Scrum@Hardware
Coding Hardware© 2011 Scrum Inc.

ジョー・ジャスティス

「私たちはチームの士気がベロシティを何倍にもすることを発見しました」

チームWIKISPEEDの創設者でありリーダー - 100マイル/ガロン のプロトタイプカーを世界で作る。不本意なホームレスをなくすのを手助けするマイクロハウス
エクストリーム・マニュファクチャリングの開発者 - 技術プラクティスがハードウェア
製造とエンジニアリング組織におけるスクラムを加速
宇宙向けシステムでスクラム - ロケット、ミサイル、自動車、住居、計測学、医療器具、無線、レーダー、DevOps、組織的変化、エンターテーメント、法律、ソフトウェ
ア・アーキテクチャ、複合材料など
講演、コンサルタント - ユネスコ世界本部、イギリス・ケンブリッジ大学、アメリカ・UCバーク
レー、グーグル、マイクロソフト、ジョンソン・コントロールズ、ボーイング、ロッキード・マーチ
ン、レイセオン、HP、ウィキメディア・ファウンデーション、オープンソースエコロジー、TEDx
Rainier、アスペン研究所、ピクテ銀行、その他世界中の組織でJoe.Justice@ScrumInc.com

Joe.Justice@ScrumInc.com @WikiSpeed2© 1993-2015 Jeff Sutherland & Scrum Inc.

Is it Hardware or Software
Coding Hardware© 2011 Scrum Inc.

© 2011 Scrum Inc.

SCRUM ALL THE THINGS• Investors demand 5% or greater improvement per year.
• Scrum is the leanest and most systematic framework ofimprovement we know.
• If people do the work- they can be a Scrum team.
• If machines do the work- people update the machines to do it
better and make better stuff.
• The faster the machines are updated, the faster we have
improvement.
• This means great Scrum in the teams that update themachines, and machines that can be updated regularly withminimal disruption to production.
© 2011 Scrum Inc.

Why Investors Love Scrum
SCRUM

SCRUM

LEAN

VALUE
OF THETHING

PRODUCTION
COST© 2011 Scrum Inc.

THE CURRENT MARKETPLACE• Hardware companies iterate already to increase customer
visible value:• Porsche: new 911 every 7 years. (overlapping dev, 14 years)• Boeing: new 737 variant every 6 years.
• Microsoft: new gaming console every 8 years.
• Honda: New Civic every 4 years (overlapping dev, 8 years)• Bosch: New autonomous car steering rack every 3 years.
• HARDWARE COMPANIES ARE SPRINTING ALREADY, BUT
NEED HELP ACHIEVING SHORT SPRINTS.
Porsche source: https://en.wikipedia.org/wiki/Porsche_911
Boeing source: http://aviationblog.dallasnews.com/2011/04/a-timeline-of-boeing-737-model.html/
Microsoft source: https://en.wikipedia.org/wiki/Xbox© 2011 Scrum Inc.

WHY SCRUM IN HARDWARE WILL SAVE THE LIFE OF EVERY INNOCENTCREATURE ON EARTH• 14 SPRINTS UNTIL WE ARE DEAD.
• InterGovernmental Panel on Climate Change
estimates planet earth will become uninhabitable byhumans in 84 years.
• Primary contributors are coal (42%) and oil (33%).
• 195 major coal plants active in 2015.
• 19 companies producing more than 1M cars a year
each, for 90M total manufactured in 2015.
• 214 excellent, aggressive, Scrum-in-Hardware
coaches needed to train and coach these plants
into continuous improvement.
••

Current velocity of carbon output is +10.7 GTc per year.

•To not die, we need -10.7 GTc per year accelerating 2.2% each year to keep pace with energy consumption growth.
That means next sprint we need -62 GTc, or 11% improvement of efficiency of industrial power utilization and land vehicle power
utilization in the next sprint.

Sources: https://www.co2.earth/global-co2-emissions© 2011 Scrum Inc.

The Market is Agile
Respond toChange

DelighttheCustomer

Agile Manifesto

WorkingProductGreatTeams© 1993-2015 Jeff Sutherland & Scrum Inc.

2014ScrumInc.

Joe.Justice@ScrumInc.com @WikiSpeed

The Scrum Bill

Joe.Justice@ScrumInc.com @WikiSpeed#ScrumGov

2014ScrumInc.

“We only fundtechnology projects
that show citizen
facing value in lessthan 6 months.”

