Agil heißt zuverlässig entwickeln und liefern

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1 Agil heißt zuverlässig entwickeln und liefern Christoph Mathis Mario Gadet improuv GmbH Agile Leadership.

2 Agile Thinking Face-2-Face conversational, collaborative, adaptive SW Entwicklung Generalisten als Spezialisten minimale Übergaben, Teamwork, gemeinsame Zielsetzung, breiter Wissensaustausch Gesamter Entwicklungprozess und Fortschritt transparent

3 Wasserfall vs. Agile Entwicklung

4 Risiko und Lieferwert Waterfall Process Specify-Design-Implement-Test Big-Bang Integration Iterative Test Driven Development Continuous Integration

5 Scrum = jeden Sprint liefern das Team ist verantwortlich Kontinuierliche Verbesserung Regelmäßige Lieferung von wertiger Software 1st principal Agile Manifesto Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Feedback: dysfunktional arbeitende Teams, Organisationseinheiten erkennbar Agile generates information by aiming to deliver value: Transparency on actual progress, product increments What customer wants vs. needs!

6 Risiko und Kosten per Iteration Wasserfall Methodik 3M 1M 3M 2M 1M n Years Chance of Failure Specification Design Implementation Testing Deployment Maintenance Iteration, Cycle Time

7 Cost of Change Boehm vs. Beck, Cockburn

8 TCO Vergleich Total Cost of Ownership, Product vs. Project

9 Scrum - The Technical Perspective Test-Driven Development, Refactoring, Pair Programming, Simple Design, and Continuous Integration. Unit Unit Unit Unit Restaufwand Unit Unit Unit Unit Unit Unit Unit Unit Zeit

10 Hardware in the Loop Model-Driven-Engineering reine HIL Defizite Langfristige Verfügbarkeit von Bauteilen Custom-Hardware, ad-hoc Systeme sind teuer Starke Limitierung von Datenerfassung und aufzeichnen 1. Model FPGA Prototyping integrierter Schaltkreise Wiederverwendbare, Modulare Architektur 4. Test on HW 2. Simulate Simulation von Hardware failure modes ohne Anpassung der Software (logging, diagnostics) erhebliche Kostenreduktion 3. Generate, Synthesis

11 HIL Spektrum Custom Hardware High development NRE Static capabilities Parts obsolescence FPGA-based Flexibiltiy Design insight Inexpensive COTS parts Contractor EDU Limited design insight Needs contract foresight Reduced independency EDU = Engineering Design Unit NRE = Non-recurring engineering

12 Lean High-Quality Delivery Chain develop a system that delivers high performance to customers optimum production levels demand a reliable supply chain of quality parts improve quality and productivity by taking cost and waste out of all facets of an operation Lean Management Style Get each person/unit/supplier to take initiative to solve problems and improve his or her job. Ensure that each persons /units /suppliers job is aligned to provide value for the customer and prosperity for the company.

13 Continuous Integration and Delivery Design Develop Integrate Test Release R1.0 R1.2

14 Continuous Integration and Delivery SIPOC Value Chain Continuous Delivery Upstream CI Continuous Integration IP Test Suite HQ Delivery Accept ance Tests 1. Write a failing test TDD Cycle 3. Refactor 2. Make the test pass IP Test Suite Supplier Input Process Output Customer

15 Continuous Integration and Delivery Jenkins und Sonar

16 Continuous Delivery Result Embedded Systems automated tests traceability of changes reduced release time improved inter-team communication more time for development more motivation within the Teams know-how sharing (reducing Bus-factor) no need on dedicated release manager overall quality improvement recognized by stakeholders

17 Wikispeed C3 - the Open Source Car Agile Methoden Testgetriebe Entsicklung, Bsp. Handbremse ohne Reibung Objektorientiere Design Prinzipien Contract-first Design (overspec HW interface) Modularität, lose Kopplung Ergebnis simulations and tests before, during and after construction (5 stars NHTSA) three months from conception through the first mile 637kg (aluminum frame, carbon fiber body) 100km/h in 5 sec, Vmax 240km/h, 2.16l/100km

18 Key Messages nach Scrum Einführung weitere Verbesserungen antizipieren sauberes Scrum als Basis Features vertikal schneiden Organisation braucht ganzheitliches agiles Mindset Software- und Hardwarestände frühzeitig Integrieren Continuous Integration und Delivery ist State-of-the-Art Investitionen in CI Infrastruktur zahlt sich aus nicht nur in Projekten und Budgetzyklen denken, TCO beachten

19 Vielen Dank Christoph Mathis Scrum Trainer und Coach Geschäftsführer Tel Mario Gadet Scrum Master und Continuous Delivery Tel improuv GmbH Brecherspitzstr München