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© Prof. Dr. Ayelt Komus & Sonja Gerz
www.process-and-project.net
www.heupel-consultants.com
www.praxisforum.net
Clash of Cultures?
How to align and reconcile IT- and physical product-development processes and
cultures in practice
Prof. Dr. Ayelt Komus
komus@hs-koblenz.de
linkedin.com/in/komus
www.komus.de
Sonja Gerz
s.gerz@heupel-consultants.com
linkedin.com/in/sonja-gerz/
www.heupel-consultants.com
Festo.IO_2023
© Prof. Dr. Ayelt Komus & Sonja Gerz 3
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
We need to talk!
▪ Agile (hybrid) methods and mindset
have become the cornerstones of IT-
development-organizations
▪ More and more the value of physical
products is driven by smart IT-
solutions
▪ In practice we find the day-to-day
practice of embeding agile practices in
physical-product-development rather
slow
▪ As a result we experience major
challenges of aligning and optimizing
integrated product development
processes in the daily practice
© Prof. Dr. Ayelt Komus & Sonja Gerz 4
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Meet Ayelt
Prof. Dr. Ayelt Komus
With all my heart: change organizations
for success and fun to work in
By profession:
Professor,
Advisor, Sparring Partner,
Keynote Speaker
Area of expertise: organizational design,
IT management, agility in
hardware/hybrid, change
Also important: the outdoors
(cycling, sailing, SCUBA diving, hiking,
golfing – still learning)
#curious #experiments
#GetToTheBottomOfThings
#ChangeForFuture
© Prof. Dr. Ayelt Komus & Sonja Gerz 5
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Meet Sonja
Sonja Gerz
With all my heart:
making change happen,
reasonable and pragmatic
By profession:
Consultant & Coach
Area of expertise:
agile and scaled agile approaches in
software and hardware , IT management,
(hybrid) project management
Also important:
passionate Scandinavian fan
#creative #structured
#NoDowntimeAccepted
© Prof. Dr. Ayelt Komus & Sonja Gerz 6
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Let‘s look at it from a bird‘s eye view
© Prof. Dr. Ayelt Komus & Sonja Gerz 7
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
They are different! (and why)
IT-product development and physical product
development is different!
▪ Physical products
Long term usage, once delivered difficult to
change, production is a major topic
→ Avoid Change, think first!
▪ Software, IT-products
Short term products, once delivered already
updated
Fast product development, creativity and
mastering complexity are key
→ Focus on learning, experiments,
“permanent beta”
© Prof. Dr. Ayelt Komus & Sonja Gerz 8
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Product life cycle (1/2)
▪ The products of over 90% of the participants have been in use by customers for
between five and 30 years.
1%
1%
7%
43%
45%
4%
0% 10% 20% 30% 40% 50%
Wenige Wochen (0-12 Wochen)
Wenige Monate (4-12 Monate)
Wenige Jahre (1-4 Jahre)
Einige Jahre (5-10 Jahre)
Viele Jahre (11-30 Jahre)
Sehr viele Jahre (über 30 Jahre)
n = 137 (Single Choice)
www.process-and-project.net/studie-status-quo-pep
Just a few weeks (0-12 Weeks)
How durable are your products in use by customers?
Few Months (4-12 Months)
Few Years (1-4 Years)
Several Years (5-10 Years)
Many Years (11-30 Years)
A lot of Years (over 30 Years)
© Prof. Dr. Ayelt Komus & Sonja Gerz 9
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Importance of the methods in the phases in PMP
57%
81%
86% 84%
90%
74%
45%
35%
51%
46%
28%
19%
25% 26%
39%
30%
42%
66%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Proportion of high and very high importance of methods in the individual phases of the PDP*
Product idea
Business
Case /
Concept
Product-
development
Validation /
Prototype
Pre-series /
Serial
Preparation
Production
*(Proportion Sum "very high importance" / "high importance" related to the question: "How strongly do [...] approaches shape the design of the phase [...]?")
Further information for „n“ etc. Look study report SQ-PEP.