Manufacturing is building the machine that makes themachine – Elon Musk

Assume team owns part of a complex value stream. Date over and under-runs disrupt flow.

PMBOK Waterfall Timeline
Agile Actual Delivery Time Idle time before parts arrive for next step
(stable, x functional teams)

ReleaseBacklog(points)

SprintProduct Owner, Scrum MasterScrum Release Burndown charts
Reference Stories
Delphi Estimation
Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

400+/-400%

Lean is essential, but not enough!
ReceivingMilling!

Welding!

Painting!

Assembly!

Shipping!

Lean: Reduce waste, withoutfrustrating your customer+Agile: Reduce the cost to make change=Scrum: The art of doing twice thework in half the time
Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

Lean alone makes an efficient company with noinnovation. Innovation is a variance!

PUSHBACK• John Deere EPDP. Over 1000 steps• Bosch Lifecycle Management. Over 800 steps• These phase gate steps are meant to mitigate risk
• Scrum mitigates as much or more risk with superior process efficiency• Pure-Play agile teams that choose their own process have difficultyhere• Scrum teams with DoR, DoD, and Release Burn Down win over middle
management.
• Scrum team with release burn downs win over senior management
and investors.
• TDD is typically one-to-one compatible with regulatory bodies.
© 2011 Scrum Inc.

Scrum Teams as Lean Cells

Scrum

4-5 people with all tools to design,manufacture, and test.

XPOOA

Sprint provides team
improvement cadence
in addition to Takttime cadence
Backlog shows tests
to pass and trend-line
to all tests passing.
Scrum Masterremoves impediments
to team velocity andmorale. TrainsProduct owner andteam in Scrum.

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

ASuppliers make this possible• Protomold, Rush
PCB, andRuggeduino

Scrum Plastics in One Sprint

Scrum Electronics in One Sprint• 3d Green SandCasting
Scrum Metalics in One Sprint• Cincinnati BAAMand MarkForged
Structural Composites in One Sprint•WORKING WITH THESE PARTNERSTHRIVES ON STABLE INTERFACES,TEST DRIVEN DEVELOPMENT
WITH STUBS.

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

• Local Motors

Each Team owns updating, testing, andmanufacturing one module each week

ScrumXPOOA

Object-Oriented Architecture:
Contract-First Design

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

• Volvo’s SPA, or Scalable Product Architecture, announced August 13th, 2014
• This Contract-First Design reduces cost to produce many descendent designs• The next step? Reduce the cost to change the manufacturing process• For that, we need to add Known Stable Interfaces

Object-Oriented Architecture:
Known Stable Interfaces

Scru
mXP

OOA

Pre-negotiatedphysical and data
connections permit
greater design
versatility, and loose
production couplingInterfaces
deliberately overdesigned to reduceneed for disruptive
re-negotiation

Joe.Justice@ScrumInc.com @WikiSpeed@WIKISPEED© 2011 Scrum Inc.

2014ScrumInc.

@ScrumInc

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Regulatory testing each week2014ScrumInc.

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Return on Investment for 150 Teams• Each Scrum trainer starts up and coaches 10 new Scrum teams
a year• Coached velocity increase is 200-400%• Uncoached average increase is 35%• Conservative cost reduction per coach is over $1M/yr
G. Benefield, "Rolling Out Agile at a Large Enterprise," in HICSS'41, Hawaii International Conference on Software
Systems, Big Island, Hawaii, 2008.

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Faster, Better,Cooler

Happier People Function Better

Morale is amultiplier for
Velocity!

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

• Doctors in a positive mode show
three times the intelligence andcreativity and diagnose 19%
faster.
• Optimistic sales people outsell
their pessimistic counterparts by56%.
• Happy CEO’s are 15% moreproductive.
• Happier managers improvecustomer satisfaction by 42%.
• Research shows that happinesscauses better performance.

Mission Bell Winery
Madera, CA
60 acres of Scrum WineJoe.Justice@ScrumInc.com @WikiSpeed@WIKISPEED© 2011 Scrum Inc.

2014ScrumInc.

@ScrumInc

Leadership decides it’s time to Scrum

Joe.Justice@ScrumInc.com @WikiSpeed@WIKISPEED© 2011 Scrum Inc.

