Philips [Scaled] Agile Transformation Leadership Engagement · Philips [Scaled] Agile...
Transcript of Philips [Scaled] Agile Transformation Leadership Engagement · Philips [Scaled] Agile...
Philips [Scaled] Agile Transformation&
Leadership Engagement
Sundaresan Jagadeesan
Sept 13, 2017
Confidential, internal use only
Profile – Sundaresan Jagadeesan
MS in SW Systems from BITS –Pilani
Interests : Trekking , Cricket and Blogging
20+ years of IT industry experience.
Development, Verification, CM & QA
Core : Telecom &
Mobile Switching
Papers & Presentations
Awarded ‘Agile Leader’ - 2017
Agile India Conference -2017 & 2016
Published Philips SAFe Case study in SAI portal
India Agile Award -2015 &16
Data Based Decisions – 2009
EURO SPI Conference -2006
Building it Right -2004
Code Reuse in platforms -2003
SPC 4.0
Certified Scrum Master
Certified Supplier Management LA
Experienced Professional in EFQM model
ICC-ACP Certified Agile coach
Email: [email protected]
+919845857914
Global Enterprise Agile Transformation – Sr. Program Manager
Enterprise Agile Coach and Trainer
Confidential, internal use only
Contents
• Transformation Program
• Leadership Engagement
• Challenges and Solutions
• Results
• Summary
Confidential, internal use only
I2M Excellence: SW Program
• Good results in Businesses and releases hitting markets in defined frequency
• Philips case study published in Scaled Agile Academy public website and blogged by Dean Leffingwell. Receiving good responses.
• Capability: 86/99 (Scaled) Agile deployments closed till date;
• 46 ART’s with 300+ Program Increments completed• Around 4500+ people touched in business• 50+ SPC’s on board• Certifications 2110/3000 (70% of Cross function
Engineers certified)• Philips I2M SW Transformation - Visibility/Sharing
• Unicom Awards 2017 – Won 2 awards – for Agile leadership and best Agile coach
• IBM Agile Day – Philips case study presented• Philips SAFe Case study Presentation selected in Agile Asia-
Pacific conference-2017• Unicorn Awards 2016 – Won the ‘Best Transformation
Program’ & ‘Best Agile coach’ awards• Won the ‘SPEED Award’ in Innovation Drive-2015• Leadership visits and Webinars to:• Huawei, Unisys, Allstate, Scaled Agile Inc, ASML-NL• Many accolades from Philips senior LT
Confidential, internal use only
Situation at start:
• SW projects are not delivering on time, with expected quality• Projects do not deliver meaningful innovation at right time• Large diversity in SW process maturity and capabilities across Philips
The Transformation Program Challenge
To accelerate Philips’ transformation into a digital company we need to become more proficient in software development and deployment.
•Faster
•More predictableTime to Market
•Meaningful innovation : Deliver the features the user really wants
Customer Satisfaction
•Shorter feedback loops
•Continuous quality, everyday
•An agile approach to platforms, reuseQuality
•Support business model software by continuous integration / deliveryGo to Market
Business Goals
To improve our capabilities in
developing better quality software
in a predictable, fast and agile way
I2M SW Program Goal
Progression Strategy
Pro
du
ctivity (
TT
M)
Pre
dic
tab
ility
(Q
UA
LIT
Y)
STEP 1
Develop Product
the Agile Way
STEP 4
Adopt a DevOps
Culture
STEP 2
Establish
Product
Ownership
Resolve Scaling
Issues
STEP 3
Establish a
Release Pipeline
STEP 5
Deliver to
Production
Environment
Standardizes
foundational
development
practice
Align Customer Reqmts
