Embedded meets Agile
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This document discusses applying agile project management principles to embedded systems development. It notes four key challenges with developing embedded systems in an agile way: the need for system documentation, hardware-software interdependencies, heterogeneous teams, and real-time functionality requirements. It proposes adapting agile principles to focus on early demonstrations and deferred design decisions. Kanban is presented as one agile tool that can help visualize workflows and make bottlenecks visible. Overall, the document advocates adopting an agile mindset and culture focused on continuous delivery, self-organizing teams, and valuing working demonstrations over documentation.
Embedded meets Agile
- 1. AGILE PROJECT MANAGEMENT For Embedded Systems Development Ravneet Kaur Software Process Manager Philips
- 2. “It is possible to finish on schedule and under budget but still not deliver anything of value.”
- 3. Why Traditional Projects Failed? Requirements are never clear till end of the Project and always keep changing.
- 4. Why Traditional Projects Failed? We can‘t estimate huge Projects upfront.
- 5. Why Traditional Projects Failed? Institutionalization of Large Batch Sizes
- 6. Why Traditional Projects Failed? Underutilization of Cadence
- 7. Why Traditional Projects Failed? Hostility to Variability and Worship of Conformance Managing Timelines instead of Queues
- 8. Why Traditional Projects Failed? Inflexibility and Centralized Control
- 9. Why Traditional Projects Failed? No Feedback from the customer till the big bang delivery.
- 10. Agile Project Management Agile Project Management is a value-driven approach that allows Project Managers to deliver high-priority, high-quality work.
- 11. Agile Project Management Agile Project Management is about embracing change, even late in the development stage.
- 12. Agile Project Management It’s about delivering the features with the greatest business value first, and having the real-time information to tightly manage cost, time and scope.
- 14. Most popular Agile Project Management Tool Scrum
- 15. Agile Project Management in Embedded Systems There are four key constraints that make it challenging to develop embedded systems in agile ways.
- 16. Agile Project Management in Embedded Systems Need for system level documentation Especially in areas were standards and regulations play a major role, simply developing a working product can not be something to be aimed at to the detriment of important documentation.
- 17. Agile Project Management in Embedded Systems Hardware-Software Interdependences The development of hardware and software (and often mechanics too) are highly dependent on each other. Coupled with the long development cycles of hardware and mechanics development this makes iterative and incremental development challenging.
- 18. Agile Project Management in Embedded Systems Heterogeneous teams with different skillsets Traditionally software, hardware and mechanics developers have been very separated in the development process and furthermore each developer likely has their own area of expertise. Thus, developing the system in an agile way is difficult since knowledge transfer between developers is challenging.
- 19. Agile Project Management in Embedded Systems Inflexibility due to real-time functionality Real-time requirements of embedded systems mean that certain functions need to happen in a predictable time window on the chip. This makes the design flow very challenging, as the smallest features and bug fixes can significantly change the timings of the chip. Thus, modular and readable code can not always be achieved when speed and power consumption of the design matter more.
- 20. Agile Manifesto
- 21. Agile Principles for Embedded Systems Development Our highest priority is to satisfy the customer through “early and continuous delivery of valuable software”. Our highest priority is to satisfy the customer through “early and continuous demonstrations which lead to the valuable system”.
- 22. “Welcome changing requirements, even late in development”. Agile processes harness change for the customer’s competitive advantage. “Defer making restricting design decisions to allow changing requirements, even late in development”. This way the change can be harnessed for the customer’s competitive advantage. Agile Principles for Embedded Systems Development
- 23. “Deliver working software frequently”, from a couple of weeks to a couple of months, with a preference to the shorter timescale. “Deliver demonstrations leading to the working system frequently”, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Agile Principles for Embedded Systems Development
- 24. “Working software” is the primary measure of progress. “Demonstrations and working system” are the primary measure of progress. Agile Principles for Embedded Systems Development
- 25. The best architectures, requirements, and designs emerge from “self-organizing” teams. The best architectures, requirements, and designs emerge from “co-operating and self-organizing“ teams. Agile Principles for Embedded Systems Development
- 26. Agile Principles – change in culture and mindset Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to- face conversation.
- 27. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. “Simplicity—the art of maximizing the amount of work not done”—is essential. Agile Principles – change in culture and mindset
- 28. Agile Project Management in Embedded Systems Kanban
- 29. Visualise workflow with value stream mapping
- 30. Value stream mapping to Kanban Board
- 31. Kanban makes bottlenecks visible
- 32. Kanban helps in improving process
- 34. One day in Kanban Land
- 35. One day in Kanban Land
- 36. One day in Kanban Land
- 37. One day in Kanban Land
- 38. One day in Kanban Land
- 39. One day in Kanban Land
- 40. One day in Kanban Land
- 41. One day in Kanban Land
- 42. One day in Kanban Land
- 43. One day in Kanban Land
- 44. One day in Kanban Land
- 45. One day in Kanban Land
- 46. Kanban for System Thinking
- 47. Kanban for System Thinking
- 48. Kanban for System Thinking
- 49. Kanban at Scale
- 50. Kanban at Scale
- 53. Ravneet Kaur Certified SCRUM Master LKU Certified Kanban Practitioner SAFe Agilist Certified SAFe Program Consultant ISTQB® Certified Tester ETSI Certified TTCN-3® Expert OMG Certified UML Professional™ Software Process Manager Philips ravneet.kaur@philips.com 0049-1746066353