Download - Agile Ibm Aot Conf 062308
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8/12/2019 Agile Ibm Aot Conf 062308
1/21
IBM Systems & Technology Group
2007 IBM Corporation
The Agile Journey
- Reflections on our experience IBM Academy of Technology
Jay KrishnamurthySr. Project Mgr, STG
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8/12/2019 Agile Ibm Aot Conf 062308
2/21
Systems & Technology Group
2007 IBM Corporation
Agenda
Introduction
Who are we / What do we do ?
Our Pre-agile environmentOur Transition
Traditional Project Management vs. Agile Ourtake
Lessons learned
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8/12/2019 Agile Ibm Aot Conf 062308
3/21
Systems & Technology Group
2007 IBM Corporation
Introduction
Experiences of a small product team
We are not agile experts, not agile purists
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8/12/2019 Agile Ibm Aot Conf 062308
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Systems & Technology Group
2007 IBM Corporation
Who are we ?
We are in IBM Microelectronics division, part ofSystems & Technology Group
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8/12/2019 Agile Ibm Aot Conf 062308
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Systems & Technology Group
2007 IBM Corporation
What do we do ?
We develop Supply Chain optimization software
Used to solution Microelectronics Demand/Supply
Sold as a commercial product for the past three years
Team has close to 40 patents behind the product
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8/12/2019 Agile Ibm Aot Conf 062308
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Systems & Technology Group
2007 IBM Corporation
OPS Framework is a high performance Advanced PlanningSystem (APS)
ATPSCOPE
MRPCPE
AMRPH-BCD
PDBExpress
WIP ProjectionDemand Management
Supply Planning
93,574 P/N55,498 Cust Demands32,321 Ship Possibilities5,018 Binning Records3,329 Subst Possibilities2,099 Sourcing Records650 Capacity Resources
Inputs
79,680 Cust Shipments272,785 Mfg Release Records114,109 Internal Shipments7,009 Shipments from Vendor5,868 Substitution Records
Outputs
Example CPE Run Solving
22,000,000 Equations3,880,996 Decision Variable
Run Time = 2.5 h
rs
OPS Framework Tool Suite
Client ResultsImproved customer servicesLoyal and Satisfied CustomersImproved RevenueImproved ROALower inventoryBetter resource-sharingHigher utilizationLoyal and Satisfied Customer
FeaturesHandles Multiple Product Types
ASICsStandard productsFoundry services
Manufacturing OptimizationShort Planning Cycle Time
Low Operating andMaintenance CostsReliable Delivery CommitmentFlexible Pricing Alternatives
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8/12/2019 Agile Ibm Aot Conf 062308
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Systems & Technology Group
2007 IBM Corporation
UI
Our product
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Core
Algorithms
(C++)
ERP
Interfaces
UDB / Oracle
AIX/ HP-UX/ LINUX
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8/12/2019 Agile Ibm Aot Conf 062308
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Systems & Technology Group
2007 IBM Corporation
Our Background
Team Members Core Team PhDs in Operations Research UI Team Java skills
Delivery Driven Objectives & Deadline are set Team works the details
Experienced in Lean
Pair Programming JAD
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8/12/2019 Agile Ibm Aot Conf 062308
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Systems & Technology Group
2007 IBM Corporation
The Conflict
RUP based Development
Process checkpoints built in to ensure artifacts are in placebefore we proceed to next step
Market Needs Increasing changes based on market needs
Change in priorities as time progresses
Conflict
Artifacts were becoming a ritual instead of adding value
Few of us were skipping it altogether to meet deliverables
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8/12/2019 Agile Ibm Aot Conf 062308
10/21
Systems & Technology Group
2007 IBM Corporation
Agile
It all started with a two day workshop on Agile
Thanks Ted Rivera and Paul Gibson !!
