agile software engineering @ sap

© SAP 2013 | 1

AGILE SOFTWARE ENGINEERING @ SAP

[1]

Asaf Saar March 5, 2013

© SAP 2013 | 2

n  SAP CPO Product Owner of So;ware Engineering o  Code Quality and Test AutomaDon Process Owner and network lead

o  Inventor, Development Manager and Chief Product Owner of various Test AutomaDon and Management Frameworks in SAP

o  Agile, Quality and Requirement Engineering Trainer and Coach

n  In the So;ware Engineering arena since 1996 in Israel, USA and Germany

n  Married to Merav and father of Tom, Noam and Guy n  Astronomy and fast cars are my hobbies n  An Israeli in Germany

@saarasaf hRp://www.linkedin.com/in/asafsaar

ABOUT ME

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n  183,000+ customers n  130+ countries. n  61,000+ employees n  € 16 billion annual revenue (2012) n  40-‐years history of innovaDon and

growth.

SAP TODAY MARCH 2013

[2]

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SAP’S GLOBAL DEVELOPMENT ORGANIZATION 18,000 DEVELOPERS IN 12 DEVELOPMENT LABS

Walldorf Palo Alto India Bulgaria, China

Canada (Montreal), Israel

Israel Ra’anana North America

Palo Alto

India Bangalore

Bulgaria Sofia

Canada

Montreal

China Shanghai

Hungary Budapest

Hungary

France Levallois

Canada Vancouver

Canada (Vancouver), France

Germany Walldorf

Brazil, Ireland

Brazil Sao Leopoldo

Ireland Dublin

1980 1996 2000 2004 2005 2006 2009 2010

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WHY AGILE?

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ECONOMIES OF SCALE

Having more employees did not help us get back to economies of scale

Source: http://www.sapannualreport.com/2011/zusaetzliche-informationen/kennzahlenvergleich.html

[8]

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Delivered software not used. Time to market delayed.

TYPICAL PROBLEMS OF THE SOFTWARE MARKET

Development & CorrecDon Assembly & ValidaDon

Development Assembly Never used

45%

Rarely 19%

SomeDmes 16%

O;en 13%

Always 7%

Source: Usage of Features in typical systems, Standish Group, study of 2000 projects at 1000 companies

t

~2000

~2005

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SAP’S CHANGE TO AGILE SOFTWARE ENGINEERING

Develop the right products… … the right way

Design Thinking LEAN & Agile Thinking

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SAP’S LEAN & AGILE APPROACH:

ORGANIZATIONAL CHANGES

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ORGANIZATIONAL CHANGES INTRODUCING SCRUM AND LEAN PRINCIPLES

Split your organizaPon – small, cross-‐funcDonal, self-‐organizing teams

$$$

$

Split your work – small list, ranked together with customer, effort relaDvely esDmated

Review and update the plan – update prioriDes in collaboraDon with the customer, based on insights gained by inspecDng the release a;er each iteraDon

RetrospecPve – a;er each iteraDon

Split Pme – fixed length iteraDons (4 weeks) deliver potenDally shippable increments, fast feedback from customer

Jan

April

Decentr

alize con

trol

Reduce

batch

size

Cadence

-‐ Takt

Apply fa

st

Feedback

ConPnu

ous

improve

ment

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Program / Produ

ct

Team

Implementation Teams

QE

Archit.

Dev KM

(Team) Product Owner

Scrum Master

Area Product Team

QPE

Archit.

Team product owners

Area Product Owner

Scrum Master

Release planning

Product Team

QPA

Archit.

Delivery Manager Chief

Product Owner

Program Lean

UI Designer

Sprint planning

Or KANBAN

Team

backlog

are feature stories are integraDon stories

Gradient represents prioriDzaDon

Prod

uct

backlog

Userstory

Epic 1

Userstory

Userstory

Mini Release

review review review Prod

uct a

rea

backlog

Selected

backlogs

Userstory

Epic 2

Done Criteria

Done Criteria

Done Criteria

Ship internally

Ship internally

Ship internally

Mini Release

review

Ready Criteria

Mini release

planning

Adjusted from: (c) 2011 Dean Leffingwell, Agile software requirements

ORGANIZATIONAL CHANGES SCALING SCRUM TO LARGE PROJECTS

Scale or

ganizaPo

n

Scale ba

tches -‐ R

anked Ba

cklog

Early Fe

edback

on

Product

Synchron

izaPon

of Takt

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n  Provide needed skills and competencies in each team

