agile project management · 2020-03-20 · coaching of scrum masters & teams demands execution...

Copyright © Siemens AG 2012. All rights reserved. Healthcare, Imaging & Therapy, SYNGO G. Herold (ASQF PM-Day)

Copyright © Siemens AG 2012. All rights reserved.

Agile Project Management Combining Agile & Conventional Methods

Gerold Herold - Siemens AG, Healthcare, SYNGO (contributions by: C. Schu, A. Gerhäußer, M. Kaufhold, C. Scharf)



Contents Motivation SYNGO – Our Situation

SCRUM and Project Lead The Backlog

PLM Processes and SCRUM

Project Reporting

Summary


Agile Project Management

Agile Projects

Non-agile Projects

Planned & Controlled Flexible & Self-Organizing

Our Project (SYNGO) ???

past

future ??

Project Lead

Scrum Master Product Owner Team






Project Reporting

Summary


syngo – the Central Image Hub

syngo. It’s all about you.

Modalities (Scanner)

- ologies (Disease Orientation)

SYNGO is a globally distributed organization with several hundreds of developers


syngo.via

Ready to Review Ready to Report Ready to Read

syngo.via can be used as a standalone device or together with a variety of syngo.via‐based software options, which are medical devices in their own rights.


Evolution of Software Engineering Technologies There is no way out to remain competitive…

Editor Compiler

Build Test

Source Control Time

Integrated Development Environment

(IDE)

Team Development

Tools

2000+

Application Lifecycle Tools

Process customization, integration & orchestration Process measurement Mining Continuous drive to optimization

Global development Software as driver for innovation Product-lines Lack of tool integration Agility, concurrent engineering

Transparency Specialization of development roles Usability Open-source & world-wide-web

Object orientation Emergence software maturity models of Metrics

Tren

ds &

Cha

lleng

es


Microsoft Team Foundation Server (TFS)

Application Lifecycle Management Project Management Requirements Engineering Configuration Management

Build und Integration Management Test Management Change Management (...)


Our Situation @ SYNGO

Healthcare product Regulated environment

Large project Many teams

Globally distributed project Communication needs

Complex system/architecture Dependencies between teams

Platform/basis for other products Dependencies to other projects






Project Reporting

Summary


The SCRUM Process


SCRUM Roles and Responsibilities

SCRUM Team

Team-internal execution

Scrum Master Product Owner

Project Lead

Team

Product definition Backlog definition

but no

Realization Self-organizing


Overall Project Reporting

Demands Transparency to management Transparency to other dependent

projects Identification of problems/risks and set up of global mitigations/measures Proposal of SCRUM Scrum of Scrum ... but no dedicated responsible

person “Chief“ Product Owner … but focus is on product content

Implementation at SYNGO Responsible: the Project Lead

Project Lead


Project Milestones

Demands Synchronization point with others, e.g. external projects or teams Start of dedicated activities, e.g. test cycles, FDA submission Proposal of SCRUM End of every iteration .. but a milestone is a sync point of many different activities .. but a milestone is not a periodical activity Scrum Master .. but focus is his team

Implementation at SYNGO Overall responsible: the Project Lead

Project Lead


Non-agile Teams

Demands Not all project teams are using agile methods, e.g. Techn. Communication

& Translation, Supply Chain & Logistic, Marketing & Communication These teams are important parts of the project Proposal of SCRUM Apply agile methods to all teams .. but not suitable for their tasks Scrum Master .. but focus is his team


non-agile non-agile

Project Lead


Global Process Improvements

Demands Introduction of new tools, e.g. TFS Introduction of new procedures and processes General Responsibility Process and Line Management .. but they are project supporter

Proposal of SCRUM “Chief“ Product Owner .. but focus is on product content

Scrum Master .. but focus is his team


Project Lead


Coaching of SCRUM Masters & Teams

Demands Execution of defined processes and procedures Implementation of project specific mitigations and measures

General Responsibility Process and Line Management .. but they are project supporter

Proposal of SCRUM (External) Scrum Coach .. but he is not involved in project


Project Lead

Scrum Master

Product Owner Team !


Role of the Project Lead

Project Lead

Responsibilities of a Project Lead within a SCRUM environment:

Project Execution Perform project reporting (mitigations) Project Costs controlling

Achievement of project milestones Synchronization with non-agile teams

Enforce quality gates and compliance Coach SCRUM Masters / Teams

Define project specific process needs Drive improvements within project






Project Reporting

Summary


Interaction between Project Lead and Teams

Project Lead

Scrum Master

Product Owner

? Team

Challenges How can a project lead do his work in a SCRUM environment?

