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F-Secure Cloud Software icgse2013

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Janne Järvinen/F-Secure Key Note speech at ICGSE 2013 - August 2013: When Cloud is not enough - Experiences from Cloud Software Finland Program

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F-Secure Cloud Software icgse2013

  1. 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. 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. 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
  4. 4. August 28, 20134
  5. 5. August 28, 20135
  6. 6. F-Secure Locations 28 August 20136
  7. 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
  8. 8. F-Secure Locations 28 August 20138
  9. 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
  10. 10. 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
  11. 11. 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
  12. 12. Lean Software Enterprise at F-Secure © F-Secure PublicAugust 28, 201313
  13. 13. 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
  14. 14. 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
  15. 15. 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
  16. 16. 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
  17. 17. 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
  18. 18. 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!
  19. 19. 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
  20. 20. 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
  21. 21. Working Together – Learning Together True Collaboration True Sharing Better Business Better Competitiveness
  22. 22. 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
  23. 23. 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
  24. 24. Lean Transformation – how to get started?
  25. 25. 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.
  26. 26. The six Things we teach Concepts • Flow • Value • Waste Tools • A3 • VSM • RCA © F-Secure Public2012-02-2027
  27. 27. © 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
  28. 28. August 28, 201329 Example: Value Stream Mapping leadingtobetter Flow
  29. 29. 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
  30. 30. 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
  31. 31. © 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
  32. 32. © 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
  33. 33. August 28, 201334 Example: Business Iteration Planning (BIP)tomanagebig projects
  34. 34. 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
  35. 35. 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
  36. 36. 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
  37. 37. 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
  38. 38. August 28, 201340 Example: Global Testing Network to getworkdone together
  39. 39. It took weeks to get TA running… Back in 2008: 2010: it was days Now it’s minutes!
  40. 40. 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.
  41. 41. © 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
  42. 42. 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
  43. 43. © F-SecureAugust 28, 201345 Effects • Low barrier of entry • Bye bye to handovers! • API-happy, pro-automation • Cost savings • Time-to-market
  44. 44. 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
  45. 45. N4S - PARADIGM CHANGE • 28.8.2013
  46. 46. 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
  47. 47. 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->
  48. 48. 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
  49. 49. Way of Working changes towards ”Super Cells” 51

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