DEUTSCHE SCRUM 2012, 15 NOV 2012, DARMSTADT. Agile Product Development at Johnson Controls Automotive Experience A Success Story
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1 DEUTSCHE SCRUM 2012, 15 NOV 2012, DARMSTADT Agile Product Development at Johnson Controls Automotive Experience A Success Story
2 Agile Transition Coach Heinz Erretkamps Head of Knowledge Management Team Agile Transition Coach, Scrum Master, Certified Product Owner Six Sigma Black Belt Department: Engineering Operations & Systems Europe I coach teams to become highly productive. They deliver what they committed to every 14 days.
3 Company Structure Automotive Experience 49% 42% Turnover ,8 Bill. US $ 32% 44% 37% Building Efficiency 14% 11% 14% Power Solutions.
4 Global Engineering Network 242 locations in 34 countries
5 Customer Examples
6 What we produce Complete Seat Systems
7 What we produce Complete Seat Systems Seating Components, Metals and Mechanisms
8 Mass production
9 Development output: Drawings
10 Scrum Deployment Network Evolution Workshop Scrum Master Training Product Owner Training Scrum Day (Germany) Scrum Day (Germany) Gathering Barcelona 1. Team (Knowledge Management) 11 new Teams (Product Development, Engineering Support) Gathering Amsterdam Deutsche Scrum 9 new Teams 20 newteams (Scrum of Scrum) Deutsche Scrum new Scrum Teams (Start Kanban)
11 Where we are today Scrum Teams since August Teams started to date 35 Teams active to date 9 Teams stopped due to program end or organizational change 7 Teams gave up 300 employees trained and experienced Scrum 1 Team in Software Development Scrum Infiltration 7 Scrum Coaches in Europe 1 Scrum Coach in NA 15 Scrum Masters trained Scrum Teams in development projects and support departments Scrum of Scrum
12 A Case Study Why did we invent Nano Scrum and how does it look like?
13 Fold &Tumble development project Fold Tumble Front Seat Rear Seat Front Seat Rear Seat Front Seat Rear Seat
14 Fold & Tumble Mechanism (Video)
15 Mechanism Parts CAD System
16 Project situation Mechanism at risk
17 Project situation The truth
18 Project situation The plan
19 The Challenge Function Fold & Tumble at risk New team Two weeks to release drawings for prototypes Six weeks to release drawings for serial tools Remaining development time: 6 weeks!
20 As a coach, what would you do? Fight? Flight?
21 The fighters
22 Planning of Sprint 1 Results after one hour planning for the next three days Function Changes Analysis
23 Scrum Task Board Nano Sprint Nano Scrum: 3 Day Sprint Daily: twice per day Abbreviation of Team members Thursday a.m. Thursday p.m. Friday a.m. Friday p.m. Tasks Monday a.m. Monday p.m In Progress Parts ready Done & Integrated
24 How to work as a team? Abbreviation of team members Exploded view who is working on what
25 Integration each evening CAD System
26 Scrum Task Board 1. Sprint After Planning Half a day to go
27 Demonstration (Review) 1. Sprint Every thing is done!
28 Retrospective 1. Sprint What went well? Design changes to Flipper concept No real no go in design Great team spirit Know what to do, priorities given Focus on most important things See progress Professional start with Nano Scrum What can be improved? Team should sit together Make meetings shorter Approve Off-shore jobs Integration of new ideas
29 Improvement Colored Pins Pin Transparent = Done Pin White = Done & Integrated Each team member has it s own pin colour The position of the pin marks the area to be changed
30 Sprint 4 Prototype Released Drawing ready Drawing reviewed Start End: all drawings reviewed & released
31 Proud and happy team They made the impossible possible!
32 Statements Team members Stakeholders Scrum is a very efficient way to prioritize deliverables taking into account labor resources,time and risk. Scrum helps one to focus on the most important parts of the project and bringing these to an end. Most important is that each team member is fully commited and engaged. Scrum is structured, but flexible enough to allow one cope to with the daily challenges.
33 How do we promote Scrum internally? Marketing Voice of Stakeholder, Team Members Top Management Discussion Show Top Management Scrum in action Scrum Blog Internal Award Company News Key Performance Indicators Sprint Deliverables (Sheet 42) Ratio Commitment vs. Delivery over time Team Performance Self Assessment
34 Key Performance Indicator Sprint deliverables (Sheet 42) Teams committed to deliver, what they promised Deliverables approved by the Product Owner Ratio Commitment vs. Delivery 19 deliveries committed 18 deliveries ready 14 done, accepted by Product Owner Delivery rate: 74% (14 from 19)
35 Key Performance Indicator % Delivered vs. Commitment over time Productive: Average between 50% 75% High Productive: Average over 75%
36 Performance Self Assessment Self assessment of Stakeholder, Product Owner and Team
37 Main Challenges Official start of agile transformation project Ensure quality of Scrum execution Collocation of Teams Resistance to Change Facilitating Scrum from project start on Deployment in other regions Change of Waterfall Development Process to Agile Project vs. Line organization Implementation of Scrum in Software Development Teams
38 Conclusion 1 Scrum is a framework wherein teams can organize their work very quickly in a highly productive manner 2 It facilitates teambuilding on the job while having fun. This is valid for most teams, not only for software development teams!
39 We will gladly answer your questions Heinz Erretkamps Gregory Yon
40 Thank you
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