These are still
kept.
• Scrum masters do not work: too many fellows
start to expect spoonfeeding on everything. No
more scrum masters, teams responsible for their
own work
• Lean improvements:
• Mental thinking to do improvements that cater
for wider scope than your own (processes, tools)
• Works well, although too easy to just “fix fast”,
needs constant monitoring, results need to be
highly visible
• Getting organized
• Giving teams more “area of Freedom” works, 1
(senior) manager able to manage ~25 fellows
© F-Secure PublicAugust 28, 20139
F-Secure Cloud Software icgse2013
Protecting the irreplaceable | www.f-secure.com
• F-Secure Company Intro
• F-Secure History in Agile
• Cloud Software Program
• Lean Software Enterprise
• The Next Big Thing
ICGSE 2013 – Janne Järvinen
Agenda
• F-Secure History in Agile
DiscontinuationGeneral AvailabilityProduct Realization
R1S1 V3 V1V2
ReleaseDevelopment
D1S2
Business and Feasibility
Study
System
Test
Beta
Validation
RC
Validation
ReleasingDevelopment Iterations
Screening Validation
D2
Product life-cycle and product realization cycle
DA Dn ...
Product &
Project
Elaboration
Product &
Project
Initiation
Product Life Cycle Management
From Waterfall to Agile at F-Secure
FPRP – F-Secure
Product Realization
Process
F-LEX
Lean Software Enterprise at F-Secure
© F-Secure PublicAugust 28, 201313
Protecting the irreplaceable | www.f-secure.com
• F-Secure Company Intro
• F-Secure History in Agile
• Cloud Software Program
• Lean Software Enterprise
• The Next Big Thing
ICGSE 2013 – Janne Järvinen
Agenda
• Cloud Software Program
The new Finnish Growth by Collaboration
ICT
leadership
Cloud Software
Next Media
From Data to Intelligence
Future Internet / IoT
Service program
Device and Interoperability
Data intensive digital services
& ICT Enabling the transformation
of other industry verticals
DIGILE* programs Goal Business focus and growth
* DIGILE = Finnish Strategic Center for Science, Technology and Innovation
SRA - Possibilities for Collaboration
SRA*
Academy
project
Research Applied research Product development
Eureka project Project with China
Company
projectCompany
project
Company
project
Company
project
Company
project
Academy
project
Project with USA
Business
concept
Business
concept
Business
concept
Tekes funded program
60%/40% rule
*SRA = Strategic Research Agenda
Horizon 2020 project
Horizon 2020 PPP-project
Building the Competitive World-class Software
Enterprise in the Cloud
Cloud Business
Lean & Agile Software EnterpriseCloud Technologies
User Experience
Security Sustainability
Succeeding globally in
the cloud will require:
- Right Business
- Right Technologies
- Right Organization
- Right Timing
Cloud Software Program Consortia
Nokia
Reaktor
Ericsson
Movial
Vaadin
RM5
JAMK University
Program Coordinator
Dr. Tua Huomo
VTT
Academic
Coordinator
Dr. Veikko Seppänen
Ahtisaari Institute
Focus Area Director
Dr. Janne Järvinen
F-Secure
19
Main Achievements so far
Program management
• Quarterly incremental
planning and results review &
dissemination
• Active participation to Q-
reviews (12 reviews so far,
100+ participants per
meeting)
Program dissemination
•200 publications
•2 new international
conferences started - ICSOB,
LESS
•Cloud Software Journal
started – Communications of
Cloud Software
• Major Lean/Agile transformation
programs ongoing (e.g. F-Secure, Tieto,
Ericsson, EB, EXFO, Nokia)
• Several new cloud service concepts and
tools developed e.g.
o Freenest – Platform for agile cloud development
o F-Secure – Content cloud platform and service
o Vaadin – Collaborative SW development
o Owela – Conumers say on cloud services
• New ecosystems being formed, e.g.
