Swiss Society of Systems Engineering
Transcript of Swiss Society of Systems Engineering
![Page 1: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/1.jpg)
Copyright © 2013 EVOCEAN GmbH.
Implementing Continuous Improvement in product development
Swiss Society of Systems Engineering
Blaise Rey-Mermet, EVOCEAN GmbH
![Page 2: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/2.jpg)
2
Blaise Rey-Mermet Dipl. Natw. ETHZ, Master MTE IMD [email protected] www.twitter.com/blaiseoip
Product Development / Software Engineering Lean & Agile Coach Certified Scrum Master CSM Kanban coach Scaled Agile Framework Program Consultant SPC
Requirements Engineering Coach
Bio
![Page 3: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/3.jpg)
3
Coaching:
Continuous Improvement Lean & Agile Product Development
Requirements Management
Model Driven Development
Workshops & Training: Agile Requirements Management
Model Driven Development UML and SysML
Tools:
![Page 4: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/4.jpg)
4
§ Add systematic and continuous improvement as part of each product development project
§ Measure your improvements based on real facts
§ Visualize your improvements to get fast feedback
Three Key Take-Aways
![Page 5: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/5.jpg)
5
Goals: Sustainable shortest lead time Best product quality and value
For that, we want to establish better practices,
not just define new ones.
![Page 6: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/6.jpg)
6
Lean Development Core Values Ref. LEAN PRIMER by Craig Larman and Bas Vodde Version 1.5
Respect for
People
Goals: Sustainable shortest lead time
Best quality and value
Product Development
Flow Continuous
Improvement
Foundation: Leadership
![Page 7: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/7.jpg)
7
Establish a “Kaizen” culture
1. Choose and practice techniques
the team has agreed to try, until they are well understood
2. Experiment until you find a better way
3. Repeat forever
![Page 8: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/8.jpg)
8
PDCA Quality Cycle (E. Deming)
Do Carry out the change, preferably in a pilot or on a small scale.
Check Check if the desired result was achieved, what, if anything, went wrong, and what was learned.
Act Adopt the change, if the
desired result was achieved. If the result
was not desired repeat the cycle using
knowledge obtained.
Plan Determine the root cause of the problem then plan a change aimed at improvement.
W. Edwards Deming
![Page 9: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/9.jpg)
9
Another Model: Apply decentralized control principles, let your people find the path
Retrospect / Learn
See also: Stephen Bungay - Back to The Future, Business and Organisation in the 21st Century
Observe
Master / Act Experiment Decide & Adapt
![Page 10: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/10.jpg)
10
Continuous Improvement Phases: let your people find the path
Retrospect § Learn § Measure § Visualize § Compare the
picture of where you are vs. where you want to be
§ Find a better way
Experiment & Adapt § Decide, choose a
solution § Draft a set of solutions,
adapt it § Pilot in your own
projects.
Observe § Observe, collect
needs and motivations
§ Imagine new solutions, collect good practices
§ Formulate objectives
Master § Anchor the change in
everyday life § Tailor the practice to
new projects § Involve participants
of the pilot to deploy § Communicate new
successes
![Page 11: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/11.jpg)
11
Observe
Visualize the team improvements
![Page 12: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/12.jpg)
12
Kanban Practices (Lean Product Development)
Visualize Workflow Limit Work-In-Progress (WIP) Manage Flow Make Process Policies Explicit Improve Collaboratively (using models & scientific method)
Ref: Kanban – Successful Evolu3onary Change for Your Technology Business by David J. Anderson (Blue Hole Press 2010)
![Page 13: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/13.jpg)
13
Visualize the process flow as Kanban board Visualize the development process as a flow à
QUEUE QUEUE QUEUE QUEUE
Defini3on of Done: Goal is clear First tasks defined Story split (if necessary)
Defini3on of Done: Code clean & checked in on trunk Integrated & regression tested Running on UAT environment
Defini3on of Done: Customer accepted Ready for produc3on
Visualize who is working on which task
![Page 14: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/14.jpg)
14
Visualize the process flow as Kanban board Limit Work-In-Progress
![Page 15: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/15.jpg)
15
Visualize the process flow as Kanban board
![Page 16: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/16.jpg)
16
Desire, not urgency.
