agilesem an agile System Development Method at Siemens in CEE Eva Kišoňová, Ralph Miarka SW Quality Days Vienna January 2012

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Apollo bridge of Bratislava Page 2 Eva Kišoňová, Ralph

3 Agenda 1 Why? boundaries & motivation 2 How? our way to agilesem 3 What? what makes the difference? 4 What next? experience & impact Page 3 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

4 3 worlds Customer Methods Standards V-Model IPMA.. Agile Methods ISO Lean Development Scrum ISO 9001 ISO S E M CMMI TDD.. Siemens Methods Standards extreme Programming PM@Siemens Page 4 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

5 2 approaches to software development V-Model ISO 9001 SEM IPMA ISO Predictive Adaptive XP Scrum Lean Development TDD Crystal.. Page 5 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

6 One mandate from the organization (May 2006) New version of the System Development Method SEM should: Where would you like to have (more) support from SEM in future? Iterative-incremental development 38 Agile processes Model-driven development Small projects Large projects Solution projects Integration projects Distributed development 140 Tailoring Project web with SEM connection Linking of SEM to an IDE Role-specific presentation Other topics 35 Provide information for employees: what is agile Methodical procedure for the projects Establish agile principles in the organization Answer to customers and partners how we deal with agile Keep high process quality standards Page 6 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

7 Agenda 1 Why? boundaries & motivation 2 How? our way to agilesem 3 What? what makes the difference? 4 What next? experience & impact Page 7 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

Our way to agilesem Team of ~20 Interested Methodologists Practitioners Agile working Roles (PO, SM, Team) Iterations Vision 2 Teams Core- 7 Extended- 12+7 get-on, get-off Hybrid Project Planning

8 Our way to agilesem Team of ~20 Interested Methodologists Practitioners Agile working Roles (PO, SM, Team) Iterations Vision 2 Teams Core- 7 Extended get-on, get-off Hybrid Project Planning Releases Backlog 1 Team of 6 Experts Dedicated PM Stable team Adaption Retreats (1 week) Pair working Fridays meetings conceptual discussions Agile SD Proposal agilesem Puzzle Learning Productive May 2006 May 2007 August 2009 Page 8 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

10 Agenda 1 Why? boundaries & motivation 2 How? our way to agilesem 3 What? what makes the difference? 4 What next? experience & impact Page 10 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

11 agilesem is and is not agilesem is: a lightweight framework a representation of agile values and principles based on Scrum, extreme Programming and Lean thinking considering standards and organizational requirements, like ISO 9001, CMMI, IPMA, and PM@Siemens provided as an interactive web agilesem is not: a detailed guide for project managers and the team a source for templates - but examples are provided agilesem offers a high degree of freedom in implementing it, however, it demands maturity of the team applying and adapting the framework throughout the project. Page 11 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

agilesem: process framework Initiation Setup Realization Termination Page 12 Eva

agilesem: backlogs Initiation & Setup Realization

Set-up of Project organization Product backlog

Project Handbook Product Backlog Requirements with

Backlogs Tasks with Activity Estimates Remaining

Results archiving Final report Project Experiences

13 agilesem: backlogs Initiation & Setup Realization Termination Initial Backlog Project initiation Set-up of Project organization Product backlog Release plan Architecture Infrastructure Team Project Handbook Product Backlog Requirements with Acceptance criteria Priorities Estimates Sprint Backlogs Tasks with Activity Estimates Remaining work Status Termination Backlog Project closure Results archiving Final report Project Experiences Page 13 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

14 agilesem: roles Scrum roles: Product Owner Development Team Scrum Master Additional roles due to organizational requirements: Project Manager Quality Manager in Project Page 14 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

agilesem: additional roles Project Manager (PM) Represents the project in the organization Within bigger agile projects the Project Manager supports overall coordination of the Scrum Teams Quality

15 agilesem: additional roles Project Manager (PM) Represents the project in the organization Within bigger agile projects the Project Manager supports overall coordination of the Scrum Teams Quality Manager in Project (QMiP) Ensures that the project respects all quality and process related regulations defined within the organization Lean thinking is required for this role Page 15 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

Concepts Checklists Examples References Getting Started Page 16

16 agilesem: presentation as an interactive web Phases Milestones/Q-Gates Activities Tasks Roles Work Products Concepts Checklists Examples References Getting Started Page 16 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

17 agilesem: what is additional to Scrum? What is integrated All Scrum artifacts, roles and practices Most of the XP practices What is additional Special backlogs with prepared backlog items Initial Backlog for project initiation and set-up Termination Backlog for project termination Additional roles PM and QMiP Setup Phase that follows the sprint concept Milestones and Quality Gates Decision Support Matrix Page 17 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

18 Respecting ISO 9001 and CMMI L3 Natural part of Scrum & XP Requirement definition and development, feature-driven Traceability Effort estimation Architecture vision Design and implementation Verification and validation Configuration-, change- and error management Risk management Training Added by agilesem Process definition, maintenance and tailoring Decision Support Matrix Support phases (backlogs) Project organization Project handbook with organizational and conceptual decisions Activity planning Quality gates / Milestones Documents and records Project indicators and controlling Patent treatment Page 18 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

19 Agenda 1 Why? boundaries & motivation 2 How? our way to agilesem 3 What? what makes the difference? 4 What next? experience & impact Page 19 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

20 Value and impact on the organization agilesem. supports organizational change from predictive to adaptive (project) management extends the portfolio of standard procedures in Siemens has been used in ~20 projects is applied in industry, healthcare, telecommunications, and other domains became an in-house shopping center for the agile practices accelerates the welcome change mindset is used by all three successors of the originator Siemens SDE Siemens SW Development and Engineering ATOS Siemens Development Center Communication Media Technology Page 20 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

Experiences agilesem user feedback Benefits Perfectly fits any size of the project, easy tailoring Not too strict, enough room for interpretation Clearly structured, good overview All add-ons bring

21 Experiences agilesem user feedback Benefits Perfectly fits any size of the project, easy tailoring Not too strict, enough room for interpretation Clearly structured, good overview All add-ons bring value (initiation/termination backlogs, set-up, etc.) As little as possible, as much as necessary (role concept, milestones concept) All work products are justified by practice Easy-to-find agile practices also suitable for non-agile projects etc. Potentials You should be familiar with agile methods before starting with agilesem Could be more product related Multi-site, multi-team concept is not fully integrated More support for contracting would be beneficial List of all mandatory work products (for every phase) is missing etc. Change requests to agilesem are managed through decision board and ticketing Page 21 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

We built the bridge We managed to retain the agile values by carefully integrating the required standards agilesem allows teams to work according to agile principles without being in conflict with

22 We built the bridge We managed to retain the agile values by carefully integrating the required standards agilesem allows teams to work according to agile principles without being in conflict with core organizational requirements agilesem provides quality agilesem projects were evaluated as consistent to CMMI L3 (corporate assessment) ISO 9001 (audit Quality Austria) Quality Assurance is inherent TDD, Done, Review, Retrospective etc. High acceptance amongst project members Page 22 Eva Kišoňová, Ralph Miarka, Jan 2012 Copyright Siemens AG All rights reserved.

Contact Dr. Eva Kišoňová Quality Manager at Siemens Program and System Engineering Mobile: +421 903 564050 Email: Eva.Kisonova@siemens.com Dr.

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