christof ebert - assets.vector.com · large scale scrum (less) disciplined agile delivery (dad)...

© 2019. Vector Consulting Services GmbH. All rights reserved. Any distribution or copying is subject to prior written approval by Vector. V1.0 | 2019-11-23

Christof EBERT

Scaling Agile Development

Dr. Christof EBERTVector Consulting Services19. Dec. 2019, 11:00 am EST

www.greatpro.org1/25


Christof EBERT

Dr. Christof EBERTManaging DirectorVector Consulting [email protected]

Hosted by

Wendy Nolan

The Great IT Professional

[email protected]



Who we are…Vector and Consulting

Vector Group is a “hidden champion” and global market leader in automotive software and engineering toolchain with almost 3,000 employees

Vector Consulting Services is supporting worldwide clients in critical industries for product development, IT and transformation

Christof Ebert is managing director at Vector Consulting Services. He serves on industry advisory boards, is a professor in Stuttgart and Paris, and is active in IEEE Software and JSS.

www.vector.com/consulting

@ChristofEbert

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Key CAI Offerings

• Application Support Outsourcing

• Application Development

• Service Desk

• ServiceNow

• Agile & Testing Services

• DevOps

• Managed Services Provider

• Autism2Work

• Contingent Staffing Solutions

• Digital Accessibility Audit

• Intelligent Automation

• Governance

• Contingent Staffing Solutions

• Learning Services

www.cai.io

Privately Held Since 1981 / Approaching $700M in RevenueCEO, Founder, and Owner: Anthony J. Salvaggio

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Listen and Learn From ANYWHERE!SUBSCRIBE at GREATPRO.ORG/SUBSCRIBE

DOWNLOAD the free app at GREATPRO.ORG/MOBILE

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Vector Client SurveyScaling Agile

Vector provides tailored consulting solutions to keep OEM and suppliers competitive:Efficiency – Quality – Innovation

Vector Client Survey 2019. Details: www.vector.com/trends.

Horizontal axis shows short-term challenges; vertical axis shows mid-term challenges.

Sum > 300% due to 5 answers per question. Strong validity with 4% response rate of 2000 recipients from

different industries worldwide.

Mid

-ter

m c

halle

nges

Short-term challenges

Innovation

Competences

Efficiency

Flexibility

Distributed teamsConnectivity

Quality

Complexity

Digital transformation

Compliance

Others0%

10%

20%

30%

40%

50%

60%

0% 10% 20% 30% 40% 50% 60% 70%

Vicious circle: > cost pressure > lack of competences > less innovation and quality

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Prepare for the Future: ACES needs AgileScaling Agile

Industry Trends

Autonomy

Connectivity

Ecology

Services

Impacts on Business

Services are the real products

Fluid business models

“Smartphone-like” adaptive and flexible delivery

Lean valuation Fast-growing

liability risks, e.g. cybersecurity

Impactson Engineering

Convergence IT and E/E

Service-oriented architectures

New challenges, e.g. SOTIF, ML

Agile innovation Continuous X:

development, delivery and deployment

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Challenge: Critical SystemsScaling Agile

Agile methods must scale to critical systems: Business, People, Process, Technology

One locationOne teamSupplier

Several locationsMulti-teamEcosystems

One systemOne engineering discipline

ComplexityCritical systems

Several engineering disciplines

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Challenge: Agile Appears Easy – But Mostly Fails in IndustryScaling Agile

„Companies with organization-wide agile culture clearly financially outperform their peers.”

Sources: Vector Consulting Services 2019 (industry survey), IEEE Software 2018, McKinsey 2018/19, Harvard Business Manager 2017,University Koblenz 2014 (industry survey)

„Agile is often considered as throwing away processes.”

„Agile is highest ranking technology in terms of past AND future impact.”

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Agile Must Scale for “Real” Industry NeedsScaling Agile

Technology

Safety, cybersecurity

Adaptive service-oriented architectures

Legacy evolution

People

Delivery-oriented empowered teams

Global collaboration

Value-minded culture

Process

Efficient and effective

Risk mitigation

Governance

Business

Value focus

Flexible fast delivery

Fluid eco-systems and supply chains

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Industry Dimensions of Agile ScalingACE: Agile for Critical Engineering

Agile scaling Requirements engineering Architecture development Process execution Validation, compliance, …

What to scale?

Agile principles and elements

Focus

Clear and simple roles

SimplicityHumancentered

How to scale?

Business

People

Technology

Process

Four dimensionsof agile scaling

Solution

Further scaling?

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Agile Scaling Means more than Lip-Service: Vector Agile Maturity GridACE: Agile for Critical Engineering

Level

Meaning Visible Progress Effect Culture

1 Speaking agile

• Agile speak as lip service• Technical debt accumulates• Lost in transition

• Ad-hoc and bottom-up• Established processes are

discarded – with negative consequences

Agile mushrooming

2 Doing agile

• Agile community with periodic exchange• Periodic and automated build• Agile principles are part of standard

development process

• Reliable releases• Painful development• Inefficient cycles• Strawfire effects

Agile ramp-up

3 Behaving agile

• Various repositories for developers• Automated build and integration• Push-button tools for developers

available and used

• Good quality• Teams periodically meet and

directly improve• Collaboration with customers

Agile digested

4 Growing agile

• Agile metrics• Agile scaling for distributed teams is

approached• Data analytics for benchmarks

• Metrics used for improvement• Quality automatically tracked• Customers ask to benchmark

and learn

Agile evangelizing

5 Optimizing agile

• Agile happens because teams know how to scale

• Automatic provisioning of appropriate environments

• Continuous learning• Defects found and corrected

immediately

Agile DNA

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Agile Scaling for Critical SystemsACE: Agile for Critical Engineering