n  Introduce new roles Product Owner, Scrum Master

n  No more Quality Assurance teams

ORGANIZATIONAL CHANGES ASSEMBLE CROSS-‐FUNCTIONAL TEAMS

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ORGANIZATIONAL CHANGES CHANGE QUALITY PEOPLE’S ROLE

Old QM style New Q Approach

Quality in the Team Governance and Control

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DEVELOP PEOPLE FIRST, THEN DEVELOP PRODUCTS

EXCEED OUR CUSTOMERS’ EXPECTATIONS

USABLE SOFTWARE EACH TAKT TO AVOID REWORK AND TO ALLOW FAST FEEDBACK CYCLES

EXCELLENT PROCESSES MEETING COMPLIANCE STANDARDS AND GOVERNANCE NEEDS

SAP’S LEAN & AGILE QUALITY STRATEGY

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ENGINEERING EXCELLENCE

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UI AutomaDon Trainings

ENGINEERING EXCELLENCE ROLE SPECIFIC & TEAM TRAININGS

Architect

Information Developer

Product Owner

Scrum Master Quality Engineer

Developer / Software Engineer

Design Thinking

Agile So;ware Engineering

“SAP CerDfied QE”

Q-‐Workshop Product Owner

Training

Scrum Master Training

LEAN Awareness Training

Line Manager LEAN Leadership

Program

User Story Mapping

Agile So;ware Engineering

“SAP CerDfied QE”

Q-‐Workshop

User Story Mapping

UI AutomaDon Trainings

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n  TRY Engineering PracDces that enable teams to work successfully

n  1 week training with exercises

n  3 week sprints coached by trainer on own backlog

ENGINEERING EXCELLENCE AGILE SOFTWARE ENGINEERING TRAINING FOR TEAMS

* Scrum or any other agile / iterative process

TDD

Pair Programming

Test Isolation

Refac- toring

ATDD Retro- spectives

Unit Test

Clean Code

Continuous Integration

Planning Exploratory Testing

Team Work

Backlog Estimation

Automated UI Testing

Scrum*

“In this course I really think that we learned to build a professional high quality piece of software.”

250+ teams trained

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n  2 day training with exercises

n  Transfer-‐Project in team to try new engineering pracDces

n  PresentaDon to the QE colleagues to build a community of pracDce and foster knowledge sharing

ENGINEERING EXCELLENCE “SAP CERTIFIED QE” TRAINING

1500+ trained

“Good mixture of theory and exercises.”

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n  1 day workshop with whole team

n  “Call for AcDon” put in teams backlog

n  Follow up a;er 3 takts to check sustainability

ENGINEERING EXCELLENCE QUALITY WORKSHOP FOR TEAMS

Agile TesDng Quadrants

150+ teams trained

“Well structured and pragmatic.”

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ENGINEERING EXCELLENCE UI AUTOMATION TRAINING FOR DEVELOPMENT TEAMS

n  Developers and QEs are trained on how to develop the right UI Test AutomaDon scenarios

n  1-‐3 days training based on internally development framework that are based on market leading tools

n  Focus on SAP UI5 and NaDve Mobile automaDon

“UI Test Automation is just another layer of testing, developers should not only focus on Unit Testing.”

450+ trained

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Lean helps us to deliver faster, more reliable + avoid waste

BUT if the backlog doesn’t address the end-‐users’ needs sufficiently

RIGHT PRODUCTS?

the so;ware will hardly be desirable or viable

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ENGINEERING EXCELLENCE USER STORY MAPPING WORKSHOP FOR TEAMS

Backlog

n  Whole team understands usage sequence and personas of the product

n  1-‐3 day coaching with complete team

n  User Story Map as the skeleton for the Product Backlog

“Good method for structuring which enables us to agree on requirements cross units and with customers.”

