Professional Documents
Culture Documents
May 2015
Kugler Maag Cie
KUGLER MAAG CIE GmbH
Page 1
Table of Contents
Page 2
Executive Summary
About The Study
Participant Demographics and Context of Agile Application in Practice
Scope and Phase of Agile Implementation
Agile What and Why?
Agile Methods and Practices
Tools used
Experiences and Lessons Learned
Comparison with the previous years results
Summary and Conclusion
Annex, Acknowledgements, and Disclaimer
Executive Summary
Page 3
Executive Summary
Agile Implementation
Next steps
Next steps in the automotive world are to offer solutions to the scalability concern and improving in the field of automated testing
Page 4
Page 5
Selection of approx. 60
key representatives
Study Report
April 2015
Page 7
Interviews and
Online surveys
Nov 2014
Feb 2015
Page 8
Participant Demographics
Study participants cover a large range of managerial and technical positions
Study participants were chosen based on representativeness in order to ensure high data quality,
e.g. representatives from different companies, business units with different observations and
experiences
Participants covered a large range of managerial and technical positions within their respective
organizations, e.g. Project and Quality Management, High Level Management, Engineering Team
31%
Managers, Directors, Line
Management, Chief
Engineers
0%
10%
20%
30%
40%
50%
60%
Page 9
23%
70%
QA, EPG,
Consultants
80%
90%
100%
36%
35%
30%
27%
21%
5%
Powertrain and
Chassis Control
10%
Multimedia
15%
Body Electronics
20%
20%
Integrated Systems
and Services
25%
0%
Page 11
74%
79%
70%
60%
62%
52%
52%
0%
Page 12
D Sample
10%
C Sample
20%
B Sample
30%
A Sample
40%
Pre-series Dev.
50%
45%
38%
55%
Multiple
projects
Page 13
62%
One
project
Multiple
products
One
product
multiple locations
29%
40%
60%
71%
Multiple
sites
Page 14
One
site
Multiple
teams
One
team
Page 15
Page 16
Pilot
29%
43%
Legend:
29%
Roll-out
Stabilization
Page 17
Whole
Development
Organization
30%
38%
33%
Project(s) level
Page 18
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Page 24
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64%
24%
21%
FDD
XP 7%
SB 7%
Abbreviations:
Kanban
55%
Scrum
0%
Page 26
10%
79%
20%
30%
40%
50%
60%
70%
80%
90%
Page 27
Page 28
Page 29
90%
90%
81%
30%
20%
10%
67%
0%
Page 30
Retrospective
40%
Daily Stand-up
50%
Iteration/Sprint Planning
60%
64%
Iteration/Sprint Review
70%
Iteration/Sprint Pre-Planning
80%
Scrum
76%
Velocity
52%
0%
10%
20%
30%
40%
50%
60%
Kanban
80%
90%
35%
Lead Time
30%
Control Chart
26%
Cycle Time
Page 31
90%
43%
10%
80%
65%
Work in Progress
0%
70%
20%
30%
40%
50%
60%
70%
Page 32
10%
20%
30%
40%
76%
81%
93%
90%
88%
50%
60%
70%
80%
90%
100%
19%
90%
80%
7%
5%
12%
17%
2%
2%
10%
38%
7%
38%
0%
Page 34
24%
Product Owner
10%
Kanban Master
20%
Scrum Master
30%
74%
21%
19%
79%
40%
21%
50%
19%
70%
60%
86%
Page 35
Product Owner is sometimes Software Project It is difficult to assess whether the standard
Leader, Group Leader,
roles (e.g. Project Manager) mapped to agile
Senior Management
roles (Scrum Master/Product Owner) are really
working according to Scrum rules
Page 36
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Tools used
Page 43
Page 44
10%
0%
Page 45
38%
17%
12%
Others
20%
30%
38%
MS Project
40%
50%
PTC Integrity
52%
25%
20%
17%
15%
Page 46
PTC Integrity
0%
Git
5%
Subversion
10%
12%
7%
Others
29%
30%
Clear Case
33%
IBM Synergy
35%
36%
Which tools
doBuild
you use
your
for Build
Management
Which
toolsindo
youAgile
use projects
in your Agile
projects?
