Philips [Scaled] Agile Transformation Leadership Engagement · Philips [Scaled] Agile...

Philips [Scaled] Agile Transformation&

Leadership Engagement

Sundaresan Jagadeesan

Sept 13, 2017

Confidential, internal use only

Profile – Sundaresan Jagadeesan

MS in SW Systems from BITS –Pilani

Interests : Trekking , Cricket and Blogging

20+ years of IT industry experience.

Development, Verification, CM & QA

Core : Telecom &

Mobile Switching

Papers & Presentations

Awarded ‘Agile Leader’ - 2017

Agile India Conference -2017 & 2016

Published Philips SAFe Case study in SAI portal

India Agile Award -2015 &16

Data Based Decisions – 2009

EURO SPI Conference -2006

Building it Right -2004

Code Reuse in platforms -2003

SPC 4.0

Certified Scrum Master

Certified Supplier Management LA

Experienced Professional in EFQM model

ICC-ACP Certified Agile coach

Email: [email protected]

+919845857914

Global Enterprise Agile Transformation – Sr. Program Manager

Enterprise Agile Coach and Trainer

mailto:[email protected]


Contents

• Transformation Program

• Leadership Engagement

• Challenges and Solutions

• Results

• Summary


I2M Excellence: SW Program

• Good results in Businesses and releases hitting markets in defined frequency

• Philips case study published in Scaled Agile Academy public website and blogged by Dean Leffingwell. Receiving good responses.

• Capability: 86/99 (Scaled) Agile deployments closed till date;

• 46 ART’s with 300+ Program Increments completed• Around 4500+ people touched in business• 50+ SPC’s on board• Certifications 2110/3000 (70% of Cross function

Engineers certified)• Philips I2M SW Transformation - Visibility/Sharing

• Unicom Awards 2017 – Won 2 awards – for Agile leadership and best Agile coach

• IBM Agile Day – Philips case study presented• Philips SAFe Case study Presentation selected in Agile Asia-

Pacific conference-2017• Unicorn Awards 2016 – Won the ‘Best Transformation

Program’ & ‘Best Agile coach’ awards• Won the ‘SPEED Award’ in Innovation Drive-2015• Leadership visits and Webinars to:• Huawei, Unisys, Allstate, Scaled Agile Inc, ASML-NL• Many accolades from Philips senior LT


Situation at start:

• SW projects are not delivering on time, with expected quality• Projects do not deliver meaningful innovation at right time• Large diversity in SW process maturity and capabilities across Philips

The Transformation Program Challenge

To accelerate Philips’ transformation into a digital company we need to become more proficient in software development and deployment.

•Faster

•More predictableTime to Market

•Meaningful innovation : Deliver the features the user really wants

Customer Satisfaction

•Shorter feedback loops

•Continuous quality, everyday

•An agile approach to platforms, reuseQuality

•Support business model software by continuous integration / deliveryGo to Market

Business Goals

To improve our capabilities in

developing better quality software

in a predictable, fast and agile way

I2M SW Program Goal

Progression Strategy

Pro

du

ctivity (

TT

M)

Pre

dic

tab

ility

(Q

UA

LIT

Y)

STEP 1

Develop Product

the Agile Way

STEP 4

Adopt a DevOps

Culture

STEP 2

Establish

Product

Ownership

Resolve Scaling

Issues

STEP 3

Establish a

Release Pipeline

STEP 5

Deliver to

Production

Environment

Standardizes

foundational

development

practice

Align Customer Reqmts

Management and

Business Objectives

Provides foundation for

quality and automating

product integration and

delivery

Aligns Development and

Operational requirements

to support continuous

delivery capabilities

Enables continuous

deployment to Customer

Standardizes and optimizes the tooling

used by the process and practices

Deployed

Diagnostics

& planning

sessions

T0 T1 T2 T3 T4 T5 T6 T7 T8 T9

Time Scale : T0 – T9 = Months

BIU Coaching team. AC- Agile coach, TE – Tooling Expert, SA – Solutions Architect

Flow: Transformation takes 8-9 MonthsT0– Initial & pre-preparation towards AgileT1– Diagnostics, Strategy & approachT1-T6 : Tooling Strategy & AlignmentT1-T2 : SCRUM FoundationsT3-T4: Scaling @ Enterprise levelT4-T9: 2 Rel. cycles completed using SAFeT5-T9 : Prepare BIU coaches & Handover

Life cycle of a Typical SAFe lead deployment program [From Agile ‘Zero’ level]

Transformation Supported by AC, SA & TE from MD team

Deliverables1. SAFe adoption with a lead deployment2. Support in terms of training and coaching3. Build a BIU team for self-sustenance4. Capability to do ‘Release on demand’