Ixonos CityOnline, Tieto Application
Platform, F-Secure 3rd party ecosystem
7.3 MEUR
savings in
H1/2012
Up to 6x
faster
delivery
Steeri:
Company
revenue
tripled
already!
20
Main Achievements so far
• Major Lean/Agile transformation
programs ongoing (e.g. F-Secure, Tieto,
Ericsson, EB, EXFO, Nokia)
• Several new cloud service concepts and
tools developed e.g.
o Freenest – Platform for agile cloud development
o F-Secure – Content cloud platform and service
o Vaadin – Collaborative SW development
o Owela – Conumers say on cloud services
• New ecosystems being formed, e.g. CSC
Kajaani Datacenter, Ixonos CityOnline,
Tieto Application Platform, F-Secure 3rd
party ecosystem
Program management
• Quarterly incremental
planning and results review &
dissemination
• Active participation to Q-
reviews (12 reviews so far,
100+ participants per
meeting)
Program dissemination
•200 publications
•2 new international
conferences started - ICSOB,
LESS
•Cloud Software Journal
started – Communications of
Cloud Software
Power of Iterative Planning and Sharing
Jan Feb Mar April May June July August Sep Oct Nov Dec
Q1 Q2 Q3 Q4
March 2013
Vuokatti
June 2013
Oulu
September 2013
Turku
13 Dec 2013
Helsinki
Concepts,
Demos, etc.
ImpactDeliverables
Technology,
Methods, etc.
Patents, IPRPublications
Working Together –
Learning Together
True
Collaboration
True Sharing
Better
Business
Better
Competitiveness
Energy and
environment
(CLEEN)
Built environment
(RYM)
What About Exploitation?
• Assets for systemic transformations in Finnish industries and public services
• Renewal and accelerated new growth in ICT industry
• Digitalization of every industry
• Productivity in public services via digitalization
FORGE
Metal products
and mechanical
engineering
(FIMECC)
Forest industry
(FIBIC)
Health and
well-being
(SALWE)
Information and
communication
industry and
services (DIGILE)
Public services
Cloud Software
Next Media
From Data to Intelligence
Future Internet / IoT
Service program
= Category specific service design node
Flowofresults
Protecting the irreplaceable | www.f-secure.com
• F-Secure Company Intro
• F-Secure History in Agile
• Cloud Software Program
• Lean Software Enterprise
• The Next Big Thing
ICGSE 2013 – Janne Järvinen
Agenda
• Lean Software Enterprise
Lean Transformation – how to get started?
Lead Time (speed)
Amount of Days
Value Throughput (amount)
Flow of Value
Net Promoter Score
(quality)
Width of smile
Work In Progress
(sunken investment)
The unfinished things
We need to know.
The six Things we teach
Concepts
• Flow
• Value
• Waste
Tools
• A3
• VSM
• RCA
© F-Secure Public2012-02-2027
© F-Secure PublicAugust 28, 201328
Understanding R&D work – Sample Data
0 %
10 %
20 %
30 %
40 %
50 %
60 %
70 %
80 %
90 %
100 %
TP45 TP46 TP47 TP48 TP49 TP50 TP51 TP52 TP53 TP54 TP55 TP56 TP57 TP58 TP59 TP60 TP61 TP62 TP63 TP64 TP65 TP66 TP67
Average of Other
Average of Waste
Average of Maintenance
Average of Improvements
Average of Bugs from Beta
Average of Features
August 28, 201329
Example: Value
Stream Mapping
leadingtobetter
Flow
Value Stream Mapping
We collected facts from all stakeholders and learned the big picture about what we actually do as
a company when we decide to make software.