After the session I summarized and shared mythoughts with my team
We decided to try it out
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8/12/2019 Agile Ibm Aot Conf 062308
11/21
Systems & Technology Group
2007 IBM Corporation
Enabling Factors
Several enabling factors
Small team
Co-located teams
Leadership / Culture Freedom to experiment / skunk work
Team maturity Worked together for a while One of the key factors
We had something to address our pain point> Providing rapid turnaround to market needs, while simultaneously
limiting churn on Development team
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8/12/2019 Agile Ibm Aot Conf 062308
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Systems & Technology Group
2007 IBM Corporation
Our Transition
We decided to try agile within our UI group
First Iteration
We set the 2 week boundary
Spent time with the business team to define scope
We didnt succeed in our first iteration
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8/12/2019 Agile Ibm Aot Conf 062308
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Systems & Technology Group
2007 IBM Corporation
What happened ?
If you watched the Celtics/ Lakers NBA games When you are running fa s t and almost blindly passing
the ball, you need the right person to be in the right placeat the right time to take it and run with it
When your sub-group is on Agile, but rest of yourbroader team is not, dependency managementneeds to be proactive
Team dynamics/ communication/ collaborationneed to adapt and evolve when you are moving toAgile
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Systems & Technology Group
2007 IBM Corporation
How did we recover ?
In order to increase your success, double your failurerate Thomas Watson Sr.
It took us few iterations before we got the hang of it
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8/12/2019 Agile Ibm Aot Conf 062308
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Systems & Technology Group
2007 IBM Corporation
Traditional Project Mgmt vs. Agile our take
When you develop a several month project plan
There are several uncertainties
However any smart PM has slack/float built into theplan
When you are running a two week iteration
There isnt too much available window for slack
Things happen
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8/12/2019 Agile Ibm Aot Conf 062308
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Systems & Technology Group
2007 IBM Corporation
Traditional Project Mgmt vs. Agile our take (cont.)
Resource planning needs to be thought through
For example: Test resources in waterfall allows involvement in
multiple projects Agile requires dedicated continuous involvement
Challenging when part of the group is in Agile andpart waterfall
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8/12/2019 Agile Ibm Aot Conf 062308
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Systems & Technology Group
2007 IBM Corporation
Traditional Project Mgmt vs. Agile our take (cont.)
Stakeholder needs / Business Value to be mapped/articulated
Need for the Invisible Hand that coordinates
iterations with Business needs / Release As a RUP parallel, the iterations must align with the
vision
Dont lose sight of the forest
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Systems & Technology Group
2007 IBM Corporation
Traditional Project Mgmt vs. Agile our take (cont.)
Flatten the team
Dont let the PM become the bottleneck
Let the team step up
Use a Ethernet Broadcast model Use it with discipline
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Systems & Technology Group
2007 IBM Corporation
Traditional Project Mgmt vs. Agile our take (cont.)
Traditional PM metrics dont help much in Agile world
Understand velocity Recommend fiction Goal by Dr. Goldratt
Pay attention to Dependency management, Riskmanagement & mitigation
In a 6 month project if a person falls sick for a week, you canrecover
Cross train when possible
Learn to become a Project Facilitator not a Project Manager
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8/12/2019 Agile Ibm Aot Conf 062308
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Systems & Technology Group
2007 IBM Corporation
Lessons learned
When you start agile, give the team some space
Let the team learn to agile
Dont get aggressive with schedules in the first few
iterationsRethink your team communication model
Dont let Agile turn into a 2 -week waterfall
Use Storyboards, Test Driven Development
If not, your iterations become continuous catch -up iterations
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8/12/2019 Agile Ibm Aot Conf 062308
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Systems & Technology Group
2007 IBM Corporation
Lessons learned (cont.)
If necessary, throw out what you developed Two examples
Proactively manage dependencies Dont try to be a purist
Give heads-up to non-agile teams - Example
Dont become a methodology bigot
Methodology is the means to get to your goal Choose what works for you best