Agile@Chip Card Development · Agile@Chip Card Development Motivation, Experience, and Evidence...

Agile@Chip Card Development Motivation, Experience, and Evidence from a Quality Manager’s perspectiveAndreas Groß (CCS TI SW CQM)

SW Methodology -> AugsburgAgile Methodolgy -> CCS SW

SW Quality Manager for all teams @ Augsburg

About Infineon

2015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.

The Companyn Infineon provides semiconductor and system solutionsn Combined pro-forma revenue of ~€5,150m* (~6,950m USD) in Infineon 2014 fiscal

yearn About 35,000 employees worldwide* (as of March 2015) n Strong technology portfolio with more than 22,800 patents and

patent applications (as of September 2014)n 33 R&D locations; 20 manufacturing locations*non-audited figures

We Focus on Three Central Needsof Modern Society

Energy Efficiency Mobility Security

Industrial Power Control

Automotive

Power Management & Multimarket

Chip Card & Security2015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.

Chip Card & Security Overview

Product rangen Contactless and contact-based security

products for Communication, Payment, Mobile Security, Internet of Things (IoT) Security, Government Identification, Transport, Access, Object Identification, and Entertainment

n Innovative solutions from basic security RFID and memories to high-end security controllers (including the award winning SLE 78 family)

n Extensive packaging and service portfolio

Market positionsn No. 2 in Microcontroller Smart Card ICs with

21,7%1 market share in CY2013* by revenuen No. 1 in TPM; leading positions in

Authentication ICs and Mobile Security ICs (secure elements in devices and on SIM cards)

n No. 2 in SIM card IC with 19%2 market share in CY2013 in terms of volume

n No. 2 in Payment with 28%3 market share in CY2013

n No. 2 in Government Identification with 32%4

market share in CY2013

Core competencies & value propositionn Tailored security

Right level of security at the best cost-performance ratio

n Contactless excellenceFocus on interoperability and dual interface

n Embedded controlRight trade-off between computing power, power consumption, levelof security and cost

Source: 1,4IHS, July 2014; 2ABI, August 2014; 3May, Sep2014 IHS; IFX internal *Calendar year 2015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.

MOTIVATION for CHANGE – WHY

People

Transparency

QualityProductivity

and WHO

Build projects around motivated individuals.Give them the environment and support they need, and trust them to get the job done.

Quality is: When the Customerreturns andthe product doesn’t.


HOW

MOTIVATED! People

Mastery Autonomy Purpose

n Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software / product.

n Working software / product is the primary measure of progress.

n The best architectures, requirements, and designs emerge from self-organizing teams.

n Continuous attention to technical excellenceand good design enhances agility.


OUR CONCLUSION

AGILE DEVELOPMENT

Agile Project Management Agile (Engineering) Practices

n Scrumn Kanbann ?

n Continuous Integration/Deliveryn Wall Work Queuen Pull Principlen Limit WIPn Agile Estimationn …


About Agile Methodology

Agile Development

NON-Agile Development

Emphasis on People Processes

ProcessControl Empirical Prescribed,

Defined

Organization Self-organized Managed

LeadershipCollaborative,Servant Leadership

Command and control

Quality assurance Customer centric Process centric

Customer involvement

High throughout the project

Depending on project lifecycle

RequirementsPrioritization

Based on business value, regularly updated

Fixed in Project Plan

Management style Decentralized Centralized

Performance measurement Business value Plan conformity

Change Update of Product Backlog

Formal Change Mgmt process


Agile Expansion CCS

29 Agile Teams

n 19 Scrum Teamsn 10 Kanban Teamsn Ca. 150 peoplen 5 sitesn Co-locatedn Team Size <=9n PO mostly localn POs mostly w/

technical background

Copyright © Infineon Technologies AG 2015. All rights reserved.

CCSDevelopment

Mgmt ACT

Site 2Site 1 Site 4Site 3 Site 5

Sys Ver

Sys Ver

App Dev

App Dev

App Dev

Tool Dev

Tool Dev

Tool Dev

Tool Dev

Post Silicon

App Dev

OS Dev

OS Dev

App / Tools Dev

App / Tools Dev

App Dev App

Dev

Tool Dev Mgmt App

Dev AE Sys

App / Tools Dev

App / Tools Dev

App / Tools Dev

OS Dev

Tool Dev

0 5

3344

18

Scrum much worse

Scrum worse

Scrum about the same

Scrum better

Scrum much better

EVIDENCE: People’s view (1)

