Agile@Chip Card Development
Motivation, Experience, and Evidence from a
Quality Manager’s perspective
Andreas Groß (CCS TI SW CQM)
SW Methodology
Agile Methodolgy
-> Augsburg
-> CCS SW
SW Quality Manager for all teams @ Augsburg
About Infineon
The Company
n Infineon provides semiconductor and system solutions
n Combined pro-forma revenue of ~€5,150m* (~6,950m USD) in Infineon 2014 fiscal
year
n About 35,000 employees worldwide* (as of March 2015)
n Strong technology portfolio with more than 22,800 patents and
patent applications (as of September 2014)
n 33 R&D locations; 20 manufacturing locations
*non-audited figures
2015-06-30
Copyright © Infineon Technologies AG 2015. All rights reserved.
Page 2
We Focus on Three Central Needs
of Modern Society
Energy Efficiency
Mobility
Security
Automotive
Industrial Power Control
Power Management & Multimarket
Chip Card & Security
2015-06-30
Copyright © Infineon Technologies AG 2015. All rights reserved.
Page 3
Chip Card & Security
Overview
Product range
n Contactless and contact-based security
products for Communication, Payment, Mobile
Security, Internet of Things (IoT) Security,
Government Identification, Transport, Access,
Object Identification, and Entertainment
n Innovative solutions from basic security RFID
and memories to high-end security controllers
(including the award winning SLE 78 family)
n Extensive packaging and service portfolio
Market positions
Core competencies & value proposition
n Tailored security
Right level of security at the best costperformance ratio
n Contactless excellence
Focus on interoperability and dual interface
n Embedded control
Right trade-off between computing power,
power consumption, level
of security and cost
Source:
1,4
2015-06-30
n No. 2 in Microcontroller Smart Card ICs with
21,7%1 market share in CY2013* by revenue
n No. 1 in TPM; leading positions in
Authentication ICs and Mobile Security ICs
(secure elements in devices and on SIM cards)
n No. 2 in SIM card IC with 19%2 market share
in CY2013 in terms of volume
n No. 2 in Payment with 28%3 market share in
CY2013
n No. 2 in Government Identification with 32%4
market share in CY2013
IHS, July 2014; 2ABI, August 2014; 3May, Sep2014 IHS; IFX internal
*Calendar year
Copyright © Infineon Technologies AG 2015. All rights reserved.
Page 4
MOTIVATION for CHANGE – WHY and WHO
Build projects around motivated individuals.
Give them the environment and support they need, and trust them to get the job done.
Quality is:
When the Customer
returns and
the product doesn’t.
Quality
Productivity
People
Transparency
2015-06-30
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Page 5
HOW
MOTIVATED! People
Mastery
Autonomy
Purpose
n Continuous attention
to technical
excellence
and good design
enhances agility.
n The best architectures,
requirements, and
designs
emerge from selforganizing teams.
n Our highest priority is
to satisfy the
customer
through early and
continuous delivery
of valuable software /
product.
n Working software /
product is the
primary measure of
progress.
2015-06-30
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Page 6
OUR CONCLUSION
AGILE DEVELOPMENT
Agile Project Management
Agile (Engineering) Practices
n Scrum
n Continuous Integration/Delivery
n Kanban
n Wall Work Queue
n ?
n Pull Principle
n Limit WIP
n Agile Estimation
n …
2015-06-30
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Page 7
About Agile Methodology
Agile
Development
2015-06-30
NON-Agile
Development
Emphasis on
People
Processes
Process
Control
Empirical
Prescribed,
Defined
Organization
Self-organized
Managed
Leadership
Collaborative,
Servant
Leadership
Command and
control
Quality
assurance
Customer centric
Process centric
Customer
involvement
High throughout the
project
Depending on
project lifecycle
Requirements
Prioritization
Based on business
value, regularly
updated
Fixed in Project Plan
Management style
Decentralized
Centralized
Performance
measurement
Business value
Plan conformity
Change
Update of Product
Backlog
Formal Change
Mgmt process
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Page 8
Agile Expansion CCS
29 Agile Teams
CCS
Development
n 19 Scrum Teams
n 10 Kanban Teams
n Ca. 150 people
n 5 sites
n Co-located
n Team Size <=9
Mgmt
Site 1
Sys
Ver
Sys
Ver
Site 2
App
Dev
App
Dev
ACT
Site 3
Tool
Dev
Tool
Dev
Site 4
App
Dev
OS
Dev
Site 5
OS
Dev
n PO mostly local
n POs mostly w/
technical
background
App
Dev
Tool
Dev
Tool App
Dev Dev
Mgmt
Tool
Dev
Tool
Dev
Post
Silicon
Copyright © Infineon Technologies AG 2015. All rights reserved.
App /
Tools
Dev
App / App / App /
Tools Tools Tools
Dev Dev
Dev
App
Dev
App
Dev
App /
Tools
Dev
OS
Dev
AE
Sys
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EVIDENCE: People’s view (1)
Scrum better or much better: 66%
Team Morale
Scrum better or much better: 68%
Target
Orientation
51
45
25
23
25
7
According
MORALE changed
10 to your personal15opinion: To what extent has TEAM
0
0
compared to the situation before Scrum was introduced?