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@ScrumInc

Joe.Justice@ScrumInc.com @WikiSpeed

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All stakeholders propose goals and missions

Single Prioritized enterprise backlog ==Happy Chief Product Owner

Joe Justice @WikiSpeed@WIKISPEED© 2011 Scrum Inc.

2014ScrumInc.

@ScrumInc

Champagne Team Launch

Joe.Justice@ScrumInc.com @WikiSpeed@WIKISPEED© 2011 Scrum Inc.

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@ScrumInc

Scrum Room

Joe.Justice@ScrumInc.com @WikiSpeed@WIKISPEED© 2011 Scrum Inc.

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@ScrumInc

Scrum Room

Joe.Justice@ScrumInc.com @WikiSpeed@WIKISPEED© 2011 Scrum Inc.

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@ScrumInc

Joe.Justice@ScrumInc.com @WikiSpeed

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Scrum Room

Information Radiator

Joe.Justice@ScrumInc.com @WikiSpeed@WIKISPEED© 2011 Scrum Inc.

2014ScrumInc.

@ScrumInc

Meta ScrumCoordinating Across Teams, Modules, Missions© 2011 Scrum Inc.

Customers
loved this…

…Until they
tried this…

Customers Often Don’t Know What They
Want Until They See It! Humphrey’s Law

37© 1993-2015 Jeff Sutherland & Scrum Inc.

How Scrum Scales
As Bosch,
I’d like to market a complete
autonomous vehicle solution forexisting OEM’s to integrate into theirestablished vehicle models,• Vehicle to vehicle learning• Passes U.S. driver’s test < Q3 2017
• No changes to OEM body in white

987pts$180M

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

so that we can be the majority
supplier of the autonomous vehicle
renaissance.

How Scrum Scales

Bosch Epics

CPO

Backlog
PODoing

Done

Autonomous
Vehicle module

Acceptance
Tests $180M
Awesome
Project B

PO

Acceptance
Tests $180M

PO

Awesome
Project C

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

Acceptance
Tests $180M

How Scrum Scales

Bosch Epics

CPO

Backlog

Doing

Autonomous
VehiclePOmodule

Autonomous
VehiclePO
moduleAcceptance
$180M
Tests

Acceptance
$180M
Tests

Done

Awesome
Project B

PO

Acceptance
Tests $180M

POAwesome
Project C

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

Acceptance
Tests $180M

How Scrum Scales

Bosch Epics

CPO

Backlog

Doing

Done

Autonomous
POVehicle
PO
modulePO
Awesome
Project B

POAcceptance
$180M
Tests

POPO

PO

Acceptance
Tests $180M

POAwesome
Project C

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

Acceptance
Tests $180M

How Scrum Scales

Bosch Epics

CPO

Backlog

Doing

Autonomous
PO
VehiclePO
modulePO
Awesome
Project B

PO

Acceptance
$180M
Tests

PO

Done

Agile
Architecture

POPO

Acceptance
Tests $180M

PO

Awesome
Project C

Joe.Justice@ScrumInc.com @WikiSpeed2014ScrumInc.

Acceptance
Tests $180M

How Scrum Scales

Bosch Epics

CPO

Backlog

Doing
987

Done

Autonomous
VehiclePO
moduleAcceptance
$180M
Tests
Awesome
Project B

POSprint

Acceptance
Tests $180M

POAwesome
Project C

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

Acceptance
Tests $180M

How Scrum Scales

Bosch Epics

CPO

Backlog

Doing
987

Autonomous
VehiclePO
moduleAcceptance
$180M
Tests
Awesome
Project B

PO

Done

IMPEDIMENTS
SprintAcceptance
Tests $180M

POAwesome
Project C

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

Acceptance
Tests $180M

How Scrum Scales

Bosch Epics

Backlog

Doing987

Autonomous
VehiclePOmodule
Acceptance
$180M
Tests
Awesome
Project B

PO

Done

IMPEDIMENTS
SprintAcceptance
Tests $180M

PO

Awesome
Project C

Acceptance
Tests $180M

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

CPO

IMPEDIMENTS

How Scrum Scales

Bosch Epics

CPO

Backlog

Doing987

Done

Autonomous
VehiclePO
moduleAcceptance
$180M
Tests
Awesome
Project B

PO

SprintAcceptance
Tests $180M

PO

Awesome
Project C

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

Acceptance
Tests $180M

How Scrum Scales

Bosch Epics

CPOBacklog

Doing987

Done

Autonomous
VehiclePO
moduleAcceptance
$180M
Tests
Awesome
Project B

PO

SprintAcceptance
Tests $180M

POAwesome
Project C

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

Acceptance
Tests $180M

How Scrum Scales

Bosch Epics

CPO

Backlog

Doing
987

Done

Autonomous
VehiclePO
moduleReleaseAcceptance$180M Backlog
Tests(points)
SprintAwesome
Project B