90+ teams coached

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CUSTOMER FOCUS

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CUSTOMER FOCUS SAP‘S DESIGN THINKING APPROACH

Viability Feasibility

Desirability

Innovation

Understanding the needs of the customer via multiple prototypes

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CUSTOMER FOCUS OBSERVE CUSTOMERS‘ NEEDS NOT THEIR SOLUTIONS

„… customers told us that they wanted suitcases that were easy to carry, and asked us to make them lightweight. We did this, but they rejected our elegant alloy designs and bought the heavier designs of our compe>tors – the ones with wheels on them!“

Source: Agile So;ware Requirements by Dean Leffingwell

SoluPon driven As a traveler I want alloy suitcases so that the suitcases are lighter.

Empathizing the user’s need As a traveler I want to carry less so that I’m less exhausted.

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CUSTOMER FOCUS OBSERVE USERS IN THEIR ENVIRONMENT

Go to the user‘s environment in order to get inspiration

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CUSTOMER FOCUS SAP‘S DESIGN THINKING PROCESS

Problem Space Solution Space

Source: Design Thinking, Understand – Improve – Apply Editor: Christoph Meinel, Larry Leifer, Hasso PlaRner

UNDERSTAND

OBSERVE

DEFINE POINT-OF-VIEW

IDEATE

PROTOTYPE

TEST

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SAP'S AGILE SOFTWARE ENGINEERING PROGRAM IN THE PRESS

n  The change in SAP already gets noDced outside SAP

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n  >50% of teams adopted TDD and Pair Programming

n  >75% say Agile So;ware Engineering PracDces produce beRer quality

n  84% thereof say we produce beRer quality without speed loss or even speed gain

RESULTS IMPROVED QUALITY THROUGH ENGINEERING PRACTICES

Source: Agile Software engineering Practice Survey 2012

"The customer gave us a 9 out of 10 quality rating after customer validation."

The product has a 10x reduction in defect-per-customer after implementing Agile Software Engineering practices.

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RESULTS DEFECTS FOUND EARLIER

0% 20% 40% 60% 80% 100%# of detected errors (normalized)

Development Correction Assembly & Validation

Before Agile

Agile Mode

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n  Work with complete teams to drive adopDon

n  Coach towards Engineering Excellence

n  Focus on Customer through Design Thinking

RESULTS KEY FACTORS FOR SUCCESS

SCRUM IN DEVELOPMENT TEAMS

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Asaf Saar Product Owner Software Engineering Chief Process Office [email protected] SAP AG Dietmar-Hopp-Allee 16, 69190 Walldorf, Tel.: +49 6227 7-47474

Please evaluate my presenta>on by using the evalua>on booklets which you can find in your conference bag. THANK YOU!


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Disclaimer

This presenta>on outlines our general product & process direc>on and should not be relied on in making a purchase decision. This presenta>on is not subject to your license agreement or any other agreement with SAP. SAP has no obliga>on to pursue any course of business outlined in this presenta>on or to develop or release any func>onality men>oned in this presenta>on. This presenta>on and SAP's strategy and possible future developments are subject to change and may be changed by SAP at any >me for any reason without no>ce. This document is provided without a warranty of any kind, either express or implied, including but not limited to, the implied warran>es of merchantability, fitness for a par>cular purpose, or non-‐infringement. SAP assumes no responsibility for errors or omissions in this document, except if such damages were caused by SAP inten>onally or grossly negligent.

© SAP 2013 | 41

[1] The Siberian Solar Radio Telescope: hRp://www.fotopedia.com/items/flickr-‐3706850931 (CC* BY 2.0)

[2] Several: hRps://www.sapbrandtools.com/content/home.php > SAP EMEA/APJ

[3] Scrum hRp://www.flickr.com/photos/tprzechlewski/3648102134 (CC* BY 2.0)

[4] Police man hRp://office.microso;.com/en-‐us/images/results.aspx?qu=police%20man&ex=2#ai:MP900400393|

[5] Team hRps://www.sapbrandtools.com/content/home.php > SAP EMEA/APJ

[6] SAP extreme sail hRp://www.sap-‐tv.com/video/#/7882/

[7] Sailing Container ship hRp://www.treehugger.com/wind-‐technology/hybrid-‐container-‐ship-‐wind-‐driven-‐with-‐automaDc-‐sails.html

[8] Container ship: hRps://www.sapbrandtools.com/content/home.php > SAP EMEA/APJ

PICTURE LIST (LAST VISITED 2. MARCH 2013)

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