Management and
Business Objectives
Provides foundation for
quality and automating
product integration and
delivery
Aligns Development and
Operational requirements
to support continuous
delivery capabilities
Enables continuous
deployment to Customer
Standardizes and optimizes the tooling
used by the process and practices
Deployed
Diagnostics
& planning
sessions
T0 T1 T2 T3 T4 T5 T6 T7 T8 T9
Time Scale : T0 – T9 = Months
BIU Coaching team. AC- Agile coach, TE – Tooling Expert, SA – Solutions Architect
Flow: Transformation takes 8-9 MonthsT0– Initial & pre-preparation towards AgileT1– Diagnostics, Strategy & approachT1-T6 : Tooling Strategy & AlignmentT1-T2 : SCRUM FoundationsT3-T4: Scaling @ Enterprise levelT4-T9: 2 Rel. cycles completed using SAFeT5-T9 : Prepare BIU coaches & Handover
Life cycle of a Typical SAFe lead deployment program [From Agile ‘Zero’ level]
Transformation Supported by AC, SA & TE from MD team
Deliverables1. SAFe adoption with a lead deployment2. Support in terms of training and coaching3. Build a BIU team for self-sustenance4. Capability to do ‘Release on demand’
Start Diagnostics
Tooling Strategy and Alignment (Support from MD team)
SAFe coaching
SCRUM coaching
2 wk Sprints 2 * 12 wks for 2 Release cycles
Prepare BIU Coaches for Hand-over
Roll-Out : Hands-on support, Training, Coaching by MD team
Dependency1. BIU support – champions & tooling2. E2E tooling alignment supporting Agile Wow3. Philips Academy for Training & certifications
BIU Local Coach to be on-board
Hand-over to BIU coaches & MD team moves to next BIU
project
May-2017 TMD Update Confidential8I2M Excellence
Stay Relevant
Develop an (L)earning attitudeOn the job “Skill development” is a Key Success Ingredient
Unconscious Incompetence Conscious Incompetence
Conscious CompetenceUnconscious Competence
Confidential, internal use only
Leadership Engagement
Confidential, internal use only
Our Belief
People are already doing their best; the problems
are with the system. Only management can
change the system. —W. Edwards Deming
Any transformation program will be successful if
you actively seek and solve business problems
—Philips I2M SW Leadership
Leadership Engagement
Leadership Engagement
Set the VisionSell ‘Y’
Purpose Motivators
Building High
Performance
Team
Fostering Team
Culture
LeadingX-Change
SAFety Net
EnableFail-fast Culture
Leader as Developer of People
Confidential
Always start with executive level training
When the message is not coming from the top, Engagement is considered optional
Encourages Agile Enterprise thinking
Leadership
R&D Management
Program management
Agile
teams
Business Vision & Value
Products & services
Minimum Viable product
Features
User stories
Tasks
Influence
high
Low
Business Value
high
Low
Shift in Organizational Model and WoW
Moving from Hierarchal to Network organization leading to De-centralized decision making.
Leadership competencies & mindset in SAFe Agile
14
From
• Being the ‘expert’
• Command & Control
• First Time Right
• Single Owner
To
• Servant Leadership
• Adaptive Leadership
• Incremental Development & Entrepreneurial
• Joint Ownership
From
• Driving Execution
• Performance ‘Management’
• People Leadership
• Manager
• Delegator
To
• Leading without Authority
• Performance ‘Coaching’
• Organizational Leadership
• Facilitator
• Impediment remover
Leadership Competencies
Mindsets
Change in Vocabulary : “Command and control” to “Intent based”I want Can we do,I think what do you feel ?