How can a project lead work together with all SCRUM teams?

How can a project lead define topics for the SCRUM teams?

Answer Using the standard planning tool of the teams

= BACKLOG


Roles involved in Backlog Management

The backlog is the central planning tool @ SYNGO

Backlog

Project Manager

Product Manager

Architect

Team

Content Definition Ranking

Technical Work Items Estimations Technical

Dependencies

Other Work Items

Grooming Realization

Product Owner

Content Slicing


Backlog Tool

Microsoft Team Foundation Server (TFS) We have a powerful planning tool in place at SYNGO: TFS. TFS contains the BACKLOG of all teams.

Benefits Central repository Access from everywhere Easy to use Flexible to adapt to our needs


Backlog Item Types

Facilitated by Product Owner Facilitated by Project Lead

User Stories Requirements Features

Operative Requests Milestones Project Execution Governance

Defects

Product Improvements Enablers Re-designs

Process Improvements Process Topics Tool Improvements

= Product related = Execution related


Breakdown of Product Related Items

Slicing

Product Manager or Owner assigns backlog item to dedicated team

Team slices backlog item into smaller functional packages during grooming

Functional Breakdown

top-level scope item

Slice 1 Slice 2

Slice 1a Slice 1b Slice 2a


Breakdown of Project Related Items

Distribution

Project Lead defines top-level master backlog item

Project Lead (or SCRUM Masters) creates child backlog items for each team Organizational Breakdown on demand specific additional content related backlog items can be added

top-level project item

Group A Group B

Team 1 Team 2 Team 3


Operative Request - Milestone

Date

Planning

Documents

Tracing

Acceptance Criteria

...

Details

Purpose


Operative Request - 510(k) Submission

Purpose

Documents

...

510(k) Submission = Premarket Notification to FDA

Details Acceptance Criteria


Process Improvement – New RE Approach

Affected areas

Affected documents

“Doneness”

Details

...

Acceptance Criteria


Process Improvement - New Compiler Version

Goals Pre-

requisites

“Doneness”

Details

...

Acceptance Criteria






Project Reporting

Summary


SYNGO Process

Product Lifecycle Management (simplified)

Define Scope

Define Realization

Concept Implement

Scope

Test And

Repair

Verification And

Validation

Market Requirement Specification

Software Requirement Specification Code

(Functionality) Optimized

Code

Test Records

D2 D1 D3 SI (scope implemented)

SS (system stabilized)

D4


Define Scope and Realization Concepts (D1 – D3)

SCRUM: Sprint 0 but no iterative approach, milestone driven longer than one iteration teams only involved partially

Define Scope

Define Realization

Concept Implement

Scope

Test And

Repair

Verification And

Validation



D4

Conventional Project Management


Implement Scope (D3 – SI)

SCRUM !!

Define Scope

Define Realization

Concept Implement

Scope

Test And

Repair

Verification And

Validation



D4

4-weeks Iterations Burndown


Test and Repair / Stabilization (SI – SS)

Define Scope

Define Realization

Concept Implement

Scope

Test And

Repair

Verification And

Validation



D4

SCRUM: phase is not required (doneness and continuous integration: shippable product after each iteration) but complex product requires integration and stabilization phase Method ??


SCRUM for Test and Repair Phase?

Characteristics Continuous inflow of defects

Frequently re-planning Priorities (ranking) Immediate response (blocking issues)

Rating SCRUM not really suitable (2-4)-weeks cycles are too inflexible Other approach ?? see next slide


Kanban

Kanban Board

2 3 2

to do impl. test accept done

limits

topics

Kanban Concept Kanban is an agile approach

Focus on value chain

approach is not limited to software development

Limit amount of parallel work

process steps (=columns) limits topics (features, defects, ..)

Application Area (Examples) Suitable for service and operation Remark: Kanban could be applied as additional method within SCRUM iterations/sprints


Verification and Validation (SS - D4)

Define Scope

Define Realization

Concept Implement

Scope

Test And

Repair

Verification And

Validation



D4

Conventional Project Management

SCRUM: phase is not required, but healthcare product requires formal system test (full test) no iterative approach


Suitability of Agile Approaches: SCRUM & Kanban

Define Scope

Define Realization

Concept Implement

Scope

Test And

Repair

Verification And

Validation



D4

SCRUM Kanban

2 3 2 Conventional Project

Management

Conventional Project

Management

Remark: Iterations are defined for all phases as reporting schedule, for SCRUM ceremonies and for alignment with other projects.