Start Diagnostics

Tooling Strategy and Alignment (Support from MD team)

SAFe coaching

SCRUM coaching

2 wk Sprints 2 * 12 wks for 2 Release cycles

Prepare BIU Coaches for Hand-over

Roll-Out : Hands-on support, Training, Coaching by MD team

Dependency1. BIU support – champions & tooling2. E2E tooling alignment supporting Agile Wow3. Philips Academy for Training & certifications

BIU Local Coach to be on-board

Hand-over to BIU coaches & MD team moves to next BIU

project

May-2017 TMD Update Confidential8I2M Excellence

Stay Relevant

Develop an (L)earning attitudeOn the job “Skill development” is a Key Success Ingredient

Unconscious Incompetence Conscious Incompetence

Conscious CompetenceUnconscious Competence


Our Belief

People are already doing their best; the problems

are with the system. Only management can

change the system. —W. Edwards Deming

Any transformation program will be successful if

you actively seek and solve business problems

—Philips I2M SW Leadership



Set the VisionSell ‘Y’

Purpose Motivators

Building High

Performance

Team

Fostering Team

Culture

LeadingX-Change

SAFety Net

EnableFail-fast Culture

Leader as Developer of People

Confidential

Always start with executive level training

When the message is not coming from the top, Engagement is considered optional

Encourages Agile Enterprise thinking

Leadership

R&D Management

Program management

Agile

teams

Business Vision & Value

Products & services

Minimum Viable product

Features

User stories

Tasks

Influence

high

Low

Business Value

high

Low

Shift in Organizational Model and WoW

Moving from Hierarchal to Network organization leading to De-centralized decision making.

Leadership competencies & mindset in SAFe Agile

14

From

• Being the ‘expert’

• Command & Control

• First Time Right

• Single Owner

To

• Servant Leadership

• Adaptive Leadership

• Incremental Development & Entrepreneurial

• Joint Ownership

From

• Driving Execution

• Performance ‘Management’

• People Leadership

• Manager

• Delegator

To

• Leading without Authority

• Performance ‘Coaching’

• Organizational Leadership

• Facilitator

• Impediment remover

Leadership Competencies

Mindsets

Change in Vocabulary : “Command and control” to “Intent based”I want Can we do,I think what do you feel ?

Example Challenges and Solutions

PI planning

How

(Teams)

Why

(R&D Leadership)

Business Vision

(Exec Leadership)

Creating What? (Value)

“Why” meets “How” to create “What” (Value)

The Right ‘DOSE’

Dopamine The Reward/Motivation/AddictiveHormone

Oxytocin The ‘Bonding/Trust/Safety’ Hormone

Serotonin The ‘Pride Status/Relationship with groups’ Hormone. The “Leadership chemical”

Endorphins The ‘Runners High’ Hormone

Product Roadmap

(2 weeks)

Product Manager

System Architect

Marketing

Application Specialist

Product Road Map

PI over PI Plan

Roles and Responsibilities

Business and R&D Leadership

Teams identified capability – Features for backlog for 8 Program IncrementsART teams deliberated on features and provided commitment – Product management participated and approvedThe system development budget for this business unit is nearly xx M EUR

Decentralized decision making – PM Workshops

Decentralized decision making – Agile Trainings

# Externally certified – 2110Key Certifications

• SAFe Program Consultant• SAFe Agilist• Certified Scrum Master• SAFe Product Manager/Product Owner• SAFe For Teams• Professional Scrum Product Owner• Professional Scrum Master• Advanced Scrum Master• Agile coaching W/S• E-learnings created

€ xx MSavings

Learning is FUN!Join the Agile Transformation Journey now…

Agile Software PlayBook

https://share.philips.com/sites/STS20140611084504/SitePages/Welcome.aspx

Agile Playbook - A collection of Agile

Artifacts from Pilot, knowledge sharing

portal, process descriptions, tips&tricks

and best practices

400+ artifacts collated and

shared across Philips

https://share.philips.com/sites/STS20140611084504/SitePages/Welcome.aspx

Transparency

TrustSAFety Net

Organizational Gravity,

pulling the agility down

Self

Organizing

Intrinsic

motivation

Strategy

Providing

direction

Execution

Task

orientation

Compliance

Processes

adherence

Teams Management Leadership Organization

Leadership and Organizational Engagement

SAFety Net

Transparency

Trust

Management

Self

Organizing

Intrinsic

motivation

Strategy

Providing

direction

Execution

Task

orientation

Compliance

Processes

adherence

Organizational Gravity, pulling

the agility down

teams

Management Leadership Organization


SAFety Net

Transparency

Trust

Self

Organizing

Intrinsic

motivation

Strategy

Providing

direction

Execution

Task

orientation

Compliance

Processes

adherence


the agility down

Teams

Management

Leadership

Organization


SAFety Net

Transparency

Trust

Self

Organizing

Intrinsic

motivation

Strategy

Providing

direction

Execution

Task

orientation

Compliance

Processes

adherence


the agility down

Teams Management Leadership

Organization


Maintain

checks

and

Balances


Communication, Sharing & Learning

Enabling ‘Changes to Stick’ with Leadership support

• SW CoE forum: Sharing by senior Leadership on Agile transformation in Business amongst their peers

