Scrum Med02232011 V4

Delivering Product InnovationsDelivering Product Innovations Using High Performance Teams –g gPeople and Project IssuesScrumMed 2011

Munich GermanyMunich, GermanyFebruary 23, 2011

© Siemens AG 2011. All rights reserved.

Contents

Goals Goals

Brief look on Siemens Healthcare

Business and product development challenges

Issues and solutionsIssues and solutions

Key takeaways

Further Information

Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.

Goals of this TalkWh t t lk b t t dWhat we gonna talk about today …

Disc ss the e periences on Discuss the experiences on people- and project management issues in concurrent rapid development projects

Share key practices and Share key practices andlessons learned tosuccessfully deliver such

j t ti t dprojects on time, cost andquality


Contents

Goals



I d l ti Issues and solutions

Key takeaways

Further Information


Siemens HealthcareTHE I t t d H lth CTHE Integrated Healthcare Company

in-vivo diagnostics (imaging)

X-Ray ComputedTomography

MagneticResonance

MolecularImaging

Ultrasound Oncology

i it di ti (l b t t )

Tomography Resonance Imaging

syngo.via

in-vitro diagnostics (laboratory systems)

Immunodiagnostics Clinical ChemistryNucleid AcidTesting

Hematology Lab AutomationUrinAnalysis

Near PatientTesting


Siemens HealthcareD l t f S l d E l N b

S l di t i

Development of Sales and Employee Numbers

Germany9%

Sales according to region1)

0 7 0 9

Europe (without Germany)

31%

Asia & Australia17%

9%

0 9 1 0 1 10.7 0.931%

Employees according to region2)

Germany

0.9 1.0 1.1

Americas43%

Asia & Australia17%

Europe(without Germany)

19%

Germany23%

Americas

11.49.7 11.3


1) Basis: FY 2009 acc. To customer locations. 2) Figures worldwide as of Sept. 30, 200941%

syngoTh C t l I H b I H lth W kflThe Central Image Hub In Healthcare Workflows

More patient exams in less time*

Sound diagnosesin less time*

Effi i t i S th d f tEfficient image creation, usage, archiving, and sharing

Smooth and fast collaboration

syngo. It’s all about you.


syngo. It s all about you.*Results may vary. Data on file.

Example: syngo.mCT OncologyWh l O l W kfl T D t ti St iWhole Oncology Workflow: Tumor Detection, Staging

Automated Case Preparation Multi-Modality AccessDisease-Oriented ReadingAutomated Case Preparation Multi Modality AccessDisease Oriented Reading

Automated bone and bloodpoolremoval

Automated sorting of images, etc.

Image fusion for CT, PET, and MR images, etc.

Preferred layout applied Automated lesion segmentation Automatic loading of prior exams, etc.

Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.Courtesy of University Hospital of Munich-Grosshadern/ Munich, Germany © Siemens AG 2011. All rights reserved.

syngo.mCT Oncology is cleared in the U.S. with syngo.PET&CT Oncology.

Business Unit SYNGO - Major Development SitesDi t ib t d D l t ith B t T l tDistributed Development with Best Talent

SY Germany

SY USA

SY USA SY Hungary, Slovakia

SY India

SY development sites

Partner development sites Siemens AG: ~48,100 employees worldwide*)


, p yHealthcare Sector: ~1,200 employees worldwide*)

*) as of Sept. 30, 2009

Contents

Goals

Contents

Goals Goals

Brief look on Siemens and Vector

Goals


Project syngo.via

Business challenges


Issues and solutionsBusiness challenges

Lean Requirements Engineering

Issues and solutions

Key takeaways

Results and Summary

Further Information

Further Information


Business Challenges

Critical Care FacilitCritical Care Facility:

Fragmented information flows

Growth of medical devices upby 52% (from 2000 to 2009)

Competitive pressures to Competitive pressures to shorten time-to-market for development deployment

IT systems are bought throughRFP process; products need tosatisfy special requirementssatisfy special requirements


P d t D l t Ch llProduct Development Challenges

De elopment teams need toDevelopment teams need to:

adhere to strict project deliverydeadlines to meet salesdeadlines to meet salesopportunity

provide user interface withadequate usability (criticalunique selling proposition)

i i l d t f t envision novel product featuresin collaboration with closeinvolvement of end users

deal with late requirements- anddesign changes

Note: No actual patient data used in screen shot


Project: Hospital Information System (HIS)S tti th C t t

Project Summary

Setting the Context …

Project SummaryHIS: Provide automation of administrative- and clinical workflows (via EMR); goal is quality of care up and cost down

