Learning From The Trenches - Scrum4HW.comscrum-hardware.com/wp...Learning-from-the-Trenches.pdf5. Event Timelines and Retrospectives 1. Event Analysis Identify the impact of planned

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





Thebestpredictivemetric?


August2016 17





Thebestpredictivemetric?Numberofscreeningcallsperdaybyhiringmanager


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 19

ThankYou!Contact:

[email protected]

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

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