![Page 17: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/17.jpg)
17
Replace urgency with the desire to change Urgency will not be sufficient to get the attention and energy of the team. § Learning and experimenting with new
techniques are fun § Focus on what is important
(not only what is urgent)
![Page 18: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/18.jpg)
18
§ Curiosity § Honor § Acceptance § Mastery / Competence § Power § Freedom / Independence / Autonomy § Relatedness / Social Contact § Order § Goal / Idealism / Purpose § Status
The need to think Being loyal to a group The need for approval The need to feel capable The need for influence of will Being an individual The need for friends Or stable environments The need for purpose The need for social standing
A model of (10 intrinsic) Desires (Jürgen Appelo)
Ref. Jürgen Appelo – How to Change the World
![Page 19: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/19.jpg)
19
Improve in small steps
![Page 20: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/20.jpg)
20
Define realistic objectives Too ambitious goals will not be reached and will end in frustration. Changes always result in a temporary drop of performance. Big bang changes are either rejected or will kill the work.
Photo: Gear Patrol hSp://gearpatrol.tumblr.com/post/20115748790/extreme-‐kayaking-‐off-‐of-‐victoria-‐falls-‐more-‐like
![Page 21: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/21.jpg)
21
Big Bang = Higher Costs
0
10
20
30
40
50
60
70
sprint 1 sprint 2 sprint 3 sprint 4 sprint 5 sprint 6
cum. value -‐ step-‐wise cummula3ve costs
0
10
20
30
40
50
60
70
sprint 1 sprint 2 sprint 3 sprint 4 sprint 5 sprint 6
cum. value -‐ big-‐bang cummula3ve costs
Value delivered (cumula3ve)
Time
Big Bang Step-‐wise
![Page 22: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/22.jpg)
22
Improvements (Example)
21. …
22. Each project names a responsible for the requirements (either a requirement engineer or a product owner).
23. The requirements are documented in a single list or repository for the project.
24. Each requirement is uniquely identifiable, e.g. with a unique ID.
25. Requirements are discussed with the stakeholders and the team to achieve common understanding.
26. …
Group improvements in a series of small steps.
Improvement Backlog (Example): Improvement 01: Requirements Development
Improvement 02: Change Management
Improvement 03: Configuration Management
Improvement 04: Requirements Management I
Improvement 05: Monitor / Measure progresses progresses
Improvement 06: Requirement Mgmt. II
Improvement 07: Retrospectives
![Page 23: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/23.jpg)
23
Implement the most valuable/desirable improvements first
Improvement Backlog (Example):
Improvement 01: Clarify process, work products, and roles
Improvement 02: Scrum: clarify planning and estimation
Improvement 03: Formulate Business Requirements
Improvement 04: Formulate Specifications
Improvement 05: Manage Business Requirements
Improvement 06: Model the req. types and adapt ALM tool
Improvement 07: Establish Requirement Traceability
Improvement 08: Scrum: establish Scrum systematically
Improvement 09: Visualize the workflow
Higher Value, Most desirable
Lowest Value, Less desirable
![Page 24: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/24.jpg)
24
Address Improvements during the development sprints.
Legend: lObserve lExperiment lMaster lRetrospect
Improvement Backlog (Example): Sprint 11 Sprint 12 Sprint 13 Sprint 15 Sprint 16 Sprint 17
lll!
l! l ll
ll ll
l l l l ll
ll ll
l l ll
ll ll
ll ll
l l ll
Improvement 01: Clarify process, work products, and roles
Improvement 02: Scrum: clarify planning and estimation
Improvement 03: Formulate Business Requirements
Improvement 04: Formulate Specifications
Improvement 05: Manage Business Requirements
Improvement 06: Model the req. types and adapt ALM tool
Improvement 07: Establish Requirement Traceability
Improvement 08: Scrum: establish Scrum systematically
Improvement 09: Visualize the workflow
![Page 25: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/25.jpg)
25
Sprint Management Tasks
Architecture & Technical Tasks
Implemen3ng Product Requirements
Con3nuous Improvement Tasks
Kanban board
with continuous
improvement tasks
![Page 26: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/26.jpg)
26
Retrospect § Learn § Measure § Visualize § Compare the
picture of where you are vs. where you want to be
§ Find a better way
Experiment & Adapt § Decide, choose a
solution § Draft a set of solutions,
adapt it § Pilot in your own
projects.