Classic Lean
Agil
www.process-and-project.net/studie-status-quo-pep
© Prof. Dr. Ayelt Komus & Sonja Gerz 10
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
63%
82%
73%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Total in PEP
Satisfaction with method – lean, agile, classic
Share of high and very high satisfaction by method*
*(Proportion Sum "very high importance" / "high importance" related to the question: "How strongly do [...] approaches shape the design of the phase [...]?")
Further information for „n“ etc. Look study report SQ-PEP.
Classic
Agil
Lean
www.process-and-project.net/studie-status-quo-pep
© Prof. Dr. Ayelt Komus & Sonja Gerz 11
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
e.g. Design
Thinking
Scrum Scrum (phased) Lean Lean
Product
idea
Business
Case /
Concept
Product
development
Validation /
Prototype
Pre-series /
Preparation
Production
Agile methods can also be used for products with
hardware components
Agile methods in the product development process:
© Prof. Dr. Ayelt Komus & Sonja Gerz 12
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Artifacts in the agile PEP
Feature List Prioritized Feature List
Basic
architecture
Phase Results
(MVP) I
Sprint
Backlog(s)
Scrum-Board
or
Kanban-Board
Phase Result
Board
Feature
...
...
...
Feature P Complexity
... 1
... 1
... 2
... 3
Structural parts lists
I
Derivation
Prio. I
BOM-V I
Impediment
Backlog
Subdivision /
Detailing in
I II
1 2 3 1 2
Sprint
Results
Iteration in sprints
Phase Result II
Phase Result III
Phase Result I
© Prof. Dr. Ayelt Komus & Sonja Gerz 13
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Approaches and philosophies in general practice
Software
Product idea & concept
Development & Validation
Production preparation
© Prof. Dr. Ayelt Komus & Sonja Gerz 14
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
5 Success factors…
… to better align and improve the combined software & hardware
development process
▪ Start with WHY
▪ Understand and respect the way it is
▪ Chances & potentials of different approaches
▪ Change organization and process towards (more) hybrid approach
→ Helpful Agile und esp. Scaled Agile techniques and approaches
▪ Change as continuous journey „Marathon NOT Sprint“:
→ Proceed in small steps with direct benefit for the teams
© Prof. Dr. Ayelt Komus & Sonja Gerz 15
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Start with WHY & understand and respect the way it is
WHY
?
HOW?
WHAT?
© 2012 Simon Sinek, Inc
Away from towards
Our „Why“ – Statement in one Sentence
© Prof. Dr. Ayelt Komus & Sonja Gerz 16
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Identify chances & potentials of different approaches
Configuration of useful methods depending on complexity
Project Management
complicated
complex
simple
© Prof. Dr. Ayelt Komus & Sonja Gerz 17
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Reasonable use of agile methods in hardware / PEP
Agile approaches
Product idea
Business
case /
concept
Product
development
Validation /
prototyp
Pre-series
production
Production
Chances and potentials of agile elements Backlog Freeze – As late as possible, as early as needed
Latest possible date
for the backlog
freeze
Backlog freeze in
case of high costs of
the prototyp
Backlog freeze in
case of high costs ot
the production plant
Sprint planning
© Prof. Dr. Ayelt Komus & Sonja Gerz 18
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Reinforce product and customer orientation
→ through crossfunctional teams
Prototyping
Development
/ design
engineer
Simulation
Production
preparation
Production
Prototyping
Development
/ design
engineer
Simulation
Production
preparation
Production
Functional
orientation
Value stream
(product)
orientation
© Prof. Dr. Ayelt Komus & Sonja Gerz 19
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Reinforce product and customer orientation
→ through integration & synchronization on different layers
© Leffingwell – Scaled
Agile Framework
Part
Component
Assembly
Product
v
e
r
t
i
c
a
l
i
n
t
e
g
r
a
t
i
o
n
© Prof. Dr. Ayelt Komus & Sonja Gerz 20
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Joint “heartbeat” to align and synchronize teams
Portfolio-
planung
Portfolio-
planung
Big Room
Planning
Big Room
Planning
Big Room
Planning
Big Room
Planning