One project was used as a case study to reveal the issues we have. Discussion verified the
findings also in broader context
© F-Secure PublicAugust 28, 201330
August 28, 201331
ABC3.0
Req.work
ABC3.0 Client
PSI1&2 dev
UX
Concepting
Po Council
3.0 approved
Rescoping 3.0
to 2.3
Po Council
2.3 approved
Client, WebUI,
Backend dev
PSG RTM
Decision
PS/Support
Req. added
ABC eu demo
prod upgrade &
fixes
2 Client service
releases, migration
script dev, packaging
rework, customization
Package
validation
Production for
Operator X
Sample Value Stream (case: new UX for ABC3.0)
Activity 6m 2,5m 5m 3w 2d
Wait 2,3m 2w 1w
Cumulative 16m
6,5m 1m 2,5m 1,5m 2d
27,5m
2,5 1d 5d 6m
Total 2,5 years Total 3 years
ABC2.3 Kick-
off
ABC3.0
Proj. started
Production for
operator
Fixes, customization,
migration, deployment
X times
1. May 2009 11. March 2010 10. Sep 2010
17. Jul 2011
PPSG
Delay RTM 1m
Client, WebUI,
Backend dev
Client, WebUI,
Backend dev
31. Jan 2011
March 2011
9. May 2011 30. Jun 2011
1. Jul 2011
Cost of Delay
460++ kEur
Cost of
Delay ?!
19. Oct 2011
© F-Secure PublicAugust 28, 201332
Product Development Portfolio
Business
goal
Business
goal
Business
goal
Business
goal
Business
goal
Business
goal
Business
goal
Business
goal
Business
goal
Decision queue Development queue Delivery queue
Roadmap capacity Development capacity Delivery
capacity
Through-
put
© F-Secure PublicAugust 28, 201333
A Sample Flow
Reduction of items in queue
Total cumulative number of
deliveries: 15
Relatively even number of
Items under development = steady flow and capacity
Development lead time
reducing from ~3 months
to 1-2 months
August 28, 201334
Example: Business
Iteration Planning
(BIP)tomanagebig
projects
BIP in brief – the context
• Basic, Scrum-based Agile methodology does not cover scaling
• Dean Leffingwell‘s “Agile Release Train” covers multiple layers of abstraction in
all key dimensions of the project:
content, timeline and organization.
© F-Secure Public2011-05-0935
Product Backlog
Product
Owner 2
Team B
I1 I2 I3 I4
Beta1
B
I
P
B
I
P
I5 I6 I7 I8
Beta2
B
I
P
I9 I10 I11 I12
Release
Epic Feature Story
Reporting Aggregate
Reports
As an user I want to see a list of my average spending
for each of my budget-lines so that I can get a fast
control of my average expenses
Reporting Aggregate
Reports
As a end-user I can get a summary report my total
spending on a selected set of accounts
Reporting List Report As a end-user I can get a summary report my total
spending on a selected set of accounts
Reporting List Report As a end-user I can get a summary report my total
spending on a selected set of accounts
Logging ...
FeatureStoryEpic
Team A
Business Iteration
Product
Owner 1
BIP = BusinessIterationPlanning
Example Project for BIP
• Major new product, significant changes in
• Business model
• Architecture
• Method for Longer-Term Planning, including new backlog tooling
• About 10 teams
• Mostly in Helsinki, some in Kuala Lumpur, later also one in Poland
• Mostly feature teams
• Fairly mature in basic Scrum and Agile engineering practices
• Some experience in multi-team projects but not on this scale
© F-Secure Public2011-05-0936
PM
PM
AM
AMLonger-Term Planning in brief – the event
© F-Secure Public2011-05-0937
Day 2
Status check
Planning
team breakout sessions
Final plan review
Risk review
Confidence vote
Retrospective
Day 1
Introduction
Project setup
Business Vision
Architecture Vision
User experience and UI
Engineering practices
Planning process intro
Planning
team breakout sessions
Draft Plan review
F-Secure Cloud Software icgse2013
Summary of the BIP method
• New method for handling layers of abstraction in all key dimensions
• Business Iteration for steering in mid-term time scale
• Levels of abstraction in the “Value item” hierarchy: epics, features, stories
• Planning for the Business Iteration with the features and stories in a multi-team
setting
• Essential to pay attention to quality and the engineering practices like
Continuous Integration and Test Automation
• Never sacrifice quality, never
• Every bug found invokes adding a new test case to the Test Automation suite
• No extra hardening outside of sprints, every sprint results in a customer beta
© F-Secure Public2011-05-0939
August 28, 201340
Example: Global
Testing Network to
getworkdone
together
It took weeks to get TA running…
Back in 2008:
2010: it was days
Now it’s
minutes!