60%
50%
50%
43%
Visual Studio
10%
0%
Page 47
Jenkins
20%
10%
7%
Others
21%
Maven
21%
Cmake
30%
Gmake
40%
67%
60%
50%
30%
10%
0%
Page 48
Jenkins
20%
5%
17%
Others
Bamboo
40%
30%
20%
Page 49
10%
7%
Xunit
0%
Jenkins
10%
14%
5%
Others
33%
PTC Integrity
40%
50%
Quality Center
50%
60%
Page 50
Some teams did not accept Agile because of the culture of the team
leader, not because of the team.
Team leader was afraid to provide
visibility about what was going on
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Feature
Driven
Continuous
Integration
Development
Test Driven
Development
64%
28%
24%
XP
Feature Driven
22%
21%
Development
2014
2014
2015
2015
6%
XP
7%
SB
SB
6%
7%
Kanban
39%
Kanban
55%
Scrum
Scrum
0%
Page 58
10%
95%
79%
20%
30%
40%
50%
60%
70%
80%
90%
100%
90%
88%
90%
94% 93%
83%
81%
76%
80%
70%
2014
89%
2015
67%
61%
60%
56%
50%
0%
Page 59
39%
33%
26%
System Test
33%
Software
Test
10%
Software
Implementation
20%
Software
Design
30%
33%
Software
Requirements Analysis
31%
System Design
System Requirements
Analysis
40%
44%
XP
29%
33%
SB
2014
Kanban
43%
56%
11%
29%
Scrum
Stabilization
Page 60
2015
Roll-out
Feature
Driven
Continuous
Development
Integration
Driven
Development52%
2014
67%
2015
60%Test
XP
50%
Driven
Development
Page 61
33%
Config. Management
Jenkins
Jenkins
Jenkins
Integration
0%
JIRA
10%
JIRA
Kanban
Scrum
Scrum
17%
Build
20%
Own Tool
Kanban
Test/Test Automation
28%
Jenkins
SB
33%
Jenkins
30%
Project/CR/PR/Task Mgmt.
SB
XP
40%
Subversion
50%Feature
Subversion
70%
Page 62
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Page 64
Reading the Agile Manifesto with Automotive eyes can create some
controversy. Some principles are viewed quite negatively in terms of
applicability to Automotive, specially when misread or misunderstood.
The most consensual principles are iterative and incremental
development with shorter feedback cycles, a team-centric approach
(empowerment, self-organization, learning, communication, interactions, etc.), building quality from the start, and continuous
improvement.
Agile is above all a mindset that is supported by principles and
methods. Moving away from the traditional development approach is
commonly viewed as a MUST to manage the rising complexity and
constantly growing pace of changes. Agility is a competitive weapon for
automotive companies; however, the principles from the Manifesto
and methods need to be tailored to the constraints (SOP, complex
supply chain, etc.).
Page 66
Page 67
Annex
Scrum by the book (Scrum Guide) is rarely used
How does your Scrum implementation conform to the book?
'No changes during the sprint is valid for most of your sprints
52,9%
44,1%
2,9%
20,6%
5,9%
20,6%
8,8%
Action items from the Retrospective are implemented before the next Retrospective
38,2%
50,0%
11,8%
Product Backlog items are clear for the whole team and well described
52,9%
41,2%
5,9%
47,1%
8,8%
Team Members seems to like each other and celebrate each others success
70,6%
26,5%
2,9%
8,8%
5,9% 2,9%
58,8%
35,3%
Page 68
10%
20%
5,9%
40%
50%
Yes
60%
5,9%
35,3%
Yes
76,5%
30%
2,9%
No
70%
No
17,6%No
80%
5,9%
Answer
90%
No Answer
100%
Acknowledgements
Page 69
Disclaimer
Study participants were chosen based on representativeness in order to ensure a high
data quality (e.g. representatives from different business units with different
observations and experiences).
However, we cannot make any statements about the extent of the implementation of
Agile principles in the development of automotive embedded systems/software across
the whole industry.
Note: Small rounding errors may occur through the use of integer percentages.
Page 70
contact me
Sergej Weber
sergej.weber@kuglermaag.com
Mobile +49 173 6768934
Albertz, Joachim
Debou, Christophe
Dudzic, Piotr
Fustle, Michael
Hientz, Horst
Hrmann, Klaus
Page 71
Hostie, Stephan
Kirwan, Pat
Maag, Bonifaz
Minnaar, Birgit
Mller, Markus
Pribil, Ren
Sazama, Frank
Strube, Dominik
Thomas, Michael
Vanamali, Bhaskar
Wachendorf, Dieter
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