Big Room
Planning
Big Room
Planning
Praxisbeispiel: Courtesy Heupel Consultants
Sprint planning
(2 weekly cycle with sprint
plannings per squad)
Program planning
(2 monthly cycle with big room
plannings)
Portfolio planning
© Prof. Dr. Ayelt Komus & Sonja Gerz 21
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Big room planning to align dependencies
Courtesy of Heupel Consultants
© Prof. Dr. Ayelt Komus & Sonja Gerz 22
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
New understanding of roles
profitability
project lead
customer view
product
management
Technical feasibility
Engineering
Product Owner Team
Design of product owner role
in a hybrid approach
© Prof. Dr. Ayelt Komus & Sonja Gerz 23
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Find the right combination of different approaches
Curent way of working
(examples or classic approaches)
Impulse of agile approaches
Agile approaches are NOT a replacement, rather a useful extension
© Prof. Dr. Ayelt Komus & Sonja Gerz 24
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Change as continuous journey „Marathon NOT Sprint“
… proceed in small steps with direct benefit for the teams
1. Identify need for action
• Agile Assessment
• Point of view, Transition Team
• External evaluation
2. Developing & agreeing
on a target
4. Create sprint schedule
I II
1 2 3 1 2
Backlog To Do Doing Done Obsolete
Keep Doing
More of
Start Doing
Stop Doing
Less of
3. Create & coordinate phase planning
© Prof. Dr. Ayelt Komus & Sonja Gerz 25
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Culture eats
formal organization
for breakfast
© Prof. Dr. Ayelt Komus & Sonja Gerz 26
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Praxisforum Event am 9./10. Mai 2023
www.heupel-consultants.com
https://www.process-and-project.net/praxisforum/call-for-presentations/
Kontakt für
Aktions-Code
►direkt zum Event
© Prof. Dr. Ayelt Komus & Sonja Gerz 27
www.komus.de
www.process-and-project.net www.heupel-consultants.com
www.praxisforum.net
Let‘s connect!
LinkedIn:
linkedin.com/in/komus
linkedin.com/in/sonja-gerz
www.komus.de
www.praxisforum.net
www.heupel-consultants.com

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Clash of Cultures? How to align and reconcile IT and physical product development processes and cultures in practice

  • 1. © Prof. Dr. Ayelt Komus & Sonja Gerz www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Clash of Cultures? How to align and reconcile IT- and physical product-development processes and cultures in practice Prof. Dr. Ayelt Komus komus@hs-koblenz.de linkedin.com/in/komus www.komus.de Sonja Gerz s.gerz@heupel-consultants.com linkedin.com/in/sonja-gerz/ www.heupel-consultants.com Festo.IO_2023
  • 2. © Prof. Dr. Ayelt Komus & Sonja Gerz 3 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net We need to talk! ▪ Agile (hybrid) methods and mindset have become the cornerstones of IT- development-organizations ▪ More and more the value of physical products is driven by smart IT- solutions ▪ In practice we find the day-to-day practice of embeding agile practices in physical-product-development rather slow ▪ As a result we experience major challenges of aligning and optimizing integrated product development processes in the daily practice
  • 3. © Prof. Dr. Ayelt Komus & Sonja Gerz 4 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Meet Ayelt Prof. Dr. Ayelt Komus With all my heart: change organizations for success and fun to work in By profession: Professor, Advisor, Sparring Partner, Keynote Speaker Area of expertise: organizational design, IT management, agility in hardware/hybrid, change Also important: the outdoors (cycling, sailing, SCUBA diving, hiking, golfing – still learning) #curious #experiments #GetToTheBottomOfThings #ChangeForFuture
  • 4. © Prof. Dr. Ayelt Komus & Sonja Gerz 5 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Meet Sonja Sonja Gerz With all my heart: making change happen, reasonable and pragmatic By profession: Consultant & Coach Area of expertise: agile and scaled agile approaches in software and hardware , IT management, (hybrid) project management Also important: passionate Scandinavian fan #creative #structured #NoDowntimeAccepted
  • 5. © Prof. Dr. Ayelt Komus & Sonja Gerz 6 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Let‘s look at it from a bird‘s eye view