Development TEAMS do test automation
Teams develop and ARE RESPONSIBLE
for their code,
including test automation code.
Teams receive and SEE THE VALUE of their test automation.
Teams BECOME MORE ENGAGED
in developing their test automation.
© F-SecureAugust 28, 201343
Into the cloud
• Fast self service cloud for everything needed in
SW delivery:
• All development
• All testing
• All test automation
• All beta / customer integration
• And all finally production
Protecting the irreplaceable | www.f-secure.com
Test
Automation
Manual
Testing
Internet
facing
testing
Deliveries
Build Servers
Developer
VM’s
GTN XTNDEV
XTN
Euclyptus
Beta
Safe testing cloudF-Secure R&D cloud
© F-SecureAugust 28, 201345
Effects
• Low barrier of entry
• Bye bye to handovers!
• API-happy, pro-automation
• Cost savings
• Time-to-market
Protecting the irreplaceable | www.f-secure.com
• F-Secure Intro
• F-Secure History in Agile
• Cloud Software Program
• Lean Software Enterprise
• The Next Big Thin
ICGSE 2013 – Janne Järvinen
Agenda
• The Next Big Thing -> Need for Speed – N4S
N4S - PARADIGM CHANGE
• 28.8.2013
N4S - BREAKTROUGH TARGETS
1) Paradigm Change – Delivering Value in Real-Time
2) Deep Customer Insight - Better Business Hit-rate
3) Mercury Business – Find the New Money
48
Route towards Continuous Deployment
is just a start…
Integration level in the Company
Cycletime
IID
Iterative and
Incremental
Development
1960->
Agile
Continuous
Deployment
In company level,
software developed to
a high standard and
easily packaged and
deployed to test
environments,
resulting in the ability
to rapidly, reliably and
repeatedly push out
enhancements and bug
fixes to customers at
low risk and with
minimal manual
overhead 2011->
Fast
Vast
Individuals and
interactions over
processes and tools.
Working software over
comprehensive
documentation.
Customer collaboration
over contract
negotiation.
Responding to change
over following a plan.
2001->
CI
CD
Continuous Integration
In RD, merging all
developer workspaces
with a shared mainline
several times a day. It
was first named and
proposed as part of
extreme programming
(XP).
1999->
N4S Paradigm Change – Real-time Economy
IID
Agile
Vast
Defining and
implementing active and
continuous strategy and
business models in
pursuit of new emergent
opportunities.
Active portfolio and
corporate business
strategy management,
continuous creation of
strategic options, fast
decision making.
Redefinition of
competences and
capabilities – how to
move to business areas
not currently company’s
core business.
Mercury
Business
Real-time
Real-time
Value
Delivery
Provide the technical
infrastructure and
capabilities to allow
organizations to
deliver new features
and new minimum
viable products and
services significantly
faster
Deep
Customer
Insight
Significantly improved
business hit-rate by
linking deep customer
insight to the
development.
Systematic use of real-
time feedback, market
trends and behavior,
analytics & visualization
technologies.
Develop a tool-based
infrastructure for
continuous
experimentation and live
customer feedback
CI
CD
FastCycletime
Integration level in the Company
Way of Working changes towards
”Super Cells”
51
F-Secure Cloud Software icgse2013

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F-Secure Cloud Software icgse2013

  • 1. Protecting the irreplaceable | f-secure.com Janne Järvinen Director, External R&D Collaboration & Focus Area Director – Cloud Software program When Cloud is not enough – Experiences from Cloud Software Program
  • 2. Protecting the irreplaceable | www.f-secure.com WhoamI? • Janne Järvinen has over 20 years of experience in software engineering and software process improvement. • Work experience from various positions in software industry from programmer to VP Engineering in small and large software companies. • PhD in Information processing science from VTT/University of Oulu (2000). Involved in SPICE (ISO15504), ESPRIT(BOOTSTRAP, PROFES) and ITEA (MOOSE, MERLIN, FLEXI, EASI- CLOUDS).