Observe § Observe, collect
needs and motivations
§ Imagine new solutions, collect good practices
§ Formulate objectives
Master § Anchor the change in
everyday life § Tailor the practice to
new projects § Involve participants
of the pilot to deploy § Communicate new
successes
Continuous Improvement Phases: Let your people find the path
![Page 27: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/27.jpg)
27
§ Change creates 3 types of attitudes: • early adopters, • the indifferent that do not care, and • opponents.
§ Find out about the personal motivation of the opponents and turn them into change leaders.
Paradoxical strategy: Rely on opponents
opponents early adopters indifferent
![Page 28: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/28.jpg)
28
§ Be personal. State what your personal motivation is.
§ Be a first mover. Promote and lead the change.
§ Be curious to get feedback (go and see by yourself)
§ Help to solve problems.
Engage yourself personally
![Page 29: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/29.jpg)
29
Do not develop an attachment to any one weapon or any one school of fighting
The Book Of Five Rings - Miyamoto Musashi (c. 1584 – June 13, 1645), a Japanese swordsman and rōnin.
Source: Kanban and Scrum - making the most of both H.Kniberg & M.Skarin
![Page 30: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/30.jpg)
30
Retrospect § Learn § Measure § Visualize § Compare the
picture of where you are vs. where you want to be
§ Find a better way
Experiment & Adapt § Decide, choose a
solution § Draft a set of solutions,
adapt it § Pilot in your own
projects.
Observe § Observe, collect
needs and motivations
§ Imagine new solutions, collect good practices
§ Formulate objectives
Master § Anchor the change in
everyday life § Tailor the practice to
new projects § Involve participants
of the pilot to deploy § Communicate new
successes
Continuous Improvement Phases: Let your people find the path
![Page 31: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/31.jpg)
31
Definition of Done (Sprint 1)
§ No one breaks the build!
Definition of Done (Sprint 21)
Code § Project builds (Hudson) § Unit tests provided + succeeded § Code is documented (Doxygen) § Code is checked into the configuration
management system § Component Integration Test passed § Release Notes are documented
Documentation § Reviewed, updated and approved § Product Requirements reviewed and approved § Doc. managed in the RE tool and traced to
Business Reqs.
Test Artifacts § Test Cases are documented, traced to the reqs.
and reviewed. § Test Results are documented in the QM Tool
Start simple… adapt continuously as needed
![Page 32: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/32.jpg)
32
Retrospect § Learn § Measure § Visualize § Compare the
picture of where you are vs. where you want to be
§ Find a better way
Experiment & Adapt § Decide, choose a
solution § Draft a set of solutions,
adapt it § Pilot in your own
projects.
Observe § Observe, collect
needs and motivations
§ Imagine new solutions, collect good practices
§ Formulate objectives
Master § Anchor the change in
everyday life § Tailor the practice to
new projects § Involve participants
of the pilot to deploy § Communicate new
successes
Continuous Improvement Phases: Let your people find the path
![Page 33: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/33.jpg)
33
Get fast feedback
Measure the team improvements
![Page 34: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/34.jpg)
34
Measuring Improvements Example: Typical Burn Down Chart
Get feedback early and react
![Page 35: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/35.jpg)
35
Measuring Improvements Example: Manage Variability (of Burn Down Charts)
0
50
100
150
200
250
300
0 5 10 15
Sprint16: 57%
0
100
200
300
400
500
600
0 5 10 15
Sprint 17: 69%
0
100
200
300
400
500
600
0 5 10 15
Sprint 18: 66%
0
100
200
300
400
500
600
0 5 10 15
Sprint 19: 34%
0
200
400
600
800
0 5 10 15
Sprint 20: 43%
0
100
200
300
400
500
600
0 5 10 15
Sprint 21: 32%
Remaining Effo
rt in Person Ho
urs à
Day of Sprint à
![Page 36: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/36.jpg)
36
Huge step forward: § The team can now systematically plan
and track issues. § The team constantly makes progresses Challenges: § The team velocity remains too slow.
The root cause is the complexity. § We still need to improve maturity in
engineering.
