Scrum India - SAP Agile Transition

Lean Transition at SAP The Journey continues……:

Lean Transition at SAP The Journey continues…… Om Band omband@sap.com May, 2011

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…we spend too much time on escalations/de-escalations… 2 2008 …our release cycles are just too slow… …not all features that we build gets used! …not all our products meet customer needs… The Thought Process that Created the NEED… Agile XP …too long planning and correction cycles… …not much time left for innovations… Scrum Lean

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Lean Transition – The Journey and The Roadmap Dev Process defined (IAT, …) Done Criteria Reporting available Stop-the-Line , Continuous Improvement Process established All Employees trained Customer Consumption / Takt … Lean Adoption Status Team Survey Oct09 2009 Improvement need: Scrum Mentoring Project Setup Mgmt support … Lean Adoption Status Team Survey Feb10 Improvement need: Test Automation CIP Expert Visibility Info Developer … Lean Adoption Status Team Survey Aug10 Improvement need: Next Level Trainings Employee Satisfaction … 2010 Lean leadership workshops for management Today 2011 All projects on Scrum, Product Management integrated Feature Implementation Fishbones established Release Burndowns Customer Pull (DPCs created) Test Automation (TDD Pilots, …) Agile Software Engineering Roll-outs (TDD, PP, ..)

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4 The Lean Thinking house

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5 The 9 Lean Core Elements

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Realization of production flow by process coupling and realignment Develop zero tolerance towards defects Produce when the customer needs to avoid overproduction Archive rhythm by leveling the work contents. Flow principle Takt principle Pull principle Zero- Defects principle 1 2 3 The “Just-in-time”- Production System 4 Just in Time: The core of Lean 6 Source: SAP

The Fishbone:

The Fishbone Debugging in Rules Stack trace Communication channel Takt 1 Set break-point Object/variable view for If-then ruleset Flow rule set Stack trace Communication channel Rule script Stack trace Communication channel Takt 2 Set break-point Flow rule set Step in/out Set break-point Rule script Takt 3 Step in/out Decision table Stack trace Communication channel Set break-point Object/variable view Step in/out Infrastructure setup for Java rules Takt 4 Infrastructure set up for if-then rules If-then ruleset

Stop the Line in case of Issues: ANDON:

Stop the Line in case of Issues: ANDON If the takt delivery is affected/endangered all development activities are STOPPED for the affected projects. STOP for Dev Projects means, “no new feature development, instead everybody works on corrections in Integration Codeline ” STOPPED projects do “root cause deep dive” to prevent future faults

Solve the Root Cause: 5 Whys:

Solve the Root Cause: 5 Whys It overloaded and the fuse blew The spindle drive isn’t properly lubricated The oil pump shaft bearings are worn out Dirt has gotten into the oil pump The oil pump isn’t running properly Take preventive measures to fix the root cause Why? Why? Why? Why? The machine stopped Why?

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DevT2 DevT3 DevT3 … DevT9 I&TT10 I&TT11 DONE Criteria for every Takt Takt Demo + Product Owner approval of takt shipment Dev & MIT/Unit/component test for NFT 100%OK Automated RT tests 100% OK No open Prio 1 & 2 msgs Maximal two Prio 3 msgs No Prio 1/2 Static code check errors Documentaion Deliverables available IAT3 IAT4 IAT5 … IAT10 I&TT11 DONE Criteria for every Takt Integration scenario tests incl. NFT & RT 100% OK No open Prio 1 & 2 msgs from IAT tests Maximal two Prio 3 msgs from IAT tests Performance tests done Increase in automated tests ~70% ~70% ~70% ~70% 0% 0% ~30% ~30% ~30% ~30% ~30% 0% Integration & Acceptance Takt Dev Takt (Impl. Team) New Feature Tests Autom. Regression Tests Static Code Checks Scenario Regression Tests Performance & TICM Tests Mandatory unit wide done criteria All takts are aligned Pull ensures high quality and faster feedback

Central reporting in using Wiki:

Central reporting in using Wiki © SAP AG 2009. All rights reserved. / Page 11 number of stopped projects project drilldown

The Anatomy of Waste:

The Anatomy of Waste In Automobile In Software

Continuous Improvement Process:

Continuous Improvement Process

Periodic Lean Surveys … get the pulse checked and plan improvements…:

Periodic Lean Surveys … get the pulse checked and plan improvements… Interview all Scrum Master to assess ~40 Criteria Nov 2009 LTT Backlog Aggregation Drill-Down Concrete LTT Tasks

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What went well Clear and thoughtful decision. Board and management buy-in, commitment. Try out and Learn approach Understanding that it is not sudden and absolute change, but a long journey Clear transition roadmap for next steps Willingness to make fundamental changes Each org defines their own process implementation/roadmap – yet the philosophy is non-negotiable Challenges Faced Organizational Inertia Understanding lean as philosophy rather than a methodology How to measure the success/agility/Leanness? Manager Roles Co-location (especially POs) Non-developers integration teams Consumers of Takt results Multiple teams working on the same product, interdependencies Different release cycles for different products Dependency on non agile teams

Questions Please…:

Questions Please…