Learning from the Trenches: Scrum for Hardware
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The document discusses the application of agile methodologies in hardware product development, highlighting the challenges and opportunities for integrating agile practices. It emphasizes the need for organizational change, sophisticated processes, and appropriate tool adaptation to successfully implement agile in hardware environments. Key elements from the agile manifesto are analyzed for their relevance in hardware contexts, suggesting a path toward improved integration and faster development through agile principles.
Learning from the Trenches: Scrum for Hardware
- 1. 1 1 LEARNING FROM THE TRENCHES SCRUM4HW - THE GATHERING Jeanne Bradford, August 2016
- 2. 2 22 PRODUCT DEVELOPMENT & STRATEGY • Architected Apple’s product development process (ANPP) to gain scalability and speed • Led development and program management teams for Apple, Cisco & Texas Instruments • Certified Scrum Manager • Experience-based consulting firm practicing in product development and product strategy exclusively • Focus on the critical few issues that are preventing clients from achieving their product development goals Jeanne is co-author with John Carter of Innovate Products Faster a visual handbook of tools for teams
- 3. 3 33 OUR INTEREST IN AGILE Challenge • Our clients are delivering multi-platform products that integrate hardware, software, firmware, and mobile components • Different PDP language; integration is painful; HW gets beat up for not being ”agile” (the verb) Question • Can you make hardware integrations faster and less risky by using Agile methodologies? Approach • Evaluating the Agile Manifesto • What can we learn from successful SW implementations & can that be applied beyond SW?
- 4. 4 44 AGILE MANIFESTO: DOES IT APPLY TO HARDWARE? 1. Business people and developers work together daily 2. Projects require motivated individuals, support & trust 3. Face-to-face conversation is most efficient 4. Agile processes promote sustainable development 5. Continuous attention to technical excellence 6. Simplicity – is essential 7. The best designs emerge from self-organizing teams 8. At regular intervals, the team reflects 9. Welcome changing requirements 10. Continuous delivery of valuable software 11. Deliver working software frequently 12. Working software is the measure of progress Software Specific 75% of the Agile Manifesto CAN apply to development of any type Source: agilemanifesto.org Applicable to HW
- 5. 5 55 AGILE RESEARCH – MOST IMPACTFUL - SW Question: What are the most impactful elements of Agile/Scrum applied to SW? The top Scrum practices can be applied to Systems too! Daily Standups Burn-down Charts Team Culture Product Owner Sprint Planning User Stories Sprint Themselves Greenhopper 0 1 2 3 4 5 6 7 8
- 6. 6 66 AGILE RESEARCH – MOST IMPACTFUL – HARDWARE Question: What are the most impactful elements of Agile/Scrum applied to Products/Systems? Three of the top “Agile” practices in Systems have little to do with Scrum Sprint Themselves Simulation/Emulation Local build capability Sprint Planning Empowerment User Stories Daily Standups Burn down Charts 0 1 2 3 4 5 6 More prototype iterations
- 7. 7 77 CHALLENGES OF APPLYING AGILE TO HARDWARE • Development partners/Supplier relationships • Material Risk Buys: • Components with long lead times • Long supply chains with components, sub-assemblies, and final assemblies that need integration around the world • Significant cost/time impact of late changes • Medical products that require FDA compliance There are significant differences that can’t be ignored
- 8. 8 88 AGILE METHODOLOGY – APPLIED TO HW/SYSTEMS Can you apply Agile/Scrum to HW?