Measuring Improvements Example: Manage Variability (of Burn Down Charts)
Target Variability: 0% +/-‐ 30% remaining work
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
15 16 17 18 19 20 21 22
![Page 37: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/37.jpg)
37
Synchronize the team improvements
using a scaled approach
![Page 38: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/38.jpg)
38
An example of Framework: The Scaled Agile Framework®
The Scaled Agile Framework is an online Framework for applying Lean and Agile practices at enterprise scale. http://ScaledAgileFramework.com Scaled Agile Framework® is a trademark of Leffingwell LLC
Port
folio
Pr
oduc
t Te
am
Product Backlog - features
Portfolio Backlog – business epics,
architectural epics
Team Backlogs - stories Agile Teams
Product Management
Portfolio Management
agile release train
Rele
ase
spri
nt
Rele
ase
Rele
ase
spri
nt
spri
nt
spri
nt
spri
nt
spri
nt
![Page 39: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/39.jpg)
39
Synchronize Improvements at all levels.
The Scaled Agile Framework is an online Framework for applying Lean and Agile practices at enterprise scale. http://ScaledAgileFramework.com Scaled Agile Framework® is a trademark of Leffingwell LLC
Port
folio
Pr
oduc
t Te
am
Product Backlog - features
Portfolio Backlog – business epics,
architectural epics
Team Backlogs - stories Agile Teams
Product Management
Portfolio Management
agile release train
Rele
ase
spri
nt
Rele
ase
Rele
ase
spri
nt
spri
nt
spri
nt
spri
nt
spri
nt
![Page 40: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/40.jpg)
40
§ Add systematic and continuous improvement as part of each product development project
§ Measure your improvements based on real facts
§ Visualize your improvements to get fast feedback
Three Key Take-Aways
![Page 41: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/41.jpg)
41
Change Management Reading List
§ The Heart of Change: Real-Life Stories of How People Change Their Organizations by John P. Kotter and Dan S. Cohen (Nov 6, 2012)
§ Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions by John Kotter, Holger Rathgeber, Peter Mueller and Spencer Johnson (Sep 5, 2006)
§ Du Désir au plaisir de changer : Le coaching du changement de Françoise Kourilsky et Paul Watzlawick (5 mars 2008)
§ Fearless Change: Patterns for Introducing New Ideas by Mary Lynn Manns Ph.D. and Linda Rising Ph.D. (Sep 4, 2004)
§ How to Change the World by Jurgen Appelo Apr.2012 http://www.management30.com/product/how-to-change-the-world/
§ Lean Change Management – A feedback-driven approach to change management by Jason Little https://leanpub.com/leanchange
§ Succeeding with Agile: Software Development Using Scrum by Mike Cohn (Nov 5, 2009)
![Page 42: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/42.jpg)
42
Lean / Kanban Reading List
§ Lean Software Development: An Agile Toolkit by Mary and Tom Poppendieck (Addison Wesley 2006)
§ Kanban – Successful Evolutionary Change for Your Technology Business by David J. Anderson (Blue Hole Press 2010)
§ Lean Primer by Craig Larman and Bas Vodde. http://www.leanprimer.com
§ The principle of Product Development Flow. - Second Generation Lean Product Development by Donald. G. Reinertsen. Celeritas Publishing 2009
§ The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses... by Eric Ries (Sep 13, 2011)
§ Toyota Production System: Beyond Large-Scale Production by Taiichi Ohno and Norman Bodek (Mar 1, 1988)
![Page 43: Swiss Society of Systems Engineering](https://reader033.fdocuments.in/reader033/viewer/2022052501/628b0eb3904b306d5474b199/html5/thumbnails/43.jpg)
43
Thank you!
Blaise Rey-Mermet Principal Consultant Dipl. Natw. ETHZ, Master MTE IMD Scaled Agile Framework Program Consultant (SPC) Mobile: +41 79 276 64 19 Email: [email protected]
Keep in touch: http://www.evocean.com/improvement
http://www.twitter.com/blaiseoip EVOCEAN GmbH | Grundstrasse 8 | CH-6343 Rotkreuz | Tel + 41 41 790 78 88 | info (at) evocean.ch EVOCEAN GmbH | Fischhof 3/6 | A-1010 Wien | Tel + 43 1 740 40 8035 | info (at) evocean.at EVOCEAN Deutschland GmbH | Karlstrasse 35 | D-80333 München | Tel + 49 89 452 352 191 | info (at) evocean.de