讲师 ：Oliver Schreck QU, Jie Oliver Schreck： • Agile experience since 2001, Feature Driven Development • Implemented Scrum at Siemens Medical MR, Shenzhen • Responsible for Agile Transition of Siemens Healthcare IKM, (1500+ people over 5 locations on 3 continents) • Material Science, University Erlangen, 1994 • Computer Science, University Hagen, 1996 • Medical Physics and Techniques, University Kaiserslautern, 2001 • MBA (ongoing), HKUST, Hong Kong, 2012 • CTO SW, United Imaging • Over 18 years software development experience, 5 in China • SW-developer (image processing), project lead, department lead, strategic business development, CTO • >25 patents • Scrum Coach, Shenzhen • Scrum the Hard Way (since 2011) QU, Jie • Bachelor ,Northwestern Polytechnical University, 1999 • R&D Manager SW, United Imaging • Over 13 years software development experience • Agile Practitioner 话题介绍： we would like to share the experience of running Scrum in a “startup” company that has grown in 1 year from a dozen employees to over 500. The usage of Scrum in China has already its own challenges due to the cultural background (e.g. hierarchical organization, openness of speech). We have grown at a huge pace, getting a huge amount of unexperienced software engineers every month. This already presents some challenges to run Scrum in a company but if on top you have to comply to certain regulated constraints as it is in a medical device company (SFDA, FDA) it becomes even more challenging. Nonetheless there are several experiences that are common to each team running Scrum. It will be a lecture that tells you how we have overcome these impediments.

1. Scrum in China - The Hard Way
- Fast Pace Growing
- Regulated Environment
Scrum Gathering
7th June 2012
Oliver Schreck, Qu Jie 1/10 7 June 2012

2. Outline
United Imaging Healthcare
Our Challenges
Our Scrum Process
• Product Backlog
• Sprint Planning
• Sprint
• Sprint Review
• Sprint Retrospective
• Scrum Roles
Conclusion
Oliver Schreck, Qu Jie 7 June 2012 2

3. Oliver Schreck
Background
• Material Science, University Erlangen
Job
• CTO SW, United Imaging
• Over 18 years software development, 5 in China
• SW-developer, project lead, department lead,
strategic business development
Agile
• Agile practitioner since 2001
• Agile Transition at Siemens Healthcare
• Scrum Coach
• Scrum the Hard Way (since 2011)
Oliver Schreck, Qu Jie 7 June 2012 3

4. 曲杰
学历
• 1999年毕业于西北工业大学 通信工程专业
工作经历
• 13年软件开发与管理经验
• 中国医学装备协会IHE测试 督察
• 上海联影医疗科技有限公司研发经理
敏捷开发经历
• 敏捷开发的实践者(2011年)
• 联影敏捷开发的培训师
Oliver Schreck, Qu Jie 7 June 2012 4

5. Business strategy
Business Model Eight Business Units, One Corporate research Center (3 R&D Centers)
United Imaging Healthcare
BU CRC
MR BU CT BU MI BU XR BU
Shanghai Shenzhen Beijing
UIH-SARI UIH-SIAT Advanced
Advanced Advanced Medical
Medical Medical Equipment
SW BU MH BU US BU RT BU Equipment Equipment R&D Centre
Technology R&D Centre
Research Centre

6. Goal of SW business unit
Provide a software framework
to enable the development of
medical devices.
Oliver Schreck, Qu Jie 7 June 2012 6

7. Regulations for Medical software
development
• SFDA - GB/T 16260.1~4-2006, GB/T 25000.1-2010,GB/
T 25000.51-2010, YY/T 0664-2008
• FDA - Food and Drug Administration – CFR 21 Part 11 &
Part 820
• MDD - European Medical Device Directive 93/42/EEC
• ISO 13485:2003 + AC 2007 - Medical Devices - Quality
Management System
• IEC 62304 :2006 - Medical Device Software – Software
Life cycle Processes
• ISO 14971:2007 - Medical Devices - Application of risk
management to medical devices
• EN 60601-1-4 - Medical electrical equipment – Part 1-4:
General requirements for safety
• HE75:2009 - "Human Factors Engineering - Design of
Medical Devices”
Oliver Schreck, Qu Jie 7 June 2012 7

