Agilent’s Agile Journey in Software and Hardware€¦ · Agilent’s Agile Journey in Software...

Agilent’s Agile Journeyin Software and HardwareSuccess, Challenges, Learnings

Dr. Anneke MühlebachDirector Strategic Initiatives

Dipl. Inf. Stefan WeissSenior Manager Process Engineering

SPECTARIS Frühjahrstagung13 Feb 2019

February 15, 2019 SPECTARIS Frühjahrstagung 2019 2

Big trends influence the way of working

Our customers’ world is changing• Paperless laboratories

• Digitalization

• Industry 4.0

• Industrial Internet of Things

• Smart Devices

….

…we are facing new customer needs!

Agile/Scrum is …

a lightweight process framework for iterative development

• Agile: Reflects the Agile Manifesto

• Iterative: Deliver results in frequent increments (Sprints)

3

Goal: Maximize value delivered per time

It is the lean answer to software development

• shows superior results over waterfall

• precursor when transitioning into a Software-as-a-Service and Cloud based environment

Why Agile/Scrum?

February 15, 2019 SPECTARIS Frühjahrstagung 2019

Scenario with a global Team Setup

▪ Significant variety in history and culture

▪ Development across multiple locations WW

Agile Transformation at Agilent

Key Decisions:

▪ Design delivery around predictability

▪ One Agile process for all SW Teams

▪ One system of record for all work

▪ Commitment to Continuous improvement

4

Problem Identification:

▪ in general, delay of release

▪ Different approaches at different sites / teams

▪ Multiple Systems of records for tracking work. No control over system level DONE

▪ Often diverging priorities

Executive sponsorship needed - All functions must be committed to the change.


Starting w/ OpenLab Chromatographic Data System (CDS) Program in 2015

Organizational Level

Fixed release cadence

Two weeks sprints

Uniform capacity model

Overlapped preplanning

Jira as single source of data

Innovation days

Program Level

Rigor program level roles

Comprehend release planning at Sprint 0

Customer engagement program

Program wide Definition of Done.

One program dashboard

Team Level

Rigor Scrum team staffing

Empowered teams

Clear team ownerships

Key sprint measures


Key Principles IntroducedAcross all levels and all functions

The entire organization at all levels has been trained and coaching has been provided.






Two weeks sprints




Innovation days

Program Level






Team Level


Empowered teams


Key sprint measures






Two weeks sprints




Innovation days

Program Level






Team Level


Empowered teams


Key sprint measures

http://sparklink.collaboration.agilent.com/pages/viewpage.action?pageId=253953197





Two weeks sprints




Innovation days

Program Level






Team Level


Empowered teams


Key sprint measures


9

2015/16 2016/17 2017/18 2018/19 (projected)

New FeaturePayload

ProductMaintenance

Rework/Misestimates

Continous Improvement in Productivity‘New Feature Payload’ consistently increased

The capacity model allows us to measure the work, better plan and improve.


Project impact on Agilent & our customersResults of our Agile Transformation

Highest customer

satisfaction ever.

Improved responds

time to customer

reported defects

Employees value

higher level of

team autonomy.

Improved focus on

customer value

Consistently

improved feature

delivery

Three consecutive

large releases

delivered on time.


A journey showing success

Similarities

• User interacts with product

• User facing as well as non-user facing requirements

• Product specification in tree structure


Also for hardware development?

Benefits of agile process

Challenges

• Hardware changes – costs are high

• Importance of platform - HW designs constrained by the need to incorporate standard parts

• Lead times - much longer for HW components

• Architecture - as costs of change are high, more of architectural decisions must be done up front

• Design for X - HW development includes also development of manufacturing process and tooling, test process and equipment, and set up of supply chain

Agile mindset – basis for user focused innovation


... !

...

Gaps blocking innovation culture in hardware development

Gaps

• Relationship gap towards customer

• Action and identification gap in organization

Goals

• Integration of customer

• Get started – small and fast

• Sense-making in organization

Classic approach

Product defined by

product manager

New concept

• Always make sure to

include customers’

view as early as

possible

• Allow iteration and

co-creation

Integration of customer



... !

...

New approach for product definition

Multidisciplinary team to

reach out to customers

“What are our customers’ needs

and pain points ”

Tech teams

“Which technologies are

needed to address our

customers’ needs ”

Agile process using Design Thinking methodology

Every iteration needs to bring us one step ahead!



... !

...

Design Thinking approach

Technical feasibility

Human desirability

Economic viability

Innovation and effective problem-solving

combine three essential components

Design Thinking:

• approach problems from a human

perspective

• objective is designing innovative and

desirable products, experiences and/or

services that reflect all three aspects

• iterative approach

Innovation



... !

...

We gain insights out

of customer interviews

“Point of View”

We ideate and create

concept “prototypes”

We test early, i.e. go

back to customers,

ask for feedback and

iterate

Design Thinking approach

We perform qualitative

customer interviews for

market research



Design Thinking success factors• Space defines

interaction

• Visualization triggers

discussion

• Diverse team for

fast, time-boxed

collection of ideas

• Collaboration culture• Follow DT process

• Fast iterations

• Fast feedback, internal

as well as external

Variable Space

Multidisciplinary

team

DT process



Product visibility and customer focusP

roduct vis

ibili

ty

time

See

you

soon!

See

you

later!

Agile development

vs

Classic development



Team to reach out to customers

3 months sprint

3 months sprint

3 months sprint

3 months sprint3 months sprint

3 months sprint3 months sprint

3 months sprint…..

Te

ch T

eam

s

• Have chance to cover more and more

diverse topics – learn in each iteration

• React faster on start / continue / no go

• Minimize risk

Be more agile going in 3 months sprints

…..

Interaction between customer reach out and tech teams


Innovation culture in hardware development


Agile development and design thinking are two strong

principles to create better products faster

Goals Supporting Principles

• Integration of customer • Empathy, diversity, space

• Get started • Develop Point of Views and work in iterations

• close collaboration of customer centric teams and

tech teams

• Sense-making in organization • Analogies, systems thinking, story telling


Summary


What did we learn?

• Customer focus in product development is key – go with iterations

• Get started

Where are the challenges?

• Change in culture and collaboration is required – learn to act agile

Where did we succeed?

• Started to implement agile development also for HW

• Highest customer satisfaction ever for Agilent OpenLab SW

• ONE agile approach consistently introduced across the organization

• Improved predictability with three large consecutive releases on time

• We see continuous improvements – increasing new feature payload, quality and response time

Questions?

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