lean development bei der software ag – konzepte ... · 2007 m&a webmethods: webmethods suite...

Lean Development bei der Software AG – Konzepte, Erfahrungen, Herausforderungen

Zukunftsforum 2 des Projekts GlobePro

22. Februar 2013

IG Metall, Frankfurt am Main

Christian GengenbachVP R&D Application ModernizationSoftware AG

22. Feb 2013 | Lean Development bei der Software AG | 2

Agenda


Technology Leader in 14 major segments (Gartner, Forrester)

Revenue over €1 billion

Global Leader forProcess & Integration Solutions

Over 5,500 employees worldwide2,900 services consultants890 R&D staff

Offices in 70+ countries

Software AG Foundation

Software AG at a glance


2011 5500 empl., EUR 1,1bn rev., 10000 cust.

2010 R&D starts change to Lean&Agile

2009 40th birthday, M&A IDS-Scheer: ARIS Suite2008 M&A of Jacada and itCampus

2007 M&A webMethods: webMethods Suite2006 Crossvision Suite launched

2005 M&A Sabratec: ApplinX2004 Strategic realignement into ETS and XML BLs

2003 Karl-Heinz Streibich new CEO

2000 Tamino, pure XML database launched

1998 EntireX launched

1997 Partnering with MS, porting DCOM to Unix

1987 497 employees, DM 170,9 mio revenue

1981 Founder/CEO Peter Schnell sole share holder

1979 Natural launched

1974 13 employees

1971 Adabas launched

1969 Software AG founded in Darmstadt

History and Timeline

Aris PlatformwebMethods Suite

Adabas/Natural/EntireX (ETS)


Global R&D Organization: Aris, webMethods, Adabas/Natural

USA DenverRestonSeattleSan JoséSan FranciscoDenverReston

CanadaCambridge

GermanyDarmstadtDarmstadtMarburgLeipzigBerlinSaarbrücken

IsraelTel Aviv

IndiaBangaloreChennaiKochiNew Delhi

JapanTokyo

UKDerbySouthampton

SlovakiaKosice

UkraineLviv

BulgariaSofia

LatviaRiga


R&D Problems and Goals

BPEProblem: Suite Integration

ETSProblem: Flexibility, do the right thing

FlexibilityTransparencyMost important first

PredictabilityQualityProductivity


Focus on ETS and its employees

• ETS has been the home of Adabas/Natural for over 40 years

• „Bread and butter“ business for Software AG, strong identification

• Most employees have been with SAG for more than 10 years, some for more than 25

• Many working on the same product all the time

• No experience with agile methods

Change to L&A from 2010

• Focus on Scrum

• All people in agile teams

• Scrum Master and Product Owner

• Bring in agile experts

• Find facilitators

• Good results• Change is in all heads,

starts to be part of the culture• Iterations, SM/PO, Backlogs, Retrospective (Teams and Change Management)


Everything is good?

ETS Challenges

•Demographics

•Flexibility (Working the same way for 20 years)

•Adapt cost to revenue

•Replacement/new-hire is no option

And the people?

•Not all faces are happy

•Attention is not on ETS products anymore hurts self-confidence

•Middle management identity crisis

•Empowerment of the teams, not everybody likes to be empowered

•Continuous improvement – not everybody likes to get involved

•Many discussions – some people are tired of discussions

So how did we identify the problems?


10. May 2012 - Expertenforum München


Nature of the game?

Thousands of customers basing their core mission critical applications on our software and paying millions of maintenance fee every year expect excellent service.

Customer Defects

Feature Developmen

t

POC Support*

Escalations

* POC = Proof of Concept


Internal survey

Most problems in the following areas:

•Personal aspects

•Planning of work (sprint planning)

•The way we work (constant interrupt)

•Agile development methods


What is the problem?

• Retrospectives, survey and other discussion deliver good hints

• Sprint planning doesn‘t work out• Too many interrupts, no concentration on one topic• Big features• Too many topics in parallel• Throughput is bad

Well, we heard everything about “Lean & Flow” already in 2010 …


• Concentrate on Lean & Flow to find solutions for the problems• Brought in new expert to help• Look into the teams

• Small batch size• Reduce WIP-limit• Avoid queues• Manage the variability

• Flow in the process, flow in the heads

• Taiichi Ohno (1912 – 1990)

• Customer orientation

• Value

• Continuous Flow, Continuous delivery

• Pull

• Eliminate waste

• Continuous improvement

“Lean Production”

“Wik

iped

ia is

you

r fr

iend

”


Lessons learned• Use external help

• Change external coaches over time• Choose the right help for the phase you‘re in

• Lighthouse project (at the right time)

• Find the problems• Observe• Listen closely• Talk

• What are people‘s real problems?

• Software production is not car production• Creativity vs. repeatability• Observe the system and steer carefully• Software production is not software production

• Change takes a lot of time

• … and happens at different speed in different teams


Last Slide - Thank You

Christian GengenbachVice President Application Modernization

R&D ETS Software AG

christian gengenbach (a) softwareag comwww.softwareag.com

lean development bei der software ag – konzepte ... · 2007 m&a webmethods: webmethods suite...

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