LearningFromTheTrenches
JeanneBradfordTCGen,Inc.Cupertino,CAAugust2016
SCRUM4HWTheGathering
August2016 2
ProductDevelopment&Strategy
• ArchitectedApple’sproductdevelopmentprocess(ANPP)togainscalabilityandspeed
• LeddevelopmentandprogrammanagementteamsforApple,Cisco&TexasInstruments
• CertifiedScrumManager
• Experience-basedconsultingfirmpracticinginproductdevelopmentandproductstrategyexclusively
• Focusonthecriticalfewissuesthatarepreventingclientsfromachievingtheirproductdevelopmentgoals;
Jeanneisco-authorwithJohnCarterofInnovateProductsFaster avisualhandbookontoolsforteams.
August2016 3
• Challenge:– Ourclientsaredeliveringmulti-platformproductsthatintegrate
hardware,software,firmware,mobilecomponents
– DifferentPDPlanguage;integrationispainful;HWgetsbeatupfornotbeing”agile”(theverb)
• Question:– Canyoumakehardwareintegrationsfasterandlessriskybyusing
Agilemethodologies?
• Approach:– EvaluatingtheAgileManifesto
– WhatcanwelearnfromsuccessfulSWimplementations&canthatbeappliedbeyondSW?
OurInterestinAgile
August2016 4
AgileManifesto:DoesitapplytoHardware?
1. Businesspeopleanddeveloperswork togetherdaily2. Projectsrequiremotivatedindividuals,support&trust3. Face-to-faceconversationismostefficient4. Agileprocessespromotesustainabledevelopment5. Continuousattentiontotechnicalexcellence6. Simplicity– isessential7. Thebestdesigns emergefromself-organizingteams8. Atregularintervals,theteamreflects9. Welcomechangingrequirements
10. Continuousdeliveryofvaluablesoftware11. Deliverworkingsoftwarefrequently12. Workingsoftwareisthemeasureofprogress
SoftwareSpecific
75%oftheAgileManifestoCANapplytodevelopmentofanytype
agilemanifesto.org
ApplicabletoHW
August2016 5
AgileResearch– MostImpactful- SW
Question:WhatarethemostimpactfulelementsofAgile/ScrumappliedtoSW?
ThetopScrumpracticescanbeappliedtoSystemstoo!
DailyStandups
Burn-downCharts
TeamCulture
ProductOwner
SprintPlanning
UserStories
SprintThemselves
Greenhopper
0 1 2 3 4 5 6 7 8
August2016 6
AgileResearch– MostImpactful– Hardware
Question: WhatarethemostimpactfulelementsofAgile/ScrumappliedtoProducts/Systems?
Three of the top “Agile” practices in Systems have little to do with Scrum
SprintThemselves
Simulation/Emulation
Localbuildcapability
SprintPlanning
Empowerment
UserStories
DailyStandups
BurndownCharts
0 1 2 3 4 5 6
Moreprototypeiterations
August2016 7
• Developmentpartners/Supplierrelationships
• MaterialRiskBuys:
– Componentswithlongleadtimes
– Longsupplychainswithcomponents,sub-assemblies,andfinalassembliesthatneedintegrationaroundtheworld
• Significantcost/timeimpactoflatechanges
• MedicalproductsthatrequireFDAcompliance
ChallengesofApplyingAgiletoHardware
Therearesignificantdifferencesthatcan’tbeignored
August2016 8
AgileMethodology– AppliedtoHW/Systems
SocanyouapplyAgile/ScrumtoHW?
August2016 9
AgileMethodology– AppliedtoHW/Systems
Yes!Butit’shard
Andharderforhardware…...1. Itrequiresamoresophisticatedorganization
Ø Higher processliteracyØ Differentdecision-makingmodelØ Differentroles&responsibilities
2. It’sanewlanguageinhardware3. Thetoolsrequiretranslation tobeadaptableforhardware4. Shorterintervals:noroomtohide!
AttheheartofapplyingAgiletohardware,tooltranslation&managingorganizationalchange
August2016 10
TranslatingTools:ShortIntervals1. UserStories intoBoundaryConditions2. Burn-downcharts intoDeliverableHitRate3. Sprintinto HWintervals4. Managetheprojectwith OutofBoundsProcess5. SprintRetrospectives intoEventTimelineRetrospectives
OrganizationalChange:HighPerformanceTeams1. Selforganizedteams2. Trustandempowerment3. Productowner&teaminteraction(near)daily4. Riskmanagement
5. Accountability
AgileTools&Skills
August2016 11
Approachtonewprocesses
Crawl Walk Run
OrganizationalChallengestrumpsProcess/Tools!
• Peopleneedacompellingreasonforchange• People/teamschangeatdifferentvelocities• HWpeoplemaynotknowanythingabout“Agile”methodologies• ManyorganizationalleadersthinkAgileisjustforproductteams
August2016 12
AgileManifesto:selfdirected/highperformanceteams,but…...• Functionalallegiancevs.product(customer)allegiance• Redefinesroles/responsibilities• Managementneedstotrust/empower,teamsneedtobeaccountable
OrganizationalChallengesTrumpsProcess/Tools
VS.
