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

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

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A description of how the Lean transition is progressing in the AS SW MES organization, a 500 people R&D group part of the Siemens Industrial Automation sector.
The leading change agent that coordinates the Lean transition is the Enterprise Transition Community, a group that initiates, encourages, and supports the effort to introduce and improve the Lean transition.
The transition is supported by the MES Software Factory, i.e. the collection of processes and tools that make possible the value creation in the software organization: key elements are the value stream management scaled at all levels of the enterprise together with a strong continuous improvement process.

A description of how the Lean transition is progressing in the AS SW MES organization, a 500 people R&D group part of the Siemens Industrial Automation sector.
The leading change agent that coordinates the Lean transition is the Enterprise Transition Community, a group that initiates, encourages, and supports the effort to introduce and improve the Lean transition.
The transition is supported by the MES Software Factory, i.e. the collection of processes and tools that make possible the value creation in the software organization: key elements are the value stream management scaled at all levels of the enterprise together with a strong continuous improvement process.

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

  1. 1. Unrestricted / © Siemens AG 2013. All Rights Reserved. siemens.com/answers MES Software Factory Andrea Bovenga, Sara Fazzari Genoa Agile Day, May 2014
  2. 2. 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 MES Software Factory
  3. 3. Unrestricted / © Siemens AG 2013. All Rights Reserved. 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 Great Britain Romania Cluji ISO 9001 certification:
  4. 4. Unrestricted / © Siemens AG 2013. All Rights Reserved. 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
  5. 5. Unrestricted / © Siemens AG 2013. All Rights Reserved. Page 5 MES Software Factory context Product concept elaboration through effective interaction of all actors in a balanced system
  6. 6. Unrestricted / © Siemens AG 2013. All Rights Reserved. Page 6 • 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 MES Software Factory
  7. 7. Unrestricted / © Siemens AG 2013. All Rights Reserved. Page 7 The starting point Rigid contracts Misalignment of market needs
  8. 8. Unrestricted / © Siemens AG 2013. All Rights Reserved. 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 No HF culture
  9. 9. Unrestricted / © Siemens AG 2013. All Rights Reserved. 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
  10. 10. Unrestricted / © Siemens AG 2013. All Rights Reserved. Page 10 • 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 MES Software Factory
  11. 11. Unrestricted / © Siemens AG 2013. All Rights Reserved. Page 11 MES Software Factory Process Visual Management Agile Release Train Built-in Quality Value Stream management
  12. 12. Unrestricted / © Siemens AG 2013. All Rights Reserved. Page 12 Value Stream management Value stream visibility: coordination at all levels to allow complete traceability and systematic feedback collection PortfolioLevelProgramLevelTeamsLevel Market inputs Inbox Other Siemens teams Customer support R&D Key partners & customer, system integrators Sales Training Center Cross Industry Ftr Ftr Ftr Ftr VALUE Process Ftr Ftr Ftr Ftr VALUE Discrete Ftr Ftr Ftr Ftr VALUE Life Science Ftr Ftr Ftr Ftr VALUE Product family VALUE Epic Epic Epic Epic Team 1 VALUE US US US US Team 2 VALUE US US US US Team n VALUE US US US US Input Input Input Input Input Product Manager
  13. 13. Unrestricted / © Siemens AG 2013. All Rights Reserved. Page 13 Value Stream management 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 Task Task Feature driven approach: to make sure that what we develop is aligned to the market
  14. 14. Unrestricted / © Siemens AG 2013. All Rights Reserved. Page 14 Agile Release Train QPM200 Sprint 1 Sprint 2 Stabilization 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
  15. 15. Unrestricted / © Siemens AG 2013. All Rights Reserved. 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
  16. 16. Unrestricted / © Siemens AG 2013. All Rights Reserved. Page 16 Built-in Quality Problem-driven improvement process After 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 analysis When: At each bug report Who: Developer/tester What: Root cause analysis When: Periodical basis (2-3 weeks) Who: Dedicated person leading virtual team What: Corrective actions identification When: Periodical basis (2-3 weeks) Who: Dedicated person leading virtual team What: Corrective actions implementation When: According to project scheduling Who: Management and teams (backlogs)
  17. 17. Unrestricted / © Siemens AG 2013. All Rights Reserved. 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 Manager PO = Product Owner Example of Definition of Done:
  18. 18. Unrestricted / © Siemens AG 2013. All Rights Reserved. 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)
  19. 19. Unrestricted / © Siemens AG 2013. All Rights Reserved. Page 19 Visual Management
  20. 20. Unrestricted / © Siemens AG 2013. All Rights Reserved. Page 20 • 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 MES Software Factory
  21. 21. Unrestricted / © Siemens AG 2013. All Rights Reserved. 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
  22. 22. Unrestricted / © Siemens AG 2013. All Rights Reserved. Page 22 Questions?
  23. 23. Unrestricted / © Siemens AG 2013. All Rights Reserved. Page 23 Thank you for your attention! siemens.com/answers

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