8. 0
100
200
300
400
500
600
700
800
Jan 11
Feb 11
Mär 11
Apr 11
Mai 11
Jun 11
Oliver Schreck, Qu Jie
Jul 11
Aug 11
Sep 11
Okt 11
Nov 11
Dez 11
Jan 12
Feb 12 United Imaging
Mär 12
… and still growing
Apr 12
Management focus
Mai 12
0
20
40
60
80
100
120
7 June 2012
Company growth
Jan 11
Feb 11
Mär 11
Apr 11
Mai 11
Jun 11
Jul 11
Aug 11
Sep 11
Okt 11
• 100 employees à ~1000 interviews
Nov 11
Software - BU
Dez 11
Jan 12
Feb 12
Mär 12
Apr 12
Mai 12
8

9. People challenges
Many new graduates Few experienced developers
• No or low experience • Different backgrounds
• Different backgrounds • Mostly no medical
experience
• No Agile experience
• Waterfall addicted
• Some not even
• “Own” development
programming practices
àTraining, training, … àTraining, training, …
àMentor to guide àAgile coaching
Oliver Schreck, Qu Jie 7 June 2012 9

10. Many challenges
New 6 companies
– At the same time
New products
– Medical regulated environment
New people
– Many, many every month
New tools
– Team Foundation Sever
New process
– Scrum
Oliver Schreck, Qu Jie 7 June 2012 10

11. Build a plane in the air …
… in 2 years
Oliver Schreck, Qu Jie 7 June 2012 11

12. Our approach
Oliver Schreck, Qu Jie 7 June 2012 12

13. Scrum for medical devices?
Requirement
Specification
System Validation System Test
System Functional System
Specifications
System Verification Integration Test
n
itio
De
pos
co m
co m
po
siti
Re
Functional Specifications Subsystem
Subsystem Verification
on
(subsystem) Integration Test
and
an
dD
tion
efin
gra
Inte
itio
n
Design Specification Unit Test Plan Unit Tests
SW - Development
Time line
Oliver Schreck, Qu Jie 7 June 2012 13

14. Backlogs
Requirements /
Feedback from
customer
Product Backlog
Requirement
Release Plan System Test
Specification
System Functional
Specifications
Sprint Backlog
n
itio
De
System
pos
co m
Integration Test
co m
po
siti
Re
Functional
on
Specifications
and
an
(subsystem)
dD
tion
efin
gra
Inte
itio
n
Dev. + IT
SIT
Time line
Oliver Schreck, Qu Jie 7 June 2012 14

15. Sprint
Requirements /
Feedback from
customer
Product Backlog
Requirement
Release Plan System Test
Specification
System Functional
Specifications Product Delivery
Sprint Backlog
n
itio
De
System
pos
co m
Integration Test
co m
po
siti
Re
Functional
on
Specifications
and
an
(subsystem)
dD
tion
efin
gra
Inte
itio
n
Dev. + IT
SIT
Time line
Oliver Schreck, Qu Jie 7 June 2012 15

16. Continuous Feedback
Requirements /
Feedback from
customer
Product Backlog
Requirement
Release Plan System Test
Specification
System Functional
Specifications Product Delivery
Sprint Backlog
n
itio
De
System
pos
co m
Integration Test
co m
po
siti
Re
Functional
on
Specifications
and
an
(subsystem)
dD
tion
efin
gra
Inte
itio
n
Dev. + IT Dev. + IT
System Integration
Test
Time line
Oliver Schreck, Qu Jie 7 June 2012 16

17. W-model
Requirements /
Feedback from
customer
Product Backlog
Requirement
Release Plan System Test
Specification
System Functional
Specifications Product Delivery
Sprint Backlog
n
itio
De
System
pos
co m
Integration Test
co m
po
siti
Re
Functional
on
Specifications
and
an
(subsystem)
dD
tion
efin
gra
Inte
itio
n
Dev. + IT Dev. + IT Dev. + IT Dev. + IT Dev. + IT
System Integration Test
Time line
Oliver Schreck, Qu Jie 7 June 2012 17

18. The Product Backlog
Oliver Schreck, Qu Jie 7 June 2012 18

19. Product Backlog
Learning how the product should look like
6 BU’s starting at “nearly” the same time
• FIFO
Unclear requirements
• Alignment of requirements
• Cross BU Clinical group
Always changing requirements
• Cross BU Architecture team
Low medical experienced member at BU’s
• Engage Medical doctors
Oliver Schreck, Qu Jie 7 June 2012 19