  • 3. Protecting the irreplaceable | www.f-secure.com • F-Secure Company Intro • F-Secure History in Agile • Cloud Software Program • Lean Software Enterprise • The Next Big Thing ICGSE 2013 – Janne Järvinen Agenda • F-Secure Company Intro
  • 7. F-Secure - Russian Development Center Key learnings • Minimize handovers – Concentrating all the development of one product family to one location brings clear benefits • Focus on the essential – You can outsource everything except professionalism and passion • Standardize and centralize everything in your processes – Using the same technologies and tools in development processes minimizes the cost of hassle and re-inventing the wheel • Use your charm to beat the big boys when recruiting – When competing as an unknown little player in the recruiting market, find a way to use your small size as an advantage © F-Secure PublicAugust 28, 20137
  • 9. F-Secure - KL Development Center Key learnings • Going pretty pure scrum-organization: • Sprints + 5% workshops, getting to understand the minimum viable scope works. These are still kept. • Scrum masters do not work: too many fellows start to expect spoonfeeding on everything. No more scrum masters, teams responsible for their own work • Lean improvements: • Mental thinking to do improvements that cater for wider scope than your own (processes, tools) • Works well, although too easy to just “fix fast”, needs constant monitoring, results need to be highly visible • Getting organized • Giving teams more “area of Freedom” works, 1 (senior) manager able to manage ~25 fellows © F-Secure PublicAugust 28, 20139
  • 11. Protecting the irreplaceable | www.f-secure.com • F-Secure Company Intro • F-Secure History in Agile • Cloud Software Program • Lean Software Enterprise • The Next Big Thing ICGSE 2013 – Janne Järvinen Agenda • F-Secure History in Agile
  • 12. DiscontinuationGeneral AvailabilityProduct Realization R1S1 V3 V1V2 ReleaseDevelopment D1S2 Business and Feasibility Study System Test Beta Validation RC Validation ReleasingDevelopment Iterations Screening Validation D2 Product life-cycle and product realization cycle DA Dn ... Product & Project Elaboration Product & Project Initiation Product Life Cycle Management From Waterfall to Agile at F-Secure FPRP – F-Secure Product Realization Process F-LEX
  • 13. Lean Software Enterprise at F-Secure © F-Secure PublicAugust 28, 201313
  • 14. Protecting the irreplaceable | www.f-secure.com • F-Secure Company Intro • F-Secure History in Agile • Cloud Software Program • Lean Software Enterprise • The Next Big Thing ICGSE 2013 – Janne Järvinen Agenda • Cloud Software Program
  • 15. The new Finnish Growth by Collaboration ICT leadership Cloud Software Next Media From Data to Intelligence Future Internet / IoT Service program Device and Interoperability Data intensive digital services & ICT Enabling the transformation of other industry verticals DIGILE* programs Goal Business focus and growth * DIGILE = Finnish Strategic Center for Science, Technology and Innovation
  • 16. SRA - Possibilities for Collaboration SRA* Academy project Research Applied research Product development Eureka project Project with China Company projectCompany project Company project Company project Company project Academy project Project with USA Business concept Business concept Business concept Tekes funded program 60%/40% rule *SRA = Strategic Research Agenda Horizon 2020 project Horizon 2020 PPP-project
  • 17. Building the Competitive World-class Software Enterprise in the Cloud Cloud Business Lean & Agile Software EnterpriseCloud Technologies User Experience Security Sustainability Succeeding globally in the cloud will require: - Right Business - Right Technologies - Right Organization - Right Timing