• Playbook of Agile practices • More than 400+ artifacts collated and shared across

Philips

• Global Community of Practice forum with business, Agile coaches, SM, PO coming together fortnightly.

• Scrum Master and Product Owner guilds enabled

• Dip stick Agile assessments to check continuous progress


Transformation – Results

Systems multisite ARTPI completed

46 Agile Release Trains running and delivering value. # PI 300+

Mass Deployment – Agile Release Trains

PI-’n’Jan’16 to Nov’16 : PI instances depicted in this window

Program Increments in 2016

Systems ARTMultisite/Dependency ART’s

No further activities on this train

Teams

# People

in ART Jan'16 Feb'16 Mar'16 Apr'16 May'16 Jun'16 Jul'16 Aug'16 Sep'16 Oct'16 Nov'16 Dec'16

HISS: HIT-EI IS Pacs - Imaging (FC/EHV/BLR) >100 PI-7 PI-8 PI-9 PI-10

HISS: HIT-CI Informatics (FC/BLR) 100 PI-7 PI-8 PI-9 PI-10

HISS: HIT- EI CoE ART (BLR) 25 PI-1

HISS: CAI-Heart Art (BEST) 80 PI-5 PI-6 PI-7 PI-8 PI-9

HISS: HSDP Clinical plf (BEST/BLR) 120 PI-6 PI-7 PI-8 PI-9

HISS: HSDP (BDP) (BLR)

