Mes SW Factory in Siemens AS MES - 2014.05.17 - mini Italian Agile Day - Genova

Unrestricted / © Siemens AG 2013. All Rights Reserved. siemens.com/answers

MES Software Factory

Andrea Bovenga, Sara Fazzari

Genoa Agile Day, May 2014

Unrestricted / © Siemens AG 2013. All Rights Reserved.

Page 2

• Conclusions 21

• MES Software Factory Process: value driven built-in quality 11

• Enterprise Transition Community: change agent for the Lean transition 7

• Siemens MES organization: facts and context 3



Page 3

Global presence

Quick facts:

• Headquarters in Genoa, Italy

• SIMATIC IT product portfolio covering several vertical markets

• Roughly 500 people in R&D

• Development infrastructure based on a private virtual cloud:

• +1200 VM running daily

• +3500 VM stored

• +550 total users (+60% online daily)

• +158 centralized host servers

• 24x7 support from Microsoft and VMware

Portsmouth

São Paulo

Italy

Belgium

Huizingen

France

Genoa

Toulouse

Chippenham

GreatBritain

Romania

Cluji

ISO 9001 certification:


Page 4

Market and product

The market:Manufacturing Execution Systems (MES), software systems to manage manufacturing operations in industrial factories

The product:SIMATIC IT suite, set of products providing an integrated framework to build MES applications


Page 5

MES Software Factory context

Product concept elaboration through effective interaction of all actors in a balanced system


Page 6

• Conclusions 21






Page 7

The starting point

Rigid contracts

Misalignment of market needs


Page 8

Enterprise Transition Community: why, how

ETC main targets:

• Create environment to implement change

• Remove impediments

• Set shared goals and plan actions

• Keep management involved with the transition

ETC methodology (scrum-like):

• Release plan and 3-week sprints

• Team Foundation Server-based backlog

• Planning + demo & retrospective meetings

Time t

o m

arke

t

Satisfy market needs

No HF culture


Page 9

Enterprise Transition: some history

2011 20132012 2014

• Training and coaching

• Experimenting practices (Scrum, Kanban, TDD,…)

• Enterprise Transition Community

• Interdisciplinary teams

• Feature Driven approach

• TFS for scaled Agile process

• Report Center for dashboards and KPIs

• Test Automation tools

Phase 1 Phase 2 Phase 3

• Systematic process application

• Continuous Integration• Measure benefits• Portfolio management


Page 10

• Conclusions 21






Page 11

MES Software Factory Process

Visual Management

Agile Release Train

Built-in Quality

Value Stream management


Page 12


Value stream visibility: coordination at all levels to allow complete traceability and systematic feedback collection

Po

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Le

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Le

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Market inputs

Inb

ox

Other Siemens

teams

Customer support

R&D

Key partners & customer,

system integrators

Sales

Training Center

Cross Industry

Ftr

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Ftr VA

LU

E

Process

Ftr

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Ftr VA

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Discrete

Ftr

FtrFtr

Ftr VA

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Life Science

Ftr

FtrFtr

Ftr VA

LU

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Product family

VA

LU

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Epic

EpicEpic

Epic

Team 1

VA

LU

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US

USUS

US

Team 2

VA

LU

E

US

USUS

US

Team n

VA

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US

USUS

US

Input

Input

Input

InputInpu

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Product Manager


Page 13


Input Epic

Feature

Macro development initiative cross products and cross –release, corresponding to a Business Case. Fullfills one or more market inputs; nestable in sub-epics.

Self consistent development target (minimum marketable feature), related to a specific product and release; provides value to the final user, contributes to the realization of an epic

Development target for a single team, realized in one sprint and tested “end-to-end”, contributes to the realization of a feature

Activity assigned to a single team member to realize a user story

Feature

User story

Inputs from the market and other stakeholders

TaskTask

Feature driven approach:

to make sure that what we develop is aligned to the market


Page 14

Agile Release Train

QPM200

Sprint 1 Sprint 2Stabilization

Sprint

Sprint 1 Sprint 2

Sprint 1 Sprint 2

Release 1.0

Release 1.1

Release 1.2

2

Stabilization Sprint

Stabilization Sprint

Product Portfolio Management


Page 15

Built-in Quality

Multilevel definition of done

KPIs and continuous improvement

SW quality:Built into the process

Focus at all levels

Full scale quality approach: ensure that we achieve the software quality that is expected

Continuous integration


Page 16

Built-in Quality

Problem-driven improvement processAfter the bug fix, a systematic process starts to identify the root cause of the problem and implement the proper corrective actions to prevent its reoccurrence

What: First-level cause analysisWhen: At each bug reportWho: Developer/tester

What: Root cause analysisWhen: Periodical basis (2-3 weeks)Who: Dedicated person leading virtual team

What: Corrective actions identificationWhen: Periodical basis (2-3 weeks)Who: Dedicated person leading virtual team

What: Corrective actions implementationWhen: According to project schedulingWho: Management and teams (backlogs)


Page 17

Built-in Quality

In Editing Proposed Selected Active Resolved Acceptance Closed

Meaning Draft Proposed for a release

Selected for this release

Ready for / under realization

Ready for / under integration tests

Ready for acceptance

DONE

Owner PM or PO or Architects

PM PO PO PO PM n.a.

Criteria to reach this state

• Link to parent Epic [Originator]

• Title [Originator]

• Assigned to Product version [Originator]

• Link to Market Input (opt) [Originator]

• Business Case [PM]

• Sponsor [PM]

• Value [PM]

• Rank [PM]

• Description [PM]

• Acceptance criteria [negotiation PM + PO]

• Size [PO]

• Assigned to sprint [PO]

• Analysis and Design completed

• Children User Stories defined [PO, involving Architects and Teams]

• Acceptance Test defined (opt) [negotiation PM + PO]

• All children US are in state Closed [PO of the children US]

• Integration test ready to start [Integration Team]

• All Acceptance Tests successfully executed [Integration Team]

• All Integration Test Cases executed [Integration Team]

• No Critical bugs pending[All Teams]

• Feature accepted by Product Manager [PM]

Legenda:PM = Product ManagerPO = Product Owner

Example of Definition of Done:


Page 18

Visual Management

An integrated reporting tells us about the progress of the work and the software quality, and drives our continuous improvement (KPI)


Page 19

Visual Management


Page 20

• Conclusions 21






Page 21

Conclusions

Lean / Agile transition started 3 years ago

Achievements up to now• Transition from waterfall to “agile release train” process• Systematic project management approach• Value stream visibility • Structured process for requirements filtering and selection• Solid basis for continuous improvement

Next steps• Validate current approach over time• Improve technical practices (e.g. continuous integration)• Systematic portfolio management approach


Page 22

Questions?


Page 23

Thank you for your attention!

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