  • 18. Cloud Software Program Consortia Nokia Reaktor Ericsson Movial Vaadin RM5 JAMK University Program Coordinator Dr. Tua Huomo VTT Academic Coordinator Dr. Veikko Seppänen Ahtisaari Institute Focus Area Director Dr. Janne Järvinen F-Secure
  • 19. 19 Main Achievements so far Program management • Quarterly incremental planning and results review & dissemination • Active participation to Q- reviews (12 reviews so far, 100+ participants per meeting) Program dissemination •200 publications •2 new international conferences started - ICSOB, LESS •Cloud Software Journal started – Communications of Cloud Software • Major Lean/Agile transformation programs ongoing (e.g. F-Secure, Tieto, Ericsson, EB, EXFO, Nokia) • Several new cloud service concepts and tools developed e.g. o Freenest – Platform for agile cloud development o F-Secure – Content cloud platform and service o Vaadin – Collaborative SW development o Owela – Conumers say on cloud services • New ecosystems being formed, e.g. Ixonos CityOnline, Tieto Application Platform, F-Secure 3rd party ecosystem 7.3 MEUR savings in H1/2012 Up to 6x faster delivery Steeri: Company revenue tripled already!
  • 20. 20 Main Achievements so far • Major Lean/Agile transformation programs ongoing (e.g. F-Secure, Tieto, Ericsson, EB, EXFO, Nokia) • Several new cloud service concepts and tools developed e.g. o Freenest – Platform for agile cloud development o F-Secure – Content cloud platform and service o Vaadin – Collaborative SW development o Owela – Conumers say on cloud services • New ecosystems being formed, e.g. CSC Kajaani Datacenter, Ixonos CityOnline, Tieto Application Platform, F-Secure 3rd party ecosystem Program management • Quarterly incremental planning and results review & dissemination • Active participation to Q- reviews (12 reviews so far, 100+ participants per meeting) Program dissemination •200 publications •2 new international conferences started - ICSOB, LESS •Cloud Software Journal started – Communications of Cloud Software
  • 21. Power of Iterative Planning and Sharing Jan Feb Mar April May June July August Sep Oct Nov Dec Q1 Q2 Q3 Q4 March 2013 Vuokatti June 2013 Oulu September 2013 Turku 13 Dec 2013 Helsinki Concepts, Demos, etc. ImpactDeliverables Technology, Methods, etc. Patents, IPRPublications
  • 22. Working Together – Learning Together True Collaboration True Sharing Better Business Better Competitiveness
  • 23. Energy and environment (CLEEN) Built environment (RYM) What About Exploitation? • Assets for systemic transformations in Finnish industries and public services • Renewal and accelerated new growth in ICT industry • Digitalization of every industry • Productivity in public services via digitalization FORGE Metal products and mechanical engineering (FIMECC) Forest industry (FIBIC) Health and well-being (SALWE) Information and communication industry and services (DIGILE) Public services Cloud Software Next Media From Data to Intelligence Future Internet / IoT Service program = Category specific service design node Flowofresults
  • 24. Protecting the irreplaceable | www.f-secure.com • F-Secure Company Intro • F-Secure History in Agile • Cloud Software Program • Lean Software Enterprise • The Next Big Thing ICGSE 2013 – Janne Järvinen Agenda • Lean Software Enterprise
  • 25. Lean Transformation – how to get started?
  • 26. Lead Time (speed) Amount of Days Value Throughput (amount) Flow of Value Net Promoter Score (quality) Width of smile Work In Progress (sunken investment) The unfinished things We need to know.
