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Agile@Chip Card Development Motivation, Experience, and Evidence from a Quality Manager’s perspectiveAndreas Groß (CCS TI SW CQM)
SW Methodology -> AugsburgAgile Methodolgy -> CCS SW
SW Quality Manager for all teams @ Augsburg
About Infineon
Page 22015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
The Companyn Infineon provides semiconductor and system solutionsn Combined pro-forma revenue of ~€5,150m* (~6,950m USD) in Infineon 2014 fiscal
yearn About 35,000 employees worldwide* (as of March 2015) n Strong technology portfolio with more than 22,800 patents and
patent applications (as of September 2014)n 33 R&D locations; 20 manufacturing locations*non-audited figures
We Focus on Three Central Needsof Modern Society
Energy Efficiency Mobility Security
Industrial Power Control
Automotive
Power Management & Multimarket
Chip Card & SecurityPage 32015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
Chip Card & Security Overview
Product rangen Contactless and contact-based security
products for Communication, Payment, Mobile Security, Internet of Things (IoT) Security, Government Identification, Transport, Access, Object Identification, and Entertainment
n Innovative solutions from basic security RFID and memories to high-end security controllers (including the award winning SLE 78 family)
n Extensive packaging and service portfolio
Market positionsn No. 2 in Microcontroller Smart Card ICs with
21,7%1 market share in CY2013* by revenuen No. 1 in TPM; leading positions in
Authentication ICs and Mobile Security ICs (secure elements in devices and on SIM cards)
n No. 2 in SIM card IC with 19%2 market share in CY2013 in terms of volume
n No. 2 in Payment with 28%3 market share in CY2013
n No. 2 in Government Identification with 32%4
market share in CY2013
Core competencies & value propositionn Tailored security
Right level of security at the best cost-performance ratio
n Contactless excellenceFocus on interoperability and dual interface
n Embedded controlRight trade-off between computing power, power consumption, levelof security and cost
Source: 1,4IHS, July 2014; 2ABI, August 2014; 3May, Sep2014 IHS; IFX internal *Calendar year Page 42015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
MOTIVATION for CHANGE – WHY
People
Transparency
QualityProductivity
and WHO
Build projects around motivated individuals.Give them the environment and support they need, and trust them to get the job done.
Quality is: When the Customerreturns andthe product doesn’t.
Page 52015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
HOW
MOTIVATED! People
Mastery Autonomy Purpose
n Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software / product.
n Working software / product is the primary measure of progress.
n The best architectures, requirements, and designs emerge from self-organizing teams.
n Continuous attention to technical excellenceand good design enhances agility.
Page 62015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
OUR CONCLUSION
AGILE DEVELOPMENT
Agile Project Management Agile (Engineering) Practices
n Scrumn Kanbann ?
n Continuous Integration/Deliveryn Wall Work Queuen Pull Principlen Limit WIPn Agile Estimationn …
Page 72015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
About Agile Methodology
Agile Development
NON-Agile Development
Emphasis on People Processes
ProcessControl Empirical Prescribed,
Defined
Organization Self-organized Managed
LeadershipCollaborative,Servant Leadership
Command and control
Quality assurance Customer centric Process centric
Customer involvement
High throughout the project
Depending on project lifecycle
RequirementsPrioritization
Based on business value, regularly updated
Fixed in Project Plan
Management style Decentralized Centralized
Performance measurement Business value Plan conformity
Change Update of Product Backlog
Formal Change Mgmt process
Page 82015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
Agile Expansion CCS
29 Agile Teams
n 19 Scrum Teamsn 10 Kanban Teamsn Ca. 150 peoplen 5 sitesn Co-locatedn Team Size <=9n PO mostly localn POs mostly w/
technical background
Page 9Copyright © Infineon Technologies AG 2015. All rights reserved.
CCSDevelopment
Mgmt ACT
Site 2Site 1 Site 4Site 3 Site 5
Sys Ver
Sys Ver
App Dev
App Dev
App Dev
Tool Dev
Tool Dev
Tool Dev
Tool Dev
Post Silicon
App Dev
OS Dev
OS Dev
App / Tools Dev
App / Tools Dev
App Dev App
Dev
Tool Dev Mgmt App
Dev AE Sys
App / Tools Dev
App / Tools Dev
App / Tools Dev
OS Dev
Tool Dev
0 5
3344
18
Scrum much worse
Scrum worse
Scrum about the same
Scrum better
Scrum much better
EVIDENCE: People’s view (1)
Productivity
Scrum better or much better: 62%
Team Morale
Scrum better or much better: 66%
Quality
Scrum better or much better: 60%
Scrum better or much better: 68%
Target Orientation
Cooperation within the team
Scrum better or much better: 86%
Scrum better or much better: 96%
Communication within the team
According to your personal opinion: To what extent has TEAM MORALE changedcompared to the situation before Scrum was introduced?0
1025
51
15
Scrum much worse
Scrum worse
Scrum about the same
Scrum better
Scrum much better
012
28
42
18
Scrum much worse
Scrum worse
Scrum about the same
Scrum better
Scrum much better
07
25
45
23
Scrum much worse
Scrum worse
Scrum about the same
Scrum better
Scrum much better
0 212
4739
Scrum much worse
Scrum worse
Scrum about the same
Scrum better
Scrum much better
0 0 4
39
57
Scrum much worse
Scrum worse
Scrum about the same
Scrum better
Scrum much better
Page 102015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
EVIDENCE: People’s view (2)
If the decision was solely up to you: Would your team continue using Scrum?
