A Case Study. Invention of Nano Scrum and how does it look like?

Transcription

1 A Case Study Invention of Nano Scrum and how does it look like? 1

2 agilean Transition Coach Heinz Erretkamps Successfully introduced Scrum in hardware development Head of Agile Capability Center (Knowledge Management/ Agile Methods) at Johnson Controls Automotive Experience Seating Scrum Master (CSM), Product Owner (CPO), Scrum Professional (CSP) Six Sigma Black Belt, Lean Facilitator Dipl.-Ing. Holztechnik (FH), Dipl.-Wirt. Ing. I coach agilean. A framework that generates high performing teams and allows you to keep in control in a dynamic complex environment. 2

3 agilean Transition at Johnson Controls Achievements since September 2007 > 80 Teams setup and coached > 400 employees trained and applying Scrum 6 Scrum Coaches installed in Europe and NA > 20 Scrum Master certified Scrum teams in development projects and support departments established Scrum framework is taught at internal Program Management University Engagement of Top Management (promotion video) Kanban, Scrum of Scrum, Scrum with distributed teams established Transformation from fire-fighting to early involvement Application of Agile methods in innovation projects Recommended as best practice for large scale development projects 3

4 Johnson Controls Company Structure Building Efficiency Automotive Experience Interior systems for cars, light trucks and vans. 51% Sales Bill. US $ 35% 32% Controls systems, services and integrated facility management for non-residential buildings. 14% 11% Power Solutions Automotive batteries and hybrid solutions for the replacement and original equipment markets. 4

5 Johnson Controls Products (examples) Seating Components, Metals Complete and Mechanisms, Seat Systems Complete Seat Systems 5

6 Fold & Tumble development project Fold Tumble Front Seat Rear Seat Front Seat Rear Seat Front Seat Rear Seat 6

7 Mass production 7

8 Project situation 8

9 The Challenge Function Fold & Tumble at risk New team Two weeks to release drawings for prototypes Six weeks to release drawings for serial tools Remaining development time: 6 weeks! 9

10 As a coach, what would you do? Fight? Flight? 10

11 The fighters 11

12 Planning of Sprint 1 Results after one hour planning for the next three days Function Changes Analysis 12

13 Scrum Task Board Nano Sprint Nano Scrum: 3 Day Sprint Daily : twice per day Abbreviation of Team members Thursday a.m. Thursday p.m. Friday a.m. Friday p.m. Tasks Monday a.m. Monday p.m In Progress Parts ready Done & Integrated 13

14 How to work as a team? Abbreviation of team members Exploded view - who is working on what 14

15 Integration each evening CAD System 15

16 Scrum Task Board 1. Sprint After Planning Half a day to go 16

17 Demonstration (Review) 1. Sprint Every thing is done! 17

18 Retrospective 1. Sprint What went well? Design changes to Flipper concept No real no go in design Great team spirit Know what to do, priorities given Focus on most important things See progress Professional start with Nano Scrum What can be improved? Team should sit together Make meetings shorter Approve Off-shore jobs Integration of new ideas 18

19 Proud and happy team They made the impossible possible! 19

20 Statements Team members Stakeholders Scrum is a very efficient way to prioritize deliverables taking into account labor resources,time and risk. Scrum helps one to focus on the most important parts of the project and bringing these to an end. Most important is that each team member is fully commited and engaged. Scrum is structured, but flexible enough to allow one cope to with the daily challenges. 20

21 Key Performance Indicator Sprint deliverables (Sheet 42) Teams committed to deliver, what they promised Deliverables approved by the Product Owner Ratio Commitment vs. Delivery 19 deliveries committed 18 deliveries ready 14 done, accepted by Product Owner Delivery rate: 74% (14 from 19) 21

22 Performance Self Assessment Self assessment of Stakeholder, Product Owner and Team 22

23 I will gladly answer your question 23