  • 27. The six Things we teach Concepts • Flow • Value • Waste Tools • A3 • VSM • RCA © F-Secure Public2012-02-2027
  • 28. © F-Secure PublicAugust 28, 201328 Understanding R&D work – Sample Data 0 % 10 % 20 % 30 % 40 % 50 % 60 % 70 % 80 % 90 % 100 % TP45 TP46 TP47 TP48 TP49 TP50 TP51 TP52 TP53 TP54 TP55 TP56 TP57 TP58 TP59 TP60 TP61 TP62 TP63 TP64 TP65 TP66 TP67 Average of Other Average of Waste Average of Maintenance Average of Improvements Average of Bugs from Beta Average of Features
  • 29. August 28, 201329 Example: Value Stream Mapping leadingtobetter Flow
  • 30. Value Stream Mapping We collected facts from all stakeholders and learned the big picture about what we actually do as a company when we decide to make software. One project was used as a case study to reveal the issues we have. Discussion verified the findings also in broader context © F-Secure PublicAugust 28, 201330
  • 31. August 28, 201331 ABC3.0 Req.work ABC3.0 Client PSI1&2 dev UX Concepting Po Council 3.0 approved Rescoping 3.0 to 2.3 Po Council 2.3 approved Client, WebUI, Backend dev PSG RTM Decision PS/Support Req. added ABC eu demo prod upgrade & fixes 2 Client service releases, migration script dev, packaging rework, customization Package validation Production for Operator X Sample Value Stream (case: new UX for ABC3.0) Activity 6m 2,5m 5m 3w 2d Wait 2,3m 2w 1w Cumulative 16m 6,5m 1m 2,5m 1,5m 2d 27,5m 2,5 1d 5d 6m Total 2,5 years Total 3 years ABC2.3 Kick- off ABC3.0 Proj. started Production for operator Fixes, customization, migration, deployment X times 1. May 2009 11. March 2010 10. Sep 2010 17. Jul 2011 PPSG Delay RTM 1m Client, WebUI, Backend dev Client, WebUI, Backend dev 31. Jan 2011 March 2011 9. May 2011 30. Jun 2011 1. Jul 2011 Cost of Delay 460++ kEur Cost of Delay ?! 19. Oct 2011
  • 32. © F-Secure PublicAugust 28, 201332 Product Development Portfolio Business goal Business goal Business goal Business goal Business goal Business goal Business goal Business goal Business goal Decision queue Development queue Delivery queue Roadmap capacity Development capacity Delivery capacity Through- put
  • 33. © F-Secure PublicAugust 28, 201333 A Sample Flow Reduction of items in queue Total cumulative number of deliveries: 15 Relatively even number of Items under development = steady flow and capacity Development lead time reducing from ~3 months to 1-2 months
  • 34. August 28, 201334 Example: Business Iteration Planning (BIP)tomanagebig projects
  • 35. BIP in brief – the context • Basic, Scrum-based Agile methodology does not cover scaling • Dean Leffingwell‘s “Agile Release Train” covers multiple layers of abstraction in all key dimensions of the project: content, timeline and organization. © F-Secure Public2011-05-0935 Product Backlog Product Owner 2 Team B I1 I2 I3 I4 Beta1 B I P B I P I5 I6 I7 I8 Beta2 B I P I9 I10 I11 I12 Release Epic Feature Story Reporting Aggregate Reports As an user I want to see a list of my average spending for each of my budget-lines so that I can get a fast control of my average expenses Reporting Aggregate Reports As a end-user I can get a summary report my total spending on a selected set of accounts Reporting List Report As a end-user I can get a summary report my total spending on a selected set of accounts Reporting List Report As a end-user I can get a summary report my total spending on a selected set of accounts Logging ... FeatureStoryEpic Team A Business Iteration Product Owner 1 BIP = BusinessIterationPlanning
  • 36. Example Project for BIP • Major new product, significant changes in • Business model • Architecture • Method for Longer-Term Planning, including new backlog tooling • About 10 teams • Mostly in Helsinki, some in Kuala Lumpur, later also one in Poland • Mostly feature teams • Fairly mature in basic Scrum and Agile engineering practices • Some experience in multi-team projects but not on this scale © F-Secure Public2011-05-0936
  • 37. PM PM AM AMLonger-Term Planning in brief – the event © F-Secure Public2011-05-0937 Day 2 Status check Planning team breakout sessions Final plan review Risk review Confidence vote Retrospective Day 1 Introduction Project setup Business Vision Architecture Vision User experience and UI Engineering practices Planning process intro Planning team breakout sessions Draft Plan review
  • 39. Summary of the BIP method • New method for handling layers of abstraction in all key dimensions • Business Iteration for steering in mid-term time scale • Levels of abstraction in the “Value item” hierarchy: epics, features, stories • Planning for the Business Iteration with the features and stories in a multi-team setting • Essential to pay attention to quality and the engineering practices like Continuous Integration and Test Automation • Never sacrifice quality, never • Every bug found invokes adding a new test case to the Test Automation suite • No extra hardening outside of sprints, every sprint results in a customer beta © F-Secure Public2011-05-0939
  • 40. August 28, 201340 Example: Global Testing Network to getworkdone together
  • 41. It took weeks to get TA running… Back in 2008: 2010: it was days Now it’s minutes!