82%
5%13%
Yes No Not Sure
YES
Page 112015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
EVIDENCE: Stakeholders’ View (1/3)
19%11%
70%
<P50 P50-P80 >P80
P50-P80
>P80
<P5025%
16%
59%
<P50 >P80 P50-P80
P50–P80
<P50
>P80
Execution Quality 2012 Execution Quality 2013
31% ImprovementPage 122015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
EVIDENCE: Stakeholders’ View (2/3)
Page 13set date Copyright © Infineon Technologies AG 2015. All rights reserved.
4%4%18%
74%
Satisfied NOT Satisfied
Outstanding Very satisfied
3%19%
9%
69%
Satisfied NOT satisfied
Outstanding Very satisfied
Customer Satisfaction 2012 Customer Satisfaction 2013
78% Improvement
EVIDENCE: Stakeholders’ View (3/3)
Excerpt from SW Rating 2013
n Reliable delivery
n High stakeholder/customer satisfaction
n Outstanding results if direct contact with customers
Page 142015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
EVIDENCE: Data View – Scrum Team “HSW” (1/4)
n First Scrum Team ever at IFX (02/2009)
n PC Client/Server Software for administrating and appliance of Trusted Platform Module (TPM)
o approximately 1000K NLOCs
Team “HSW” - Background
n Site Manager approved 6 weeks investment (May/June 2009) in Test Automation 21people à 500 PDs! Site manager successfully got buy in from Businesslineand TI Management
n Dev Team sized down from 21 to 15 after 6 months.
Effects using Scrum
Page 152015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
EVIDENCE: Data View – Scrum Team “HSW” (2/4)
Average test execution effort for a release: 109 PDs!
Root Cause: GUI Test Automation Grade
Page 162015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
EVIDENCE: Data View – Scrum Team “HSW” (3/4)
Page 172015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
4.0 Beta 1 (2010-10)
n Test automation grade: 97% vs 36%
n Manual test execution effort: 5PDs vs 109PDs
n Same output w/ 95% less effort.
With 109PDs 21 complete Test execution cycles instead of 1!
EVIDENCE: Data View – Scrum Team “HSW” (4/4)
6 weeks invested in test automation, 500 PDs
Page 182015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
Defect arrival rate dropped by 45%!
QA Gates
QA GatesFl
ight
Lev
el /
Deg
ree
of for
mal
ity
HIGH
LOW
Page 192015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
Sustainability
Page 202015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
Organizational Integration
n Employer Council Agreementn Integrated into company’s business
processn Job descriptions for Scrum Master and
Product Owner
Alignment
n Global Agile Coaches CoPn Global Agile Community of Interest. F2F
Gathering ca. every 18monthn PO Alignments / SMA Alignmentsn Agile Competence Team / Project Officen Scrum Master Call / Project Office
Summary: Success factors
n Motivated people
o Self organisation o Highly available Product Owner o Cross functional Teamso Customer/Stakeholder Feedbacko Continuous Integrationo Management Support
n Time for change
n Trust
o Qualityo “Save” to fail
n Transparency
o Stakeholder Involvemento Physical Boards
n Experienced coaches
n Patience
Page 212015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
Success is not the key to happiness.Happiness is the key to success.
If you love what you are doing, you will be successful.
(Albert Schweitzer)
Summary: Traps
n No awareness of necessary cultural change
n Mindless Agile Introduction
n Halfhearted Introduction
n “We don’t have time”
n “Comes for free”
n Unbalanced Top-Down introduction
n Start with customized methodology
n Focus on (electronical) tools
n Split team members
Page 222015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
Traps!
Summary: Impediments
n Glass Ceiling – Extending AGILE beyond SW Org.
n “Agile approach only works for software”.
n Agile Software Organization vs. “not so” agile Organisation
n Schedule and Scope defined w/o asking the team.
n Agile approach as a silver bullet.
n Mixing up agile (adjective) w/ AGILE (Methodology)
n ……
Page 232015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.
Impediments!
Any Questions?
Page 242015-06-30 Copyright © Infineon Technologies AG 2015. All rights reserved.