Example Challenges and Solutions
PI planning
How
(Teams)
Why
(R&D Leadership)
Business Vision
(Exec Leadership)
Creating What? (Value)
“Why” meets “How” to create “What” (Value)
The Right ‘DOSE’
Dopamine The Reward/Motivation/AddictiveHormone
Oxytocin The ‘Bonding/Trust/Safety’ Hormone
Serotonin The ‘Pride Status/Relationship with groups’ Hormone. The “Leadership chemical”
Endorphins The ‘Runners High’ Hormone
Product Roadmap
(2 weeks)
Product Manager
System Architect
Marketing
Application Specialist
Product Road Map
PI over PI Plan
Roles and Responsibilities
Business and R&D Leadership
Teams identified capability – Features for backlog for 8 Program IncrementsART teams deliberated on features and provided commitment – Product management participated and approvedThe system development budget for this business unit is nearly xx M EUR
Decentralized decision making – PM Workshops
Decentralized decision making – Agile Trainings
# Externally certified – 2110Key Certifications
• SAFe Program Consultant• SAFe Agilist• Certified Scrum Master• SAFe Product Manager/Product Owner• SAFe For Teams• Professional Scrum Product Owner• Professional Scrum Master• Advanced Scrum Master• Agile coaching W/S• E-learnings created
€ xx MSavings
Learning is FUN!Join the Agile Transformation Journey now…
Agile Software PlayBook
https://share.philips.com/sites/STS20140611084504/SitePages/Welcome.aspx
Agile Playbook - A collection of Agile
Artifacts from Pilot, knowledge sharing
portal, process descriptions, tips&tricks
and best practices
400+ artifacts collated and
shared across Philips
Transparency
TrustSAFety Net
Organizational Gravity,
pulling the agility down
Self
Organizing
Intrinsic
motivation
Strategy
Providing
direction
Execution
Task
orientation
Compliance
Processes
adherence
Teams Management Leadership Organization
Leadership and Organizational Engagement
SAFety Net
Transparency
Trust
Management
Self
Organizing
Intrinsic
motivation
Strategy
Providing
direction
Execution
Task
orientation
Compliance
Processes
adherence
Organizational Gravity, pulling
the agility down
teams
Management Leadership Organization
Leadership and Organizational Engagement
SAFety Net
Transparency
Trust
Self
Organizing
Intrinsic
motivation
Strategy
Providing
direction
Execution
Task
orientation
Compliance
Processes
adherence
Organizational Gravity, pulling
the agility down
Teams
Management
Leadership
Organization
Leadership and Organizational Engagement
SAFety Net
Transparency
Trust
Self
Organizing
Intrinsic
motivation
Strategy
Providing
direction
Execution
Task
orientation
Compliance
Processes
adherence
Organizational Gravity, pulling
the agility down
Teams
Management
Leadership
Organization
Leadership and Organizational Engagement
SAFety Net
Transparency
Trust
Self
Organizing
Intrinsic
motivation
Strategy
Providing
direction
Execution
Task
orientation
Compliance
Processes
adherence
Organizational Gravity, pulling
the agility down
Teams Management Leadership
Organization
Leadership and Organizational Engagement
Maintain
checks
and
Balances
Confidential, internal use only
Communication, Sharing & Learning
Enabling ‘Changes to Stick’ with Leadership support
• SW CoE forum: Sharing by senior Leadership on Agile transformation in Business amongst their peers
• Playbook of Agile practices • More than 400+ artifacts collated and shared across
Philips
• Global Community of Practice forum with business, Agile coaches, SM, PO coming together fortnightly.