August2016 13
(Howcoachescanaddextremevalue)
#1Opportunity:Todayè Tomorrow• Teamscannotgostraightfromthetrainingroomtotheirdesks,
andstartapplyingAgile/Scrum• Challenge:tobreakthemomentumofwhattheyweredoing
yesterdayinordertobehavedifferentlytoday
#2Opportunity:Functionalè ProductAllegiance• Ifteamsareselfdirectedandempowered,whatvaluedomiddle
managersprovide?• Requiresbehaviorshift:servantleadership• Functionalleaders/peersneedtohaveacollaborationmindset
OrganizationalChallengesTrumpsProcess/Tools
Ifyoudon’ttakeontheorganizationalpiece,thetools/processeswillbeminimized
August2016 14
1. Breakthemomentumofwhattheyweredoingyesterdayinordertobehavedifferentlytoday• ”As-Is”è “To-Be”
• Clarifynewrolesandresponsibilities• Identifysupportersanddetractors(Attitude-Influence)
• HowtomovefromwaterfalltoAgile• Crawl,walk,run
2. MovingfromFunctionaltoProductAllegiance• Collaborationupanddowntheorganization• IQvsEQ
Howtotakeontheseopportunities
August2016 15
Implementingnewprocessesrequiresabehaviorchange
• Whatistheearliestmomentthatyoucanknowwhetherornotteamsareexecutingtothenewprocess?
• Predictivemetrics informyouattheearliestmomentthatwilltellyouifpeoplearechangingtheirbehavior• Simple,easytomeasure,frequentlymeasured
Example:Yourteamneedtohire5engineersbytheendofthequarter.Whatmetricdoyoushowinamanagementreview?
ManagingChangeByMeasuringBehavior
August2016 16
Implementingnewprocessesrequiresabehaviorchange
• Whatistheearliestmomentthatyoucanknowwhetherornotteamsareexecutingtothenewprocess?
• Predictivemetrics informyouattheearliestmomentthatwilltellyouifpeoplearechangingtheirbehavior• Simple,easytomeasure,frequentlymeasured
Example:Yourteamneedtohire5engineersbytheendofthequarter.Whatmetricdoyoushowinamanagementreview?
Thebestpredictivemetric?
ManagingChangeByMeasuringBehavior
August2016 17
Implementingnewprocessesrequiresabehaviorchange
• Whatistheearliestmomentthatyoucanknowwhetherornotteamsareexecutingtothenewprocess?
• Predictivemetrics informyouattheearliestmomentthatwilltellyouifpeoplearechangingtheirbehavior• Simple,easytomeasure,frequentlymeasured
Example:Yourteamneedtohire5engineersbytheendofthequarter.Whatmetricdoyoushowinamanagementreview?
Thebestpredictivemetric?Numberofscreeningcallsperdaybyhiringmanager
ManagingChangeByMeasuringBehavior
August2016 18
WorkSession
Ascoaches,couldapplyingPredictiveMetricshelpyoursuccess?
Useyourexperience(ordesiredexperience)withleadingchange
• Whatwouldasuccessfuloutcomebe?• Whatspecificbehaviorwouldbechanged,andwho’sbehavioristhat?
Assignment:1. Describetheprocesschange:As-Isè ToBe2. Identify3-4requiredbehavioralchanges3. Chooseone,anddescribe:
• What’sthebehavior• Howwouldyoumeasureit• Howoftenwouldyoumeasureit• Howwouldthedatainformyou?(action)
August2016 20
TranslatingScrumToolstoHardware
1. UserStories intoBoundaryConditions2. Burn-downcharts intoDeliverableHitRate3. Sprintinto HWintervals– basedonintegrationpoints4. Managetheprojectwith OutofBoundsProcess5. SprintRetrospectives intoEventTimelineRetrospectives
HardwareSprintProcessCreateshortintervalexecutioncyclebasedonmeaningfuldeliverables,oftenProjectIntegrationpoints
PLANNING RETROSPECTIVE
4-8weekintervaltypical
REVIEW
OOBifrequired
4.OutofBoundsProcess
2.DeliverableHitRate
1.BoundaryConditions
5. Eventtimelineretrospective
1.BoundaryConditions
August2016 21
www.mountaingoatsoftware.com/topics/user-stories
1.CreatingBoundaryConditions
• Aprogramconsistsofproductattributesandprogramattributes§ Boundaryconditionstypicallyhaveboth
• CreateUserStories– ProductAttributes• Createbudgetandschedule– ProgramAttributes• Selectthetop3-7,definelimits,andseekagreementwiththe
managementteam
Asa<typeofuser>Iwant<somegoal>sothat<somereason>
THISBECOMESYOURBOUNDARYCONDITIONS…STAYINSIDETHEMANDTHETEAMCANKEEPMOVINGFORWARD!