Sources: Vector + IEEE, 2018

Vector ACE, 2019

High

HighLow

RiskCriticality

Governance

Flexibility, Continuity

ACE: Agile for Critical Engineering

Agile Scaling needs methodology and guidance13/25


Agile Frameworks Have Different Focus and ApplicabilityACE: Agile for Critical Engineering

Criteria Scrum of Scrums (SoS)

Scaled Agile Framework (SAFe)

Large Scale Scrum (LeSS)

Disciplined Agile Delivery (DAD)

Agile for Critical Engineering (ACE)

Scope SW, HW and Systems, flexible

Software Software Software SW, HW and Systems

Differentiator Scrum for all situations and scales

Complex with many artifacts, roles, guidelines

Flexibility by using only suggestions

Complex and coverage of many models

Critical systems

Underlying Technology

Scrum Scrum and other agile principles, Lean

Scrum Scrum / Lean Scrum / Lean

Adoption Used in a large number of companies

Used in several companies

Used in several companies

Usage has started

Usage has started

Scaling Flexible, simple and suitable to different settings

Targets large companies, but perceived as heavy

Can be adapted to different settings



Complexity Low High Medium Medium MediumCost Low High Medium Medium LowGlobal teams Feasible Feasible Feasible Feasible Feasible

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Vector Benchmark: IT InfrastructureACE: Agile for Critical Engineering

Vector solution

Agile Teams

Sca

ling

Ag

ile

Accelerate time to market

Risk reduction prior market introduction

Systematic, cross-technology reuse

Reduction of integration and test phases

Scaling agile

Time-boxed

DevOps

Scrum teams

Model-based simulations

Reuse strategies

Morphing of architecture and integration

Agile metrics

Model-based Development Agileresults

Architectural level orchestration of scrum teams

Component level requirements for Integration Test Reuse

Incremental, distributed evolution of architecture in scrum teams

“Instrumentation” of POs, stakeholder to capture feedback

Continuous Integration


Internal DevOps

Model description Cross-technology Requirements-centered Domains specific language

SystemArchitecture

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Vector Benchmark: Automotive OEMACE: Agile for Critical Engineering

Vector solution

Sca

ling

Ag

ile

“Me-too” time-to-market < 2 years

High perceived quality

Compliance with standards

Coverage of safety and security

Scaling agile

Concepts and implementation of dependability


Focus: Avoid effect of failures

Model-based

Deductive thinking

Mechanisms of dependability

Agile for critical systems Agileresults

Lean yet systematic methods for dependability

Prevention of design failures

Fast development of models, inherent evidence of models

Integral approach for safety and security

Integrity, maintain-ability by modelling in PREEvision

Integration of strategic Tier-1s

Continuous Safety and Security

Deductive analyses

(FTA)

Design for depend-ability

Inductive analysis (FMEA)

Require-ments

Higher level scope

Design scope

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Competitive Advantages with OEM-relevant features

Serviceability Innovative business models for OEMs App activation Feature updates Cybersecurity

Standardized SW and tools From implementation to configuration Standard tool chain (Component

Development Kit, CDK) for several hundred developers with Gerrit, Git, Jenkins

Component-Compatibility-Check (CCC) allows automatic test with each commit

AUTOSAR tool-based code generation and dependency modeling

Standardized BSW gives better quality

Vector Benchmark: AUTOSAR ProductionACE: Agile for Critical Engineering

Function Library

Adjustment A

Adjustment B

Lighting

Seat Heating

Air Conditioning

Variant A

Code Generation

Variant B

Hardware Topology

Distributed System

Software Configuration

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Agile and Critical Systems Assurance of proven methods (RE, System

Engineering, Architecture, Safety/Security) is core contribution to project success.

The right balance of orientation towards proven methods and delivery orientation needs to be adjusted for your team.

Agile transformation

Consolidation and anchoring of improvements are biggest challenges for many companies.

Transparency on status of transformation is key.

An enhanced retrospective provides necessary guidance.

Industry Case Study ConclusionsCase Study: Agile for Critical Systems

Team Preferences

Transformation Retrospective Rating

Create a sense of urgency

Create a guiding coalition

Create a vision for change

Communicate the vision

Remove obstacles

Create short term wins

Consolidate improvements

Anchor the changes

Delivery Orientation

Prov

en M

etho

ds O

rien

tatio

n18/25


Agile Scaling is Necessary – Yet not EasyWhere Do We Go From Here?

Business People

Technology Process

More than half of agile transformations fail: Need for professional change management

Agile must be scaled according to the specific environment

Heavy recipe-style frameworks are complex and do not address real industry needs

With the right scaling overall efficiency is increased significantly

Biggest challenge is managing change for sustainable agile organization and culture

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Save the Date: Vector Forum 2020Where Do We Go From Here?

Vector Forum 2020From IT to Systems of SystemsArchitectures–Systems Engineering–Continuous Integration–Autonomous and AI25. June 2020 in Stuttgart

Practical experiences across industries Enhance your competences Grow your networks

Details and registration…www.vector.com/forum20

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Thank you for your attention.For more information please contact us.

Passion. Partner. Value.

Vector Consulting Services

@VectorVCS

www.vector.com/consultingwww.vector.com/[email protected]: +49-711-80670-1520


Questions?



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23/25


Christof EBERT

Dr. Christof EBERTManaging DirectorVector Consulting [email protected]

Hosted by

Wendy Nolan

The Great IT Professional

[email protected]



www.greatpro.org

25/25

christof ebert - assets.vector.com · large scale scrum (less) disciplined agile delivery (dad)...

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