- 9. 9 99 AGILE METHODOLOGY – APPLIED TO HW/SYSTEMS Yes! But it’s hard It’s harder for hardware…... 1. It requires a more sophisticated organization • Higher process literacy • Different decision-making models • Different roles & responsibilities 2. It’s a new language in hardware 3. The tools require translation to be adaptable for hardware 4. Shorter intervals: no room to hide! The heart of applying Agile to hardware is tool translation & managing organizational change
- 10. 10 1010 AGILE TOOLS & SKILLS Translating Tools: Short Intervals 1.User Stories into Boundary Conditions 2.Burn-down charts into Deliverable Hit Rate 3.Sprint into HW intervals 4.Manage the project with Out of Bounds Process 5.Sprint Retrospectives into Event Timeline Retrospectives Organizational Change: High Performance Teams 1. Self organized teams 2. Trust and empowerment 3. Product owner & team interaction (near) daily 4. Risk management 5. Accountability
- 11. 11 1111 APPROACH TO NEW PROCESSES Crawl Walk Run Organizational Challenges trumps Process/Tools! • People need a compelling reason for change • People/teams change at different velocities • HW people may not know anything about “Agile” methodologies • Many organizational leaders think Agile is just for product teams
- 12. 12 1212 ORGANIZATIONAL CHALLENGES TRUMPS PROCESS/TOOLS Agile Manifesto: self directed/high performance teams, but…... • Functional allegiance vs. product (customer) allegiance • Redefines roles/responsibilities • Management needs to trust/empower, teams need to be accountable VS.
- 13. 13 1313 ORGANIZATIONAL CHALLENGES TRUMPS PROCESS/TOOLS How coaches can add extreme value #1 Opportunity: Today Tomorrow • Teams cannot go straight from the training room to their desks and start applying Agile/Scrum • Challenge: to break the momentum of what they were doing yesterday in order to behave differently today # 2 Opportunity: Functional Product Allegiance • If teams are self directed and empowered, what value do middle managers provide? • Requires behavior shift: servant leadership • Functional leaders/peers need to have a collaboration mindset If you don’t take on the organizational piece, the tools/processes will be minimized
- 14. 14 1414 HOW TO TAKE ON THESE OPPORTUNITIES 1. Break the momentum of what they were doing yesterday in order to behave differently today • “As-Is” “To-Be” • Clarify new roles and responsibilities • Identify supporters and detractors (Attitude-Influence) • How to move from waterfall to Agile • Crawl, walk, run 2. Moving from Functional to Product Allegiance • Collaboration up and down the organization • IQ vs EQ
- 15. 15 1515 MANAGING CHANGE BY MEASURING BEHAVIOR Implementing new processes requires a behavior change • What is the earliest moment that you can know whether or not teams are executing to the new process? • Predictive metrics inform you as to whether or not people are changing their behavior • Simple, easy to measure, frequently measured Example: Your team needs to hire five engineers by the end of the quarter. What metric do you show in a management review?
- 16. 16 1616 MANAGING CHANGE BY MEASURING BEHAVIOR Implementing new processes requires a behavior change • What is the earliest moment that you can know whether or not teams are executing to the new process? • Predictive metrics inform you as to whether or not people are changing their behavior • Simple, easy to measure, frequently measured Example: Your team needs to hire five engineers by the end of the quarter. What metric do you show in a management review? The best predictive metric?
- 17. 17 1717 MANAGING CHANGE BY MEASURING BEHAVIOR Implementing new processes requires a behavior change • What is the earliest moment that you can know whether or not teams are executing to the new process? • Predictive metrics inform you as to whether or not people are changing their behavior • Simple, easy to measure, frequently measured Example: Your team needs to hire five engineers by the end of the quarter. What metric do you show in a management review? The best predictive metric? Number of screening calls per day by hiring manager
- 18. 18 1818 IS APPLYING PREDICTIVE METRICS A KEY TO SUCCESS? Work Session Use your experience (or desired experience) with leading change • What would be a successful outcome? • What specific behavior needs to change and whose behavior is that? Assignment: 1. Describe the process change: As-Is To Be 2. Identify 3-4 required behavioral changes 3. Choose one, and describe: • What’s the behavior? • How would you measure it? • How often would you measure it? • How would the data inform you? (action)
- 19. 19 19 TCGen Inc. Menlo Park CA, 94025 jcarter@tcgen.com (650) 733-5310