August2016 22
1.ExampleBoundaryConditions
Agreeontop3-7mostimportantprogramandproductrequirementsandsetquantitativelimitswhenpossible.
Incrementalcost$1.3M
DEVCOST
BoundaryConditions
August2016 23
1.ExampleBoundaryBreak
• DeliverableHitRatetooSlow!
• KeyEngineerpulled!• Threeweekdelay!
BoundaryConditionsAgreeontop3-7mostimportantprogramandproductrequirementsandsetquantativelimitswhenpossible.
Incrementalcost$1.3M
DEVCOST
August2016 24
2.TranslateBurndownsIntoDeliverableHitRate
Identifythekeytasksthatshouldbesatisfiedduringaninterval• Canfeaturesbeimplemented?• Canfeatures/specsbevalidated?• Cantasksbeperformed?• Canbeacustomizedmetricofprogress
Thislistofrequirementscanvaryfromintervaltointerval• Frontendismoredefinitionloaded• Middle ismoretaskloaded• Back endismorevalidationloaded
Createatargetcurveoverthesprintinterval• Don’tgettoostressedoutoverperfection• Assumethattheeventscanbedistributedevenly,unlessyouhaveclear
knowledgeotherwise
August2016 25
DeliverableHitRateBasedonplanningforthesprint,numericallysumthekeymilestones/tasks(typically10orso)andthekeyverificationteststobeperformedandpassed(typically10orso)
andthenspreadthemevenlyovertime,unlessyouhaveknowledgeofkeydates
2.TranslateBurndownsIntoDeliverableHitRate
SprintDuration(Weeks)
Num
bero
frem
ainingta
sk
What’stherightdurationforaHWSprint?
August2016 26
2.ExampleofPCBLayoutProgress
• Aug1startedtrackingPCBroutingprogresstogetanideaofprojectvelocity
• Aug3worriedaboutprogress,ratetooslow• Aug4increased#ofengineersassignedtothistask
0
200
400
600
800
1000
1200
1400
1-Aug 2-Aug 3-Aug 4-Aug 5-Aug 6-Aug 7-Aug 8-Aug 9-Aug 10-Aug
NumberofUnroutedNets
ExamplehowaBurnDownChartcanbeappliedtoseetheprogressinturningaschematicintoalayout
August2016 27
BurnDownMetricsforHybridDevelopment
Concept
ProgramApproved
HighLevelDesign
DetailedDesign
DesignValidation
Production
Requirements
Design
Test
August2016 28
3.TranslateSprintIntoHWIntervals
DividetheprojectintothesmallestincrementpossiblethatrepresentsTRUEINTEGRATIONPOINTSorCLEARLYDEFINABLEMILESTONES.
IdeaApproved
ConceptApproved
LabPrototypeAccepted
OffToolPrototypeAccepted
OffProductionProcessAccepted
ProductReleased
August2016 29
3.TranslateSprintIntoHWIntervals
Continuouslearning,shortintervals,measurableprogress,autonomy
ThesecrettogettingthebenefitsofAgiledevelopmentistonotsliptheinterval
IdeaApproved
ConceptApproved
LabPrototypeAccepted
OffToolPrototypeAccepted
OffProductionProcessAccepted
ProductReleased
August2016 30
4.BoundaryConditionProcess
OutofBoundsConditionsDescriptionofthestepsthattheProjectManagerfollowswhenanOOBconditionisknowntobelikely.
Thiswholedecisiontreeshouldtakeplaceinhours/daysandnotweeks/months.
PMagree?Knowwhattodo?
Teammeetswith
management.
AgreeOOBConditionExceeded?
YESSendemail
OOBstatement
NOAssembleteam
meetandreview
YESSendemail
OOBstatement
NOContinueon,monitor
Boundaries
YESOOB
Recommendation
NOMeettoagreeonproposersolution
August2016 31
5.EventTimelinesandRetrospectives
1. EventAnalysisIdentifytheimpactofplanned&unplannedeventsonprojectoutcome
EventTimelineProcessThreeStepstoaProductiveRetrospectiveReview
2. RootCauseAnalysisSelectmostsignificantrootcauses
3. RootCauseSynthesisUnderstandingthebigpicture
PlannedEvents
UnplannedEvents
Definition Design Integration Validation Pilot Ramp
Event1 Event2 Event3
August2016 32
Retrospectives
• Retrospectivesshouldbecarriedoutonallprograms• Theretrospectivesshouldfollowacommonprocesswhichhasthefollowingattributes1. Factbased,anddatadriven2. InvolveCross-functionalteammembers
• Theretrospectiveprocessshouldbeownedbytheteam• TheretrospectiveprocessshouldbeusedduringeveryInterval• Theprocessconsistsofthefollowingsteps1. Eventtimelines&Prioritizationofthebiggestevents2. RootCauseAnalysis3. AffinityDiagramtosummarizeresults