  • 42. Development TEAMS do test automation Teams develop and ARE RESPONSIBLE for their code, including test automation code. Teams receive and SEE THE VALUE of their test automation. Teams BECOME MORE ENGAGED in developing their test automation.
  • 43. © F-SecureAugust 28, 201343 Into the cloud • Fast self service cloud for everything needed in SW delivery: • All development • All testing • All test automation • All beta / customer integration • And all finally production
  • 44. Protecting the irreplaceable | www.f-secure.com Test Automation Manual Testing Internet facing testing Deliveries Build Servers Developer VM’s GTN XTNDEV XTN Euclyptus Beta Safe testing cloudF-Secure R&D cloud
  • 45. © F-SecureAugust 28, 201345 Effects • Low barrier of entry • Bye bye to handovers! • API-happy, pro-automation • Cost savings • Time-to-market
  • 46. Protecting the irreplaceable | www.f-secure.com • F-Secure Intro • F-Secure History in Agile • Cloud Software Program • Lean Software Enterprise • The Next Big Thin ICGSE 2013 – Janne Järvinen Agenda • The Next Big Thing -> Need for Speed – N4S
  • 47. N4S - PARADIGM CHANGE • 28.8.2013
  • 48. N4S - BREAKTROUGH TARGETS 1) Paradigm Change – Delivering Value in Real-Time 2) Deep Customer Insight - Better Business Hit-rate 3) Mercury Business – Find the New Money 48
  • 49. Route towards Continuous Deployment is just a start… Integration level in the Company Cycletime IID Iterative and Incremental Development 1960-> Agile Continuous Deployment In company level, software developed to a high standard and easily packaged and deployed to test environments, resulting in the ability to rapidly, reliably and repeatedly push out enhancements and bug fixes to customers at low risk and with minimal manual overhead 2011-> Fast Vast Individuals and interactions over processes and tools. Working software over comprehensive documentation. Customer collaboration over contract negotiation. Responding to change over following a plan. 2001-> CI CD Continuous Integration In RD, merging all developer workspaces with a shared mainline several times a day. It was first named and proposed as part of extreme programming (XP). 1999->
  • 50. N4S Paradigm Change – Real-time Economy IID Agile Vast Defining and implementing active and continuous strategy and business models in pursuit of new emergent opportunities. Active portfolio and corporate business strategy management, continuous creation of strategic options, fast decision making. Redefinition of competences and capabilities – how to move to business areas not currently company’s core business. Mercury Business Real-time Real-time Value Delivery Provide the technical infrastructure and capabilities to allow organizations to deliver new features and new minimum viable products and services significantly faster Deep Customer Insight Significantly improved business hit-rate by linking deep customer insight to the development. Systematic use of real- time feedback, market trends and behavior, analytics & visualization technologies. Develop a tool-based infrastructure for continuous experimentation and live customer feedback CI CD FastCycletime Integration level in the Company
  • 51. Way of Working changes towards ”Super Cells” 51