Productivity

Scrum better or much better: 62%

Team Morale


Quality



Target Orientation

Cooperation within the team



Communication within the team

According to your personal opinion: To what extent has TEAM MORALE changedcompared to the situation before Scrum was introduced?0

1025

51

15

Scrum much worse

Scrum worse


Scrum better

Scrum much better

012

28

42

18

Scrum much worse

Scrum worse


Scrum better

Scrum much better

07

25

45

23

Scrum much worse

Scrum worse


Scrum better

Scrum much better

0 212

4739

Scrum much worse

Scrum worse


Scrum better

Scrum much better

0 0 4

39

57

Scrum much worse

Scrum worse


Scrum better

Scrum much better


EVIDENCE: People’s view (2)

If the decision was solely up to you: Would your team continue using Scrum?

82%

5%13%

Yes No Not Sure

YES


EVIDENCE: Stakeholders’ View (1/3)

19%11%

70%

<P50 P50-P80 >P80

P50-P80

>P80

<P5025%

16%

59%

<P50 >P80 P50-P80

P50–P80

<P50

>P80

Execution Quality 2012 Execution Quality 2013

31% Improvement2015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.


set date Copyright © Infineon Technologies AG 2015. All rights reserved.

4%4%18%

74%

Satisfied NOT Satisfied

Outstanding Very satisfied

3%19%

9%

69%

Satisfied NOT satisfied

Outstanding Very satisfied

Customer Satisfaction 2012 Customer Satisfaction 2013

78% Improvement


Excerpt from SW Rating 2013

n Reliable delivery

n High stakeholder/customer satisfaction

n Outstanding results if direct contact with customers


EVIDENCE: Data View – Scrum Team “HSW” (1/4)

n First Scrum Team ever at IFX (02/2009)

n PC Client/Server Software for administrating and appliance of Trusted Platform Module (TPM)

o approximately 1000K NLOCs

Team “HSW” - Background

n Site Manager approved 6 weeks investment (May/June 2009) in Test Automation 21people à 500 PDs! Site manager successfully got buy in from Businesslineand TI Management

n Dev Team sized down from 21 to 15 after 6 months.

Effects using Scrum



Average test execution effort for a release: 109 PDs!

Root Cause: GUI Test Automation Grade




4.0 Beta 1 (2010-10)

n Test automation grade: 97% vs 36%

n Manual test execution effort: 5PDs vs 109PDs

n Same output w/ 95% less effort.

With 109PDs 21 complete Test execution cycles instead of 1!


6 weeks invested in test automation, 500 PDs


Defect arrival rate dropped by 45%!

QA Gates

QA GatesFl

ight

Lev

el /

Deg

ree

of for

mal

ity

HIGH

LOW


Sustainability


Organizational Integration

n Employer Council Agreementn Integrated into company’s business

processn Job descriptions for Scrum Master and

Product Owner

Alignment

n Global Agile Coaches CoPn Global Agile Community of Interest. F2F

Gathering ca. every 18monthn PO Alignments / SMA Alignmentsn Agile Competence Team / Project Officen Scrum Master Call / Project Office

Summary: Success factors

n Motivated people

o Self organisation o Highly available Product Owner o Cross functional Teamso Customer/Stakeholder Feedbacko Continuous Integrationo Management Support

n Time for change

n Trust

o Qualityo “Save” to fail

n Transparency

o Stakeholder Involvemento Physical Boards

n Experienced coaches

n Patience


Success is not the key to happiness.Happiness is the key to success.

If you love what you are doing, you will be successful.

(Albert Schweitzer)

Summary: Traps

n No awareness of necessary cultural change

n Mindless Agile Introduction

n Halfhearted Introduction

n “We don’t have time”

n “Comes for free”

n Unbalanced Top-Down introduction

n Start with customized methodology

n Focus on (electronical) tools

n Split team members


Traps!

Summary: Impediments

n Glass Ceiling – Extending AGILE beyond SW Org.

n “Agile approach only works for software”.

n Agile Software Organization vs. “not so” agile Organisation

n Schedule and Scope defined w/o asking the team.

n Agile approach as a silver bullet.

n Mixing up agile (adjective) w/ AGILE (Methodology)

n ……


Impediments!

Any Questions?


Agile@Chip Card Development · Agile@Chip Card Development Motivation, Experience, and Evidence...

Documents

Transcript of Agile@Chip Card Development · Agile@Chip Card Development Motivation, Experience, and Evidence...