• Scrum Master and Product Owner guilds enabled
• Dip stick Agile assessments to check continuous progress
Confidential, internal use only
Transformation – Results
Systems multisite ARTPI completed
46 Agile Release Trains running and delivering value. # PI 300+
Mass Deployment – Agile Release Trains
PI-’n’Jan’16 to Nov’16 : PI instances depicted in this window
Program Increments in 2016
Systems ARTMultisite/Dependency ART’s
No further activities on this train
Teams
# People
in ART Jan'16 Feb'16 Mar'16 Apr'16 May'16 Jun'16 Jul'16 Aug'16 Sep'16 Oct'16 Nov'16 Dec'16
HISS: HIT-EI IS Pacs - Imaging (FC/EHV/BLR) >100 PI-7 PI-8 PI-9 PI-10
HISS: HIT-CI Informatics (FC/BLR) 100 PI-7 PI-8 PI-9 PI-10
HISS: HIT- EI CoE ART (BLR) 25 PI-1
HISS: CAI-Heart Art (BEST) 80 PI-5 PI-6 PI-7 PI-8 PI-9
HISS: HSDP Clinical plf (BEST/BLR) 120 PI-6 PI-7 PI-8 PI-9
HISS: HSDP (BDP) (BLR)
HISS: HSDP (Foundation) (BLR) 65 PI-3
HISS: HSDP (Data services) (BLR) 40 PI-2 PI-3 PI-4
HISS: HSDP (PH Program) (BLR) 35 PI-4 PI-5 PI-6 PI-7
HISS: HSDP-Device Cloud (EHV/BLR) 70 PI-3 PI-4 PI-4
HISS: HIT-ICAP-Workstation (ISP9/10) (BLR/HFA) T2 90 PI-1 PI-2
HISS: HIT-ICAP-Workstation (ISP9/10) (BLR/HFA) T1 90 PI-3 PI-4 PI-5 PI-6
HISS: HSDP-Service Plf (BLR) 60 PI-5 PI-6 PI-7 PI-8
HISS: HIT-I4 (BLR/HFA) 60 PI-3 PI-4 PI-5 PI-6
HISS: HIT- Common Apps (BLR) PI-1 PI-2 PI-3
PHM: H2H (BLT/UK/NL/BLR) TAC 100 PI-3 PI-4 PI-5
PHM: PHS-SW (AMS/EHV/BLR) 60 PI-4 PI-5 PI-6 PI-7
PHM: HM – (Framingham) 40 PI-1 PI-2 PI-3 PI-4
PHM: CDPP Platform (Common comp)(BLR/EHV) 29 PI-1 PI-2
PH: SRC-ART1 Saphire (Monroeville) 60 PI-5 PI-6 PI-7 PI-8
PH: SRC-ART2 Encore (Murrysville) 40 PI-5 PI-6 PI-7 PI-8
PH: eCC (EHV) - (by CDPP team) 30 PI-1 PI-2 PI-3 PI-4
PH: PC-MG (Drachten/BLR) 10 PI-1
PH: OHC-Tuscany (BTL/EHV/BLR) 40 PI-2 PI-3 PI-3 PI-4 PI-5
PH: M&CC-Ugrow (EHV/BLR) 25 PI-2 PI-3 PI-4 PI-5
DI: MR Workflow 2.0 (BLR) 65 PI-1 PI-2 PI-3
DI: MR Enterprise 2.0 (BEST) PI-1
DI: IMCS SUN ART 35 PI-1 PI-2
DI: MR Therapy-ART1 (Vaanta) M Train 40 PI-1
DI: MR Therapy-ART2 (Vaanta) R Train 40 PI-1
DI: CT (BLR) 75 PI-1
DI: CT (Shenyang) 70 PI-1
DI: PROS (CLE/Madison/BLR) 60 PI-1
DI: Radiology Solns. (BLR/AVR) 45 PI-3 PI-4 PI-5
CSBT: RSS (BTL/BLR) 26 PI-5 PI-6 PI-7
U/S: Epic/Affinity (BTL, AVR, BLR, MKM) 80 PI-3 PI-4 PI-5 PI-6
U/S: VM 1.7 (WFE) (BLR) 20 PI-3 PI-4 PI-5 PI-6
U/S: QLAB (BTL, AVR, BLR, MKM) 25 PI-3
PCMS-PM: CCS-Andover 22 PI-3 PI-4 PI-5
PCMS-PM: CCS-Boca Raton 18 PI-1 PI-2 PI-3
PCMS-PM: M&M BBN, Germany 100 PI-1 PI-2 PI-3
EB: DPS Pegasus Project PI-1
Confidential, internal use only
Customer Feedback“Let me express how impressed I am already just with the test system. The responsiveness, the screen layout, the features, wow what a product! Your development did an amazing job!”