Project data:Project data: Key technologies: JavaDevelopment team: ~ 40+ people3-6 weeks release cycle3 6 ee s e ease cyc e10+ releases160K LOC, productivity: 50 LOC per developer dayp p yPrototyped features criticallysupport sales process




Development Approach: Concurrent Prototyping


Contents

Goals

Contents

Goals Goals


Goals


Project syngo.via

Business challenges

Business and product development challengesBusiness challenges

Lean Requirements Engineering Issues and solutions

Key takeaways Results and Summary

Further Information

Key takeaways

Further Information


Issues and its Business Impact

Issue Description Business Impact if UnresolvedIssue Description Business Impact if Unresolved

men

t No time for steeplearning curve

Deliver schedule cannot be met; loss of businessopportunity

e M

anag

em Keeping motivation, avoid burn-out

Lowered productivity than neededDelivery schedule is missed

Adequate projectffi

Non-aviailability of needed skills can lead to delays

Peop

le staffing Multiple, bi-directionalcommunication line

Open loop communication leads to developmentinefficiencies

ect

emen

t

New / mis-interpretedrequirements – scopemanagement

Scope expansion risks not meeting the fixed date forthe customer sales meeting

Proj

eM

anag

e Project expectationmanagement

Over-commitment potentially leads to trouble in acceptance

Delivery scheduledh

If inprecisely defined scope is not tracked adequately, t t d t i i j d


adherence target date is in jeoparady

Issue 1: No Time for Steep Learning Curve

Key measures:Key measures: Testing as entry point to build

domain knowledge

Senior developer as mentor; 2 developers per workflow

T t i l UI d t b Tutorials on UI, databasearchitecture

Participate in weekly technicalp yupdates and idea exchanges

Quantitative data: 28 staff trained over ~6 month

period

Effort spent by core team ~10% of


Effort spent by core team ~10% ofworking time

Issue 2: Keeping Motivation, Avoid Burn-out

Key measures:Key measures: Continuously taking pulse of

teams, walk-in to stand-ups

Task rotation for staff

Assignment to tasks in areas ofinterest or expertise

Software process improvements

Quantitative data: 4 process improvement

workshops carried out 10 to 15workshops carried out, 10 to 15 improvements per workshop

Teams take charge toi l t


implement

Issue 3: Adequate Project Staffing

Key measures:Key measures: Networking & referral in own

organization

Establish partnership with global tech staffing agency

Hi A“ l l Hire „A“ players only

Staff performance reviews

Q tit ti d tQuantitative data: 10+ resumes reviewed, 15

telephone and in-persone ep o e a d pe sointerviews

5 consultants engaged


Issue 4: Multiple Communication Lines

KKey measures:

Define unambiguous, non-conflicting communicationgchannels

Single point of contact

Close proximity of all staff

Technologies: Blog, IM, Wiki

Meetings:Daily stand-up, brief hallwaymeetingsD i iDesign reviews


Issue 5: New Requirements – Scope Management

Key measures:Key measures:

Use functioning prototype asboundary object resolvinginconsistencies

Design reviews as soon assample screens are availablesample screens are available

Impact analysis, trade-off analysis(quality, scope)

Team re-assignments

Quantitative data:100+ tele conferences in design100+ tele-conferences in design reviews, each ~ 1 to 4 hours3 impact analysis of newrequirements; twice no replanning


requirements; twice no replanningpossible

Issue 6: Project Expectation Management


24/7 availability of the prototype for user testing (online)

Fuzzy initial requirements andestimates, planning for thescope to growscope to grow

Frequent design reviews andexplicit sign-offs

Quantitative data:1 complete re-planning of a project task – wasting 2 staff-weeks of effort for UI design, noimpact on delivery


Issue 7: Delivery Schedule Adherence


Miniature milestone projectplanning & tracking

Cross-interviews withdevelopers on estimates

I t l j t ti t Internal project meetings tosynchronize

Quantitative data: 10 project plans with an

average of 10 to 15 miniaturemilestones

30+ internal projectleadership meeting


Main Differences: Scrum vs. Concurrent Rapid P t t iPrototyping

Classic Scrum Concurrent Rapid PrototypingClassic Scrum Concurrent Rapid PrototypingFixed time-box (2 or 4 weeks) Variable time box (2 to 6 weeks), target date

drivenA f f i i C i d i iAcceptance of features at sprint review Continuous design reviews as soon as a

couple of workflow prototype are runnableRequirements defined and do not changed i ti b

Requirements are developed while the useri i d l d d th kflduring time-box experience is developed and the workflow

codedMultiple development artifacts (RE specification test specification UI

Single artifact specification (storyboard)specification, test specification, UI specification)Higher scalability (>> 30+ Scrum Teams) Valid for teams of up to 50+ staff (based on

own experience)own experience)Broad mix of developers can be phased in Best developers are needed to hit the target

date; no compromise on productivityDistributed development setup Co location of development teams only


Distributed development setup Co-location of development teams only

Contents

Goals

Contents

Goals Goals


Goals


Project syngo.via

Business challenges


Issues and solutionsBusiness challenges


Issues and solutions

Lessons Learned & Key takeaways

Results and Summary

Further Information

Further Information


Lessons Learned

People Management:People Management: Multi-disciplinary development teams is a key to have the right skills mix

needed at any given point in time (incl. the end user)

Use state of the art technologies (Blogs, IM, Wiki) to assure closed loopcommunication.