  • 6. © Prof. Dr. Ayelt Komus & Sonja Gerz 7 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net They are different! (and why) IT-product development and physical product development is different! ▪ Physical products Long term usage, once delivered difficult to change, production is a major topic → Avoid Change, think first! ▪ Software, IT-products Short term products, once delivered already updated Fast product development, creativity and mastering complexity are key → Focus on learning, experiments, “permanent beta”
  • 7. © Prof. Dr. Ayelt Komus & Sonja Gerz 8 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Product life cycle (1/2) ▪ The products of over 90% of the participants have been in use by customers for between five and 30 years. 1% 1% 7% 43% 45% 4% 0% 10% 20% 30% 40% 50% Wenige Wochen (0-12 Wochen) Wenige Monate (4-12 Monate) Wenige Jahre (1-4 Jahre) Einige Jahre (5-10 Jahre) Viele Jahre (11-30 Jahre) Sehr viele Jahre (über 30 Jahre) n = 137 (Single Choice) www.process-and-project.net/studie-status-quo-pep Just a few weeks (0-12 Weeks) How durable are your products in use by customers? Few Months (4-12 Months) Few Years (1-4 Years) Several Years (5-10 Years) Many Years (11-30 Years) A lot of Years (over 30 Years)
  • 8. © Prof. Dr. Ayelt Komus & Sonja Gerz 9 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Importance of the methods in the phases in PMP 57% 81% 86% 84% 90% 74% 45% 35% 51% 46% 28% 19% 25% 26% 39% 30% 42% 66% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Proportion of high and very high importance of methods in the individual phases of the PDP* Product idea Business Case / Concept Product- development Validation / Prototype Pre-series / Serial Preparation Production *(Proportion Sum "very high importance" / "high importance" related to the question: "How strongly do [...] approaches shape the design of the phase [...]?") Further information for „n“ etc. Look study report SQ-PEP. Classic Lean Agil www.process-and-project.net/studie-status-quo-pep
  • 9. © Prof. Dr. Ayelt Komus & Sonja Gerz 10 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net 63% 82% 73% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Total in PEP Satisfaction with method – lean, agile, classic Share of high and very high satisfaction by method* *(Proportion Sum "very high importance" / "high importance" related to the question: "How strongly do [...] approaches shape the design of the phase [...]?") Further information for „n“ etc. Look study report SQ-PEP. Classic Agil Lean www.process-and-project.net/studie-status-quo-pep
  • 10. © Prof. Dr. Ayelt Komus & Sonja Gerz 11 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net e.g. Design Thinking Scrum Scrum (phased) Lean Lean Product idea Business Case / Concept Product development Validation / Prototype Pre-series / Preparation Production Agile methods can also be used for products with hardware components Agile methods in the product development process:
  • 11. © Prof. Dr. Ayelt Komus & Sonja Gerz 12 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Artifacts in the agile PEP Feature List Prioritized Feature List Basic architecture Phase Results (MVP) I Sprint Backlog(s) Scrum-Board or Kanban-Board Phase Result Board Feature ... ... ... Feature P Complexity ... 1 ... 1 ... 2 ... 3 Structural parts lists I Derivation Prio. I BOM-V I Impediment Backlog Subdivision / Detailing in I II 1 2 3 1 2 Sprint Results Iteration in sprints Phase Result II Phase Result III Phase Result I
  • 12. © Prof. Dr. Ayelt Komus & Sonja Gerz 13 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Approaches and philosophies in general practice Software Product idea & concept Development & Validation Production preparation
  • 13. © Prof. Dr. Ayelt Komus & Sonja Gerz 14 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net 5 Success factors… … to better align and improve the combined software & hardware development process ▪ Start with WHY ▪ Understand and respect the way it is ▪ Chances & potentials of different approaches ▪ Change organization and process towards (more) hybrid approach → Helpful Agile und esp. Scaled Agile techniques and approaches ▪ Change as continuous journey „Marathon NOT Sprint“: → Proceed in small steps with direct benefit for the teams
