1

Philips ICAP Group SAFe Case Study

Amit Caspi, Alon BorenshteinImaging Clinical Applications (ICAP), PhilipsJune 2016

2

3

Haifa ~700 employeesAMI R&D & OpsHealthcare Informatics:ICAP, I4, Oncology

Netanya~20 employeesImage Guided Therapy

Petah Tikva –~30 employeesGenomicsHealth Suite Digital Platform

Raanana Sanara Ventures

Philips In Israel

4

ICAP – Imaging Clinical Applications

Main Product: Intellispace PortalMarket Leading Advanced Visualization Solution

HQ in Haifa, Israel~200 SW professionals in Israel and India

Expanding to other domains: Oncology Informatics

5

From traditional waterfall to Agile

Why Agile?

• Improve Product Quality• Improve Visibility and Predictability• Get Early Feedback

6

Agile in Philips– from stone age to current days

Team level

Project level

Program level SAFe

2014

2015 - today

2012-2013

7

Challenges in ICAP Organization

Large Scale R&D Organization

Parallel Development of Product Versions

Medical Regulations Constraints

Waterfall as a Baseline

Multi Location Org (Israel, India)

External Expertise

8

Implementing SAFe in ICAP

Doing the usual stuff:

• Fully functional scrum teams (PO, SM, dev and testers)• 2 weeks sprints • 6 sprints per program increment• All Agile and SAFe ceremonies are celebrated:

– Comprehensive PI planning event– Sprint planning (retro, demo, planning)

• Using Agile tools• Investing in automation

9

SAFe in Philips/ICAP - Benefits

• Ability to get and leverage early feedback– Incremental Planning – mechanism to change priorities -

down from one year to a quarter– Early feedback from internal functions and customers -

down from a year to 1-2 quarter– More involvement of functions outside of R&D and PMO

(Clinical team, Product Marketing, Customer Service, etc.)

10

SAFe in Philips/ICAP - Benefits

• Quality improvements due to:– Improved cooperation between dev and verification –

reducing formal verification time by ¼.– Early identification of defects (through manual or

automated tests) – down from half a year to days, half the issues during verification.

• Improved visibility and predictability – status and progress is transparent across the entire organization (R&D / Program Management / Product Marketing/etc.)

But…

11

Challenges implementing SAFe

• Org Structures– Product Owners vs. Requirements Owner– Key stakeholders outside the organization– Some Product owners serve multiple scrum teams

• PI Planning – planning event is distributed over two sites (logistics,

communication, etc.)– Planning includes multiple releases– Planning one big train (>150 people)

12

Challenges implementing SAFe

• Demos– Demos include deliveries of large number of scrum

teams, spread across multiple sites• Regulations constraints (FDA,TUV, etc.) –

– Formal verification process is required for every installation

– challenges with early evaluation, development lead time, etc.

• Continuous integration challenges

13

So what’s next?Focus areas in the coming period

• Align Organization to run multiple trains within a Value Stream• Align SAFe implementation to support multiple projects • Expand the alignment of external functions in SAFe implementation

beyond R&D/PMO/Marketing to Customer Service, Customer training, etc.

• Automation within scrum teams• Standardization of SAFe implementation across the organization(s)• HR aspects –

– Roles & Responsibilities– Performance reviews– Etc.

14

Oncology Informatics - Initiation

Problem Definition

Scoping “Agile contract”

October 2015 – January 2016

Philips & Pilot customerOpportunity

identified

Partnership to co-develop

A “SAFe driven” Philips & Customer solution development process

15

Oncology Informatics – Process

Philips-Customer “Agile contract”:• Joint roadmap (features for next

4 PIs) refined on each PI• Bi weekly feedback / interviews

session• Quarterly (matching PIs) joint

steering meetings

R&D:• 2 weeks sprints• 6 sprints / Program Increment

Mockup review session end of PI1

16

sw sw swSW

Feed

back

Feed

back

Feed

back

Feed

back

Feed

back

Feed

back

Feed

back

Feed

back

Feed

back

Feed

back

Oncology Informatics – Pilot Development

1 2 3 40

Sub MVPIntegrated @ customer site.

MVPHigh level architecture

Mockup based customer evaluation Live SW based customer evaluation

sw sw

SWsw sw

SW

17

sw sw swSW

Feed

back

Feed

back

Feed

back

Feed

back

Feed

back

Feed

back

Feed

back

Feed

back

Feed

back

Feed

back

Oncology Informatics – Pilot Development

1 2 3 40

Mockup based customer evaluation Live SW based customer evaluation

On time, content & quality

On track: Time, content & quality

Agile way of work has revolutionized our clinical development providing early customer feedback that feeds directly into the final product., Pazit Pianka, MD, Head of Clinical Strategy, ICAP

The ability to constantly collect feedbacks from our users, gather usage related insights, and make the necessary improvements to the product during early stages, makes a huge difference and enables us to deliver the best user experience, Yoav Barak, Lead Ux Engineer, Oncology informatics

18

19

And this is how you prevent the agile theater...

20