20. The Sprint Backlog
Oliver Schreck, Qu Jie 7 June 2012 20

21. Sprint Backlog
Teams too ambitious
à Trace velocity of
team
Timeline pressure
à No solution
Quality problems
à see next slides
Oliver Schreck, Qu Jie 7 June 2012 21

22. The Sprint
Oliver Schreck, Qu Jie 7 June 2012 22

23. Sprint
Fail fast
• 2 week sprints
• One main branch
– Interface branches
– Release branches
Continuous integration
• Gated builds, on checkin
– Code review
– Automatic unit test
– Done criteria
• Every hour complete package builds
– Automatic integration test
• Automatic release packaging
• Integration machines
Oliver Schreck, Qu Jie 7 June 2012 23

24. “Zero” – bug policy
Limit max. number of open bugs
à Highest priority is fixing bugs
Daily review of bugs by change board
à Fast feedback towards development
Wish bugs will create new requirements
à Prioritize wishes together with features at Sprint Planning
August 2011 – May 2012
Oliver Schreck, Qu Jie 7 June 2012 24

25. Ensuring quality
Failed package builds
• Defined interface change process
• “Pull the line” – fix asap.
Unstable main line
• Pre-Integration test
• Integration machines
• Automated regression tests
Process definition under development
• Root cause analysis
• Inspect and adapt
Oliver Schreck, Qu Jie 7 June 2012 25

26. The Product Increment
Oliver Schreck, Qu Jie 7 June 2012 26

27. Sprint Review
Reality check
• Internal Review
• BU’s review
Continuous feedback from BU’s
• Slow feedback from BU’s
à Set up cross BU Test Board
Oliver Schreck, Qu Jie 7 June 2012 27

28. Sprint Retrospectives
Inspect & adapt
• Root cause analysis
– Involve all members
– Identify actions
– Assign responsible
– Check during next
Sprint
Oliver Schreck, Qu Jie 7 June 2012 28

29. Scrum Roles – Product Owner
Product Owner
• Multiple Teams one
Product Owner Product
Manager
Responsibilities
• Cross BU
coordination Product
Owner A
Product
Owner A
Product
Owner B
• Product board
• Release plan
Oliver Schreck, Qu Jie 7 June 2012 29

30. Scrum Roles – Scrum Master
Scrum
• Organizes daily scrum
• Shield the team
– Refuse late requirements
Scrum-But
• Coordinates the team
• Act as a “Team leader”
• Un-experienced with Scrum
Oliver Schreck, Qu Jie 7 June 2012 30

31. Scrum Roles – Scrum Team
Developer
• Implementation
• Code review
• Unit Test
Tester
• Daily feature test
• Regression test
Architect
• Ensure code quality
by reviews
• Review of concepts
• Coordination across
Scrum Teams
• Coordination across
BU’s
Oliver Schreck, Qu Jie 7 June 2012 31

32. How to coordinate all this?
Scrum of Scrums
• Cross Scrum Integration
• One Release Plan
• One Sprint Interval Project
• One Sprint Planning Leader
• One Sprint Review
• One Project Lead
Oliver Schreck, Qu Jie 7 June 2012 32

33. Conclusion
New 6 companies, new products
• We have a running “product” now
• Released internally every 2 weeks to 6 BU’s
New people
• Many new ideas
• Many challenges
New tools
• One company, one tool (Team Foundation Sever)
• One database for all data (requirements, code, test, documents)
• Easy knowledge sharing
New process - Scrum
• Fast learning curve for team member
• Fast feedback between teams and BU’s
• Encourage to speak out problems
• Gives chances to prove himself
• Fast integration
• Fast feedback
• Stabilize Code
Oliver Schreck, Qu Jie 7 June 2012 33

34. Still building…
Oliver Schreck, Qu Jie 7 June 2012 34

35. Thank you!
by
Oliver Schreck & QU Jie
If (unclear == true) then ask_us();
Oliver Schreck, Qu Jie 7 June 2012 35

36. Thank you
by
Oliver.Schreck@united-imaging.com
Jie.Qu@united-imaging.com
Oliver Schreck, Qu Jie 36/10 7 June 2012