Scrum much worse
Scrum worse
Scrum about the same
Scrum better
Scrum much better
Scrum better or much better: 62%
Productivity
44
33
18
0
Scrum much worse
5
Scrum worse
Scrum about the same
Scrum better
Scrum much better
Scrum better or much better: 60%
Quality
42
0
2015-06-30
Scrum about the same
Scrum better
Scrum much better
Scrum better or much better: 86%
Cooperation
within the team
47
39
12
0
2
Scrum much worse
Scrum worse
Scrum about the same
Scrum better
Scrum much better
Scrum better or much better: 96%
57
39
18
12
Scrum worse
Scrum worse
Communication
within the team
28
Scrum much worse
Scrum much worse
Scrum about the same
Scrum better
Scrum much better
0
0
Scrum much worse
Scrum worse
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4
Scrum about the same
Scrum better
Scrum much better
Page 10
EVIDENCE: People’s view (2)
If the decision was solely up to you: Would your team continue using Scrum?
5%
13%
YES
82%
Yes
2015-06-30
No
Not Sure
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Page 11
EVIDENCE: Stakeholders’ View (1/3)
Execution Quality 2012
P50–P80
59%
>P80
16%
<P50
>P80
<P50
25%
Execution Quality 2013
P50-P80
70%
>P80
11%
P50-P80
<P50
P50-P80
<P50
19%
>P80
31% Improvement
2015-06-30
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Page 12
EVIDENCE: Stakeholders’ View (2/3)
Customer Satisfaction 2012
Customer Satisfaction 2013
69%
74%
9%
19%
18%
4% 4%
3%
Satisfied
NOT satisfied
Satisfied
NOT Satisfied
Outstanding
Very satisfied
Outstanding
Very satisfied
78% Improvement
set date
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EVIDENCE: Stakeholders’ View (3/3)
Excerpt from SW Rating 2013
n Reliable delivery
n High stakeholder/customer satisfaction
n Outstanding results if direct contact with customers
2015-06-30
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Page 14
EVIDENCE: Data View – Scrum Team “HSW” (1/4)
Team “HSW” - Background
n First Scrum Team ever at IFX (02/2009)
n PC Client/Server Software for administrating and appliance of Trusted Platform
Module (TPM)
o
approximately 1000K NLOCs
Effects using Scrum
n Site Manager approved 6 weeks investment (May/June 2009) in Test Automation
21people à 500 PDs! Site manager successfully got buy in from Businessline
and TI Management
n Dev Team sized down from 21 to 15 after 6 months.
2015-06-30
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EVIDENCE: Data View – Scrum Team “HSW” (2/4)
Average test execution effort for a release: 109 PDs!
Root Cause: GUI Test Automation Grade
2015-06-30
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EVIDENCE: Data View – Scrum Team “HSW” (3/4)
4.0 Beta 1 (2010-10)
n Test automation grade: 97% vs 36%
n Manual test execution effort: 5PDs vs 109PDs
n Same output w/ 95% less effort.
With 109PDs 21 complete Test execution cycles instead of 1!
2015-06-30
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EVIDENCE: Data View – Scrum Team “HSW” (4/4)
6 weeks invested
in test automation,
500 PDs
Defect arrival rate dropped by 45%!
2015-06-30
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QA Gates
QA Gates
Flight Level / Degree of formality
HIGH
LOW
2015-06-30
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Sustainability
Organizational
Integration
Alignment
2015-06-30
n Employer Council Agreement
n Integrated into company’s business
process
n Job descriptions for Scrum Master and
Product Owner
n Global Agile Coaches CoP
n Global Agile Community of Interest. F2F
Gathering ca. every 18month
n PO Alignments / SMA Alignments
n Agile Competence Team / Project Office
n Scrum Master Call / Project Office
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Page 20
Summary: Success factors
Success is not the key to
happiness.
Happiness is the key to success.
If you love what you are doing,
you will be successful.
(Albert Schweitzer)
n Motivated people
o
Self organisation
o
Highly available Product Owner
o
Cross functional Teams
o
Customer/Stakeholder Feedback
o
Continuous Integration
o
Management Support
n Time for change
n Trust
o
Quality
o
“Save” to fail
n Transparency
o
Stakeholder Involvement
o
Physical Boards
n Experienced coaches
n Patience
2015-06-30
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Summary: Traps
n No awareness of necessary cultural
change
n Mindless Agile Introduction
Traps!
n Halfhearted Introduction
n “We don’t have time”
n “Comes for free”
n Unbalanced Top-Down introduction
n Start with customized methodology
n Focus on (electronical) tools
n Split team members
2015-06-30
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Page 22
Summary: Impediments
n Glass Ceiling – Extending AGILE beyond SW
Org.
Impediments!
n “Agile approach only works for software”.
n Agile Software Organization vs. “not so” agile
Organisation
n Schedule and Scope defined w/o asking the
team.
n Agile approach as a silver bullet.
n Mixing up agile (adjective) w/ AGILE
(Methodology)
n ……
2015-06-30
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Page 23
Any Questions?
2015-06-30
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Page 24