-Balazs Lengyel, MDUniversity of Arizona
“Whether a MAC or PC user, doesn’t really matter anymore with Philips HTML5 Zeroootprint viewer –
Anywhere!”-Kevin R. Kirsch
Administrator, Colorado State University
“The overall collaboration has been extremely effective and meaningful between NYU and Philips. We never thought Philips would come such a long way in delivering these features”
-Dr. RechtChair of the Department of Radiology
Results (selection)Agile works in regulated business:510K approval received fromrestructured/simplified (legacy) DHF, created in fully Agile way
PlatformArchive quality
Customer value:“With IntelliSpace Cardiovascular
we have a complete holistic view of the patient”
“It’s simple to set up personalized worklists which directs us straight to the patients for review”
Cycle time reduction Platform
Release speed: 10x Objective exceeded
Confidential, internal use only
Business Results
SW Business - A B - Zero regression
C– Business SW Excellence KPIs Dashboard–YtD 2016
% of builds/week where all functional NUnit tests pass-Reported both for Acceptance and Capacity Stage-Moving forward will include Performance, Reliability & CodedUItests
Message from Top Executive to his first level MT• The average cycle-time has improved 2 to 5 times faster• Quality has improved from 2 to 10 times better• Releases 10 times faster and goal achieved
“We are all very proud of this recognition bestowed upon you! Really a great accomplishment. And overall, for our Scaled Agile I2M excellence program, this is afantastic confidence booster. Let it be an encouragement for all development sites in Philips to go even faster in building our I2M capabilities, and strive for similarlevels of accomplishment. We want and need this Agile program to enable us to become more competitive in developing meaningful innovation and improve thelives of more people. Well done again!” - Frans van Houten - President & CEO Royal Philips
1627 1628 1629 1630 1631 1632 1633 1634
Train 62% 39% 34% 29% 31% 69% 27% 69%Layers ( * )
ADE 97% 97% 90% 95% 77% 97% 61% 90%
Connectivity 100% 100% 100% 100% 97% 97% 98% 100%
D&I 1 92% 95% 100% 89% 92% 100% 59% 88%
D&I 2 92% 100% 76% 84% 97% 92% 98% 100%
D&I 3 100% 100% 100% 100% 100% 100% 100% 100%
Data Server 95% 71% 76% 92% 97% 100% 98% 100%
Report ing 84% 97% 83% 71% 95% 97% 98% 100%
Print ing 100% 76% 100% 76% 100% 95% 93% 87%
Workspots 89% 61% 66% 89% 69% 85% 80% 92%
Systems 100% 100% 100% 100% 74% 100% 100% 100%
Acceptance Stage Pass Rate (Func)
Confidential, internal use only
Confidential, internal use only
Business Results
Engineers commit for
their work/deliverables.
Fun @ work
Feature cycle time
significantly reduced
Release freq–4-5 times a
year in Plf teams – 2
times in Product teams
Lower Regression &
Reduction in Defects
Value Realized is xx
MillionEuro
Confidential, internal use only
Summary and Learnings
Confidential, internal use only
Transformation : Focus on Cultural change
Transformation
1.Behavior
2.Patterns
3.Habits
4.Culture
To change the Culture of an Organization, we need to bring changes in Behaviors first !!
Confidential, internal use only
Learnings and Challenges
Leadership Engagement
Start with exec level trainings
‘Why’ vs ‘What’ leading to ‘Value delivery’
The Right ‘DOSE’
Organizing teams around ‘Value’ Vs Silos
Continuously address: Residual command & control challenges to Intent based leadership
Enable ‘Fail Fast’ culture with Supportive ‘SAFety Net’
Adopting Enterprise Kaizen ( System focus)
Our journey Continues to realize “Value Delivery” with Agile and SAFe…
Confidential, internal use only
THANK YOU
Agile CoP - Building on what we have…
…for expanding to true knowledge sharing and continuous improvement
• With the Agile Community of Practice as the overall online platform for connecting to experts, knowledge, whitepapers, training material etc
• Currently 60+ Business change leaders & 20+ coaches
• Role based guilds for Scrum Masters ,PO’s, personalized coaching for RTE’s