Staff performance evaluation: Assure that the right people with the right Staff performance evaluation: Assure that the right people with the rightlevel of performance work together (for highest productivity)

Training and task rotation: Have developers pass through different phases in project

Project Management: Miniature milestones – intermediate targets to assure delivery for

customer sales meeting

Design reviews – continuous feedback to assure acceptance of release


Design reviews – continuous feedback to assure acceptance of release

K T kKey Takeaways

Agile lean development practices requires a proactive staffAgile, lean development practices requires a proactive staffmanagement approach

Communication technologies e.g. Blog, IM help to speed up knowledgesharing and capturing best practices

Co-location is must for maintaining productivity

Task rotation reduces learning curve for domain know-how build-up

Management never participates in software process improvementworkshops

Team excellence is encouraged via fair, candid and continuousfeedbackfeedback

Practitioners in industry need to more proactively share their peoplemanagement practices in the software business


management practices in the software business

Contents

Goals

Contents

Goals Goals


Goals


Project syngo.via

Business challenges


Issues and SolutionsBusiness challenges


Issues and Solutions

Key takeaways

Results and Summary

Further Information

Further Information


F th I f tiFurther Information

US Food & Drug Administration Design Control Guidance for Medical Device Manufacturers; March 11 1997US Food & Drug Administration, Design Control Guidance for Medical Device Manufacturers; March 11, 1997

US Food & Drug Administration, Quality System Regulation,; January 1, 1997, http://www.fda.org/cdrh/qsr/01qsreg.html

Hwong B., Laurance D., Rudorfer A., Song X.: User-centered design and agile software development processes Presented at Identifying Gaps between Software Engineering and Design, and Boundary Objects to Bridge Them, a workshop held a the Computer Human Interaction (CHI) 2004 Conference. Vienna, Austria 2004-04

Gunaratne J, Hwong B., Nelson Ch., Rudorfer A: Using evolutionary prototypes to formalize product requirements, Presented at Bridging the Gaps II: Bridging the Gaps between Software Engineering and Human-Computer Interaction, a workshop held at 2004. Edinburgh, Scotland, 2004-05p g , ,

Song X., Matos G., Hwong B., Rudorfer A., Nelson C.: S-RaP: A Concurrent Prototyping Process for Refining Workflow-Oriented Requirements 13th IEEE International Requirements Engineering Conference , Paris, France 2005-09

Xiping.Song, Beatrice.Hwong, Gilberto.Matos, Arnold.Rudorfer, Zhifang.Zhang: Towards Classifying Requirements for Computer-Aided Healthcare Workflows, IEEE Computer magazine 2008

Beatrice Hwong, Grace Tai, Rajanikanth Tanikella, Gergana Nikolova, Gilberto Matos, Christopher Nelson, Bradley Wehrwein, Arnold Rudorfer, Xiping Song, Monica McKenna: Quality Improvements from Using Agile Development Methods: Lessons Learned, http://www.51testing.com/ddimg/uploadsoft/20090120/AgileQualityAssurance.pdf, April 2007

Brian Berenbach, Daniel Paulish, Arnold Rudorfer, Juergen Kazmeier, Software Systems Requirements Engineering; Mc-Graw Hill 2009; http://www.mhprofessional.com/product.php?isbn=0071605479

Arnold Rudorfer, Christof Ebert: Lean Requirements Engineering in Medical Systems, MedConf 2010, Munich, Germany, October 14 2010; http://2010 medconf de/downloads/abstracts2010/T2 T3 V1 vector siemens pdf


October 14, 2010; http://2010.medconf.de/downloads/abstracts2010/T2_T3_V1_vector_siemens.pdf

Arnold RudorferDirector Software Initiative and Process ImprovementProcess ImprovementSiemens Healthcare AG

Hartmannstrasse 16D-91052 Erlangen

Phone: +49 9131 – 82 2299Fax: +49 9131 – 84 8691Mobile: +49 174 1537825

Email:[email protected]


[email protected]

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