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
Page 2 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© 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
Page 3 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
Page 4 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
Contents
Goals
Brief look on Siemens Healthcare
Business and product development challenges
I d l ti Issues and solutions
Key takeaways
Further Information
Page 5 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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
Page 6 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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
Page 7 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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.
Page 8 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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.
Page 9 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*)
Page 10 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
, p yHealthcare Sector: ~1,200 employees worldwide*)
*) as of Sept. 30, 2009
Contents
Goals
Contents
Goals Goals
Brief look on Siemens and Vector
Goals
Brief look on Siemens Healthcare
Project syngo.via
Business challenges
Business and product development challenges
Issues and solutionsBusiness challenges
Lean Requirements Engineering
Issues and solutions
Key takeaways
Results and Summary
Further Information
Further Information
Page 11 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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
Page 12 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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
Page 13 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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
Note: No actual patient data used in screen shot
Page 14 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
Note: No actual patient data used in screen shot
Development Approach: Concurrent Prototyping
Page 15 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
Contents
Goals
Contents
Goals Goals
Brief look on Siemens and Vector
Goals
Brief look on Siemens Healthcare
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
Page 16 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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
Page 17 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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
Page 18 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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
Page 19 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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
Page 20 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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
Page 21 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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
Page 22 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
requirements; twice no replanningpossible
Issue 6: Project Expectation Management
Key measures:Key measures:
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
Page 23 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
Issue 7: Delivery Schedule Adherence
Key measures:Key measures:
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
Page 24 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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
Page 25 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
Distributed development setup Co-location of development teams only
Contents
Goals
Contents
Goals Goals
Brief look on Siemens and Vector
Goals
Brief look on Siemens Healthcare
Project syngo.via
Business challenges
Business and product development challenges
Issues and solutionsBusiness challenges
Lean Requirements Engineering
Issues and solutions
Lessons Learned & Key takeaways
Results and Summary
Further Information
Further Information
Page 26 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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
Page 27 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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
Page 28 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
management practices in the software business
Th k f tt ti !Thank you for your attention!
Page 29 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.© Siemens AG 2011. All rights reserved.
Contents
Goals
Contents
Goals Goals
Brief look on Siemens and Vector
Goals
Brief look on Siemens Healthcare
Project syngo.via
Business challenges
Business and product development challenges
Issues and SolutionsBusiness challenges
Lean Requirements Engineering
Issues and Solutions
Key takeaways
Results and Summary
Further Information
Further Information
Page 30 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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
Page 31 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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]
Page 32 Arnold Rudorfer, Siemens Healthcare Imaging & Therapy SYNGO© Siemens AG 2011. All rights reserved.
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