Cyber-Physical Systems - contradicting requirements as drivers for innovation
Jan Farkas Agile consultingw3.atomki.hu/astro2018/Prezi/Farkas_pres.pdf · Transformation...
Transcript of Jan Farkas Agile consultingw3.atomki.hu/astro2018/Prezi/Farkas_pres.pdf · Transformation...
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AGILE RESEARCH AND DEVELOPMENT
an introduction for scientists and engineers
Jan Farkas Agile consulting
Nuclear Physics in Stellar Explosions Workshop, ChETEC Industrial Day – Atomki, Debrecen 2018-09-13
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I. The Way the World Works
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Disappointment of the employee 3 / 22
Nobody notices if I
work or browse the
web all day long.
Why?? Because that’s
the way we do things
around here.
Nobody can tell me the
impact of my work on
the bottom line. My abilities are being
severely underutilized.
Managers make
decisions about my work
without asking me.
We are not allowed to
make mistakes here.
Yet another meaningless
meeting / report.
The louder gets
promoted.
I work here because of
the benefits and the
holidays/free time.
My manager has no
idea about my work
or my skills.
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Disappointment of the manager 4 / 22
Our projects take much
longer and cost much
more than anticipated.
If we go on like this,
competition will eat
our market share.
We’ve successfully delivered our
new product as planned. Why
nobody wants to buy it?
Everything is priority. I
just have to spend more
time at work.
My employees don’t go the
extra mile. They shall stay
longer, work harder, like me.
Employees are asking too
many questions. Why can’t
they just do it for me?
This project is my
responsibility – so I shall
make the decisions here.
Our retention rate is high.
And it’s always the best
who leave first.
It’s hard to find talented,
motivated employees.
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We spend more than half of our conscious life “working”.
• Producing results
• Planning activities noone ever executes
• Writing reports nobody ever reads or cares about
• Wasting time at work (reading news online, playing solitaire, ...)
• Social life and internal politics (chats, meetings, ...)
• Commuting
• …
Did the child you used to be imagined an adult’s life like this?
Did the adolescent you studied so hard for this?
Half of your life 5 / 22
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“The way the world works is broken.”
Jeff Sutherland, creator of Scrum
The way the world works 6 / 22
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II. Modern Day Organizations
7 / 22
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8 / 22 Organizing people and projects – The classical way
Hierarchical organization Matrix organization
Phase-Gate Waterfall project management NASA PPP, PMI, PRINCE2, HERMES, …
phase
quality gate then handover
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9 / 22 Successes and failures
Gotthard Base Tunnel, CH Swiss Federal Government Swiss Federal Railways (SBB) AlpTransit Gotthard
• ̴12 GCHF cost • 23 years
(1993 (first drills) – 2016 (inauguration)) • ̴2600 employees • 57 km twin-track underground route • Max. train speed: 250 km/h • Estimated lifetime: 100 years
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10 / 22 Successes and failures
Virtual Case File Science Applications International Co. for FBI
Planned: 2001–2003 Cancelled: 2005 Budget spent: $170 M Staff: ≈300 Lines of code: 730 k Cancelled as found to be broken beyond repair.
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11 / 22 Successes and failures
Virtual Case File Science Applications International Co. for FBI
Planned: 2001–2003 Cancelled: 2005 Budget spent: $170 M Staff: ≈300 Lines of code: 730 k Cancelled as found to be broken beyond repair.
Sentinel Lockheed Martin for FBI
Planned: 2006–2009 Stopped: 2010 Budget spent: $405 M Staff: ≈250 Users refused to use.
Post mortem analysis: More discipline and more rigorous planning is needed.
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12 / 22 Successes and failures
Virtual Case File Science Applications International Co. for FBI
Planned: 2001–2003 Cancelled: 2005 Budget spent: $170 M Staff: ≈300 Lines of code: 730 k Cancelled as found to be broken beyond repair.
Sentinel Lockheed Martin for FBI
Planned: 2006–2009 Stopped: 2010 Budget spent: $405 M Staff: ≈250 Users refused to use.
Post mortem analysis: More discipline and more rigorous planning is needed.
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III. The Agile Movement
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14 / 22 Product R&D in a turbulent environment
𝑡response ≫ 𝑡envchange ⇒ failure
External environment Examples of changes
Internal environment
• Customer interest • Requirements • Competition • Regulations • Work market • Underlying technologies • Unexpected opportunities • …
• People available • Required skills • Resources • Team dynamics • Collaborations • Initiatives • Strategy • …
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15 / 22 The Agile Manifesto
http://agilemanifesto.org/
Manifesto for Agile Software Development (2001)
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools Working software over comprehensive documentation
Customer collaboration over contract negotiation Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
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16 / 22 Pillars of agility
Agile Teams Agile Culture Agile Organization
• Commitment and Focus • Self-Driven • Organizes own work • Responsibility, Ownership • Iterative delivery
• Trust • Transparency • Empowerment • Flexible & Adaptable • Minimal Bureaucracy
• Grown gradually • Self-Organized
Adaptive Complex Network • Dynamic • Scale-free
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IV. Status of Agile in 2018
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18 / 22 Agile frameworks
Team-Level Frameworks Scaled Frameworks
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19 / 22 Traditional vs Agile Success Rates
Challenged 50%
Failed 8%
Success 42%
Agile Projects
Challenged 53%
Failed 21%
Success 26%
Traditional Projects
Jim Johnson / Standish Group, Chaos Report 2018. Projects considered during 2013 – 2017
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20 / 22 Rate of agile adoption Business Agility Institute, The Business Agility Report, 2018
KPMG, Agile Project Delivery Report, 2017
Medium 27%
Low 70%
High 3%
Agile Maturity of Organizations
FrAgile ScrumBut Agile in name only
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21 / 22 Transformation challenges
Reasons why transformations fail:
• Contradicting hybrid approaches, e.g. matrix organization kept
• Deployment approach, as if Agile would be a tool or a process
• Big Bang approach, instead of organically growing
• Low priority, e.g. transformation lead role is delegated to a low power person
• Lack of understanding of what Agile is or what a transformation takes
• Executive false incentives, e.g. short-term gains, layoffs, ...
• Insufficient coaching
• Coach false incentives, typically $$$
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22 / 22 Thank you for your attention!
Jan Farkas Agile Consulting
www.linkedin.com/in/jan-farkas/
+41 77 455 20 57
janfarkas.com
Jan Farkas Agile Coach
Halkeon Development GmbH Dietikon | Switzerland