HISS: HSDP (Foundation) (BLR) 65 PI-3

HISS: HSDP (Data services) (BLR) 40 PI-2 PI-3 PI-4

HISS: HSDP (PH Program) (BLR) 35 PI-4 PI-5 PI-6 PI-7

HISS: HSDP-Device Cloud (EHV/BLR) 70 PI-3 PI-4 PI-4

HISS: HIT-ICAP-Workstation (ISP9/10) (BLR/HFA) T2 90 PI-1 PI-2

HISS: HIT-ICAP-Workstation (ISP9/10) (BLR/HFA) T1 90 PI-3 PI-4 PI-5 PI-6

HISS: HSDP-Service Plf (BLR) 60 PI-5 PI-6 PI-7 PI-8

HISS: HIT-I4 (BLR/HFA) 60 PI-3 PI-4 PI-5 PI-6

HISS: HIT- Common Apps (BLR) PI-1 PI-2 PI-3

PHM: H2H (BLT/UK/NL/BLR) TAC 100 PI-3 PI-4 PI-5

PHM: PHS-SW (AMS/EHV/BLR) 60 PI-4 PI-5 PI-6 PI-7

PHM: HM – (Framingham) 40 PI-1 PI-2 PI-3 PI-4

PHM: CDPP Platform (Common comp)(BLR/EHV) 29 PI-1 PI-2

PH: SRC-ART1 Saphire (Monroeville) 60 PI-5 PI-6 PI-7 PI-8

PH: SRC-ART2 Encore (Murrysville) 40 PI-5 PI-6 PI-7 PI-8

PH: eCC (EHV) - (by CDPP team) 30 PI-1 PI-2 PI-3 PI-4

PH: PC-MG (Drachten/BLR) 10 PI-1

PH: OHC-Tuscany (BTL/EHV/BLR) 40 PI-2 PI-3 PI-3 PI-4 PI-5

PH: M&CC-Ugrow (EHV/BLR) 25 PI-2 PI-3 PI-4 PI-5

DI: MR Workflow 2.0 (BLR) 65 PI-1 PI-2 PI-3

DI: MR Enterprise 2.0 (BEST) PI-1

DI: IMCS SUN ART 35 PI-1 PI-2

DI: MR Therapy-ART1 (Vaanta) M Train 40 PI-1

DI: MR Therapy-ART2 (Vaanta) R Train 40 PI-1

DI: CT (BLR) 75 PI-1

DI: CT (Shenyang) 70 PI-1

DI: PROS (CLE/Madison/BLR) 60 PI-1

DI: Radiology Solns. (BLR/AVR) 45 PI-3 PI-4 PI-5

CSBT: RSS (BTL/BLR) 26 PI-5 PI-6 PI-7

U/S: Epic/Affinity (BTL, AVR, BLR, MKM) 80 PI-3 PI-4 PI-5 PI-6

U/S: VM 1.7 (WFE) (BLR) 20 PI-3 PI-4 PI-5 PI-6

U/S: QLAB (BTL, AVR, BLR, MKM) 25 PI-3

PCMS-PM: CCS-Andover 22 PI-3 PI-4 PI-5

PCMS-PM: CCS-Boca Raton 18 PI-1 PI-2 PI-3

PCMS-PM: M&M BBN, Germany 100 PI-1 PI-2 PI-3

EB: DPS Pegasus Project PI-1


Customer Feedback“Let me express how impressed I am already just with the test system. The responsiveness, the screen layout, the features, wow what a product! Your development did an amazing job!”

-Balazs Lengyel, MDUniversity of Arizona

“Whether a MAC or PC user, doesn’t really matter anymore with Philips HTML5 Zeroootprint viewer –

Anywhere!”-Kevin R. Kirsch

Administrator, Colorado State University

“The overall collaboration has been extremely effective and meaningful between NYU and Philips. We never thought Philips would come such a long way in delivering these features”

-Dr. RechtChair of the Department of Radiology

Results (selection)Agile works in regulated business:510K approval received fromrestructured/simplified (legacy) DHF, created in fully Agile way

PlatformArchive quality

Customer value:“With IntelliSpace Cardiovascular

we have a complete holistic view of the patient”

“It’s simple to set up personalized worklists which directs us straight to the patients for review”

Cycle time reduction Platform

Release speed: 10x Objective exceeded


Business Results

SW Business - A B - Zero regression

C– Business SW Excellence KPIs Dashboard–YtD 2016

% of builds/week where all functional NUnit tests pass-Reported both for Acceptance and Capacity Stage-Moving forward will include Performance, Reliability & CodedUItests

Message from Top Executive to his first level MT• The average cycle-time has improved 2 to 5 times faster• Quality has improved from 2 to 10 times better• Releases 10 times faster and goal achieved

“We are all very proud of this recognition bestowed upon you! Really a great accomplishment. And overall, for our Scaled Agile I2M excellence program, this is afantastic confidence booster. Let it be an encouragement for all development sites in Philips to go even faster in building our I2M capabilities, and strive for similarlevels of accomplishment. We want and need this Agile program to enable us to become more competitive in developing meaningful innovation and improve thelives of more people. Well done again!” - Frans van Houten - President & CEO Royal Philips

1627 1628 1629 1630 1631 1632 1633 1634

Train 62% 39% 34% 29% 31% 69% 27% 69%Layers ( * )

ADE 97% 97% 90% 95% 77% 97% 61% 90%

Connectivity 100% 100% 100% 100% 97% 97% 98% 100%

D&I 1 92% 95% 100% 89% 92% 100% 59% 88%

D&I 2 92% 100% 76% 84% 97% 92% 98% 100%

D&I 3 100% 100% 100% 100% 100% 100% 100% 100%

Data Server 95% 71% 76% 92% 97% 100% 98% 100%

Report ing 84% 97% 83% 71% 95% 97% 98% 100%

Print ing 100% 76% 100% 76% 100% 95% 93% 87%

Workspots 89% 61% 66% 89% 69% 85% 80% 92%

Systems 100% 100% 100% 100% 74% 100% 100% 100%

Acceptance Stage Pass Rate (Func)


Business Results

Engineers commit for

their work/deliverables.

Fun @ work

Feature cycle time

significantly reduced

Release freq–4-5 times a

year in Plf teams – 2

times in Product teams

Lower Regression &

Reduction in Defects

Value Realized is xx

MillionEuro


Summary and Learnings


Transformation : Focus on Cultural change

Transformation

1.Behavior

2.Patterns

3.Habits

4.Culture

To change the Culture of an Organization, we need to bring changes in Behaviors first !!


Learnings and Challenges


Start with exec level trainings

‘Why’ vs ‘What’ leading to ‘Value delivery’

The Right ‘DOSE’

Organizing teams around ‘Value’ Vs Silos

Continuously address: Residual command & control challenges to Intent based leadership

Enable ‘Fail Fast’ culture with Supportive ‘SAFety Net’

Adopting Enterprise Kaizen ( System focus)

Our journey Continues to realize “Value Delivery” with Agile and SAFe…


THANK YOU

Agile CoP - Building on what we have…

…for expanding to true knowledge sharing and continuous improvement

• With the Agile Community of Practice as the overall online platform for connecting to experts, knowledge, whitepapers, training material etc

• Currently 60+ Business change leaders & 20+ coaches

• Role based guilds for Scrum Masters ,PO’s, personalized coaching for RTE’s

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