Project Reporting

Summary


Project Reporting

Management Project Review Weekly reporting of „all“ projects

to management (multi-project environment)

Participants Project Steering Roles Project Lead Product Manager Quality Manager Management R&D Define Quality

Metrics (Implementation Phase) Examples see next slides


Hierachy of Metrics

Goal Same metric for all levels Benefit Everybody can easily understand it Drill-down is possible in case of

problems (analysis) Details One system for all data required

(Microsoft TFS) Aggregation of data Different views on data

Project

Group

Teams


Project Scope

Very limited flexibility The project scope is fix (100%) No best-effort or MVP Reasons Dependencies to other projects

(Basis/Platform) Medical disciplines (-ologies) require

at least a defined feature set for introduction in clinical usage

Later scope changes requires

negotiation and synchronization with other projects and stakeholders

Backlog

Scope (100%)

No MVP

<


Scope Burndown

Goal Track burndown of scope

until milestone “scope implemented”

Details Consider only scope items

(features, product improvements, legacy defects) Consider only top-level items

(not breakdown/slices) Track over time


Scope Status

Goal Check consistency of data

( data quality) Details Left: story points Middle: # leaf items (breakdown)

leaf item and story points should be in sync

Right: # top-level items

less done as top-level not fully completed yet


Status of Scope Items

Goal Inform consumer

(tester, platform user, ..) about the implementation status

Details List all top-level scope items

(features, product improvements, legacy defects) Status Done = ready for use (test, ..) In Work = coming soon


Milestone Burndown

Each color defines a group of 2-8 SCRUM teams

Goals Track progress of teams Estimate completeness date

(milestone achievement) Details Consider all items

(features, product improvements, legacy defects and operative requests and process improvem.) Story point view

Past: real data Future: using velocity estimations


Velocity

Goals Check if teams are

on track regarding velocity estimations Identify general

blockers or issues Details Left: planned velocity Right: achieved velocity

Each color defines a group of 2-8 SCRUM teams


Feasibility

Goal Check if teams can achieve

scope implemented milestone Details Light colors: past (done) Mid/dark colors: current

and future iterations (remaining) Green: planned velocity Red: open story points Problem if red > green

Each set of bars defines a group of 2-8 SCRUM teams






Project Reporting

Summary


Agile Project Management

Agile Projects

Non-agile Projects

Planned & Controlled Flexible & Self-Organizing

???

Project Lead

Scrum Master Product Owner Team

Agile Part Non-Agile Part

(External) Dependencies

SCRUM Development Teams

Regulatory Requirements

Our Project (SYNGO)

Non-SCRUM Teams

Large Project

SCRUM Ceremonies (Iterations, Stand-ups, Retrospectives)


Our „SCRUM“ Organization @ SYNGO

Project Lead

Scrum Master

Release Level

Team Level

Product Owner

Product Manager

Responsibilities Project Execution Project Costs Goverance

Responsibilities Product Roadmap Business Aspects Backlog

Responsibilities Team-internal

Execution

Responsibilities Detailed Product

Definition



Contents Motivation SYNGO – Our Situation SCRUM and Project Lead The Backlog PLM Processes and SCRUM Project Reporting Summary

BACKUP (Literatur & Presenter Information)


Bibliography

syngo.via http://www.medical.siemens.com/ ,search for

"syngo.via" Microsoft Team Foundation Server (TFS) http://msdn.microsoft.com / ,search for “TFS" TFS @ SYNGO Rudorfer/Herold/Schu: Team Foundation Server

bei Siemens Healthcare im weltweiten Einsatz, Heise Developer Channel, 2011, http://heise.de/-1349216

Rudorfer/Herold: TFS Program @ SYNGO, Infoteam TechTalks 2011, http://www.infoteam.de/

Agile Transition @ SYNGO Heck/Kircher: Agilität im Großen: Agile Transition

einer Medizinischen Produktentwicklung, OOP 2012, http://www.sigs-atacom.de/oop2012/

Literature Felix: Agile Methoden und Projektleiter, Posting

2009, http://www.armerkater.de/2009/01/ agile-methoden-und-projektleiter/

http://www.infoteam.de/�


For internal use only / © Siemens AG 2012. All rights reserved.

Thank you for your attention!

Gerold Herold Process & Program Manager Siemens AG, Healthcare Sector, SYNGO H IM SY R&D VIA PM1 Hartmannstr. 16 91052 Erlangen Phone: +49 9131 84-5991 Fax: +49 9131 84-8691 E-mail: [email protected]

Thank you for your attention!

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