  • 14. © Prof. Dr. Ayelt Komus & Sonja Gerz 15 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Start with WHY & understand and respect the way it is WHY ? HOW? WHAT? © 2012 Simon Sinek, Inc Away from towards Our „Why“ – Statement in one Sentence
  • 15. © Prof. Dr. Ayelt Komus & Sonja Gerz 16 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Identify chances & potentials of different approaches Configuration of useful methods depending on complexity Project Management complicated complex simple
  • 16. © Prof. Dr. Ayelt Komus & Sonja Gerz 17 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Reasonable use of agile methods in hardware / PEP Agile approaches Product idea Business case / concept Product development Validation / prototyp Pre-series production Production Chances and potentials of agile elements Backlog Freeze – As late as possible, as early as needed Latest possible date for the backlog freeze Backlog freeze in case of high costs of the prototyp Backlog freeze in case of high costs ot the production plant Sprint planning
  • 17. © Prof. Dr. Ayelt Komus & Sonja Gerz 18 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Reinforce product and customer orientation → through crossfunctional teams Prototyping Development / design engineer Simulation Production preparation Production Prototyping Development / design engineer Simulation Production preparation Production Functional orientation Value stream (product) orientation
  • 18. © Prof. Dr. Ayelt Komus & Sonja Gerz 19 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Reinforce product and customer orientation → through integration & synchronization on different layers © Leffingwell – Scaled Agile Framework Part Component Assembly Product v e r t i c a l i n t e g r a t i o n
  • 19. © Prof. Dr. Ayelt Komus & Sonja Gerz 20 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Joint “heartbeat” to align and synchronize teams Portfolio- planung Portfolio- planung Big Room Planning Big Room Planning Big Room Planning Big Room Planning Big Room Planning Big Room Planning Praxisbeispiel: Courtesy Heupel Consultants Sprint planning (2 weekly cycle with sprint plannings per squad) Program planning (2 monthly cycle with big room plannings) Portfolio planning
  • 20. © Prof. Dr. Ayelt Komus & Sonja Gerz 21 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Big room planning to align dependencies Courtesy of Heupel Consultants
  • 21. © Prof. Dr. Ayelt Komus & Sonja Gerz 22 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net New understanding of roles profitability project lead customer view product management Technical feasibility Engineering Product Owner Team Design of product owner role in a hybrid approach
  • 22. © Prof. Dr. Ayelt Komus & Sonja Gerz 23 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Find the right combination of different approaches Curent way of working (examples or classic approaches) Impulse of agile approaches Agile approaches are NOT a replacement, rather a useful extension
  • 23. © Prof. Dr. Ayelt Komus & Sonja Gerz 24 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Change as continuous journey „Marathon NOT Sprint“ … proceed in small steps with direct benefit for the teams 1. Identify need for action • Agile Assessment • Point of view, Transition Team • External evaluation 2. Developing & agreeing on a target 4. Create sprint schedule I II 1 2 3 1 2 Backlog To Do Doing Done Obsolete Keep Doing More of Start Doing Stop Doing Less of 3. Create & coordinate phase planning
  • 24. © Prof. Dr. Ayelt Komus & Sonja Gerz 25 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Culture eats formal organization for breakfast
  • 25. © Prof. Dr. Ayelt Komus & Sonja Gerz 26 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Praxisforum Event am 9./10. Mai 2023 www.heupel-consultants.com https://www.process-and-project.net/praxisforum/call-for-presentations/ Kontakt für Aktions-Code ►direkt zum Event
  • 26. © Prof. Dr. Ayelt Komus & Sonja Gerz 27 www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net Let‘s connect! LinkedIn: linkedin.com/in/komus linkedin.com/in/sonja-gerz www.komus.de www.praxisforum.net www.heupel-consultants.com