PO

Acceptance
Tests $180M

PO

Awesome
Project C

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

Acceptance
Tests $180M

How Scrum Scales

Bosch Epics

CPO

Backlog

Doing987

AutonomousVehicle
POmodule

ReleaseAcceptance$180M Backlog
Tests(points)
SprintAwesome
Project B

PODoneAutonomous
VehiclemoduleAcceptance
$180M
Tests

Acceptance
Tests $180M

POAwesome
Project C

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

Acceptance
Tests $180M

How Scrum Scales

Bosch Epics

CPO

Backlog

DoingDone
Autonomous
Vehicle module
Actual Profit$108M
Awesome
Project B

PO

Acceptance
Tests $180M

POAwesome
Project C

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

Acceptance
Tests $180M

Taking it to the Next Level: A Living, Visible VSM

Joe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

Set your Scrum Board up to mirror the steps of your current VSM!

THESE EPICS DETERMINE HOW PEOPLE ORGANIZESquads Own Customer Visible Piece of Product

2014ScrumInc.

The first step to scaling is to form teams focused on features in order tomaximize the user experience and speed of iterating on working software.

Joe.Justice@ScrumInc.com @WikiSpeed

Scaling @ Spotify, Anders Ivarsson & Henrik Kniberg, Scrum Alliance Gathering Paris, 6 Feb 2013.

Each Team owns a component with business value

MODULARITYJoe.Justice@ScrumInc.com @WikiSpeed

2014ScrumInc.

WIKISPEED SGT01 prototype road vehicle, exploded view

Scarce skills and Specialists
Component

Component

CoPCPOPOPOPOPOPO

POPO

PO

T

T

T

T

T

T

T

T

T

T

T

T

T

T

T

T

T

T

T

T

T

T

CoP

T

T

T

T

T

T

CoPGuild
CoP

T

T

T

T

T

T

T

T

T

T

T

T

Team

Team

Team

Team

Team

Team

Team

Team

Adapted from: Scaling @ Spotify, Anders Ivarsson & Henrik Kniberg, Scrum Alliance Gathering Paris, 6Feb 2013

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CPO

Sequential vs. Concurrent
ManufacturingMassively Parallel Concurrent Manufacturing© 2011 Scrum Inc.

Massively Parallel Concurrent Manufacturing
With contract first design and a flexible line,
line scheduling is processed daily andprogrammatically as a multi-threaded
operation and not like a dependency matrix,
as dependencies (bottlenecks) have been
removed above the module level.

1: Simultaneous Multithreading on x86_64 Systems:
An Energy Efficiency Evaluation, Robert Schöne Daniel Hackenberg Daniel Molka.

2014ScrumInc.

Allows symmetric processing and super1
threading for a further line energy
consumption reduction of 10% .
Joe.Justice@ScrumInc.com @WikiSpeedSequential Line

Feeder Lines Coming toSequential Line© 2011 Scrum Inc.

Traditional Lean One Piece Flow
TRUCKS

SKCURT

Stock

Lean
Cell

Lean
Cell

Lean
Cell

Lean
Cell

Lean
Cell

Lean
Cell

Stock

Lean
Cell

Lean
Cell

Lean
Cell

Lean
Cell

Lean
Cell

Lean
Cell

office space
office space
office space
office space
office space
office spacefoyer then office space office space office space

TestStock© 2011 Scrum Inc.

Massively Parallel Concurrent Manufacturing
Stock Backplane

TRUCKSTRUCKS

Scrum
Team

Scrum
TeamScrum
TeamScrum
TeamScrum
TeamScrumTeam

Lean
Cell

Lean
Lean
Lean
Cell
Cell
Cell
Stock
Frontplane

Lean
Cell

Lean
Cell

office space
office space
office space
office space
office space
office spacefoyer then office space office space office space

eduScrum
School

64x THE WORK IN HALF THE TIME
© 2011 Scrum Inc.

To achieve
Moore’s Law
benefits ofprocessing into
manufacturing
structure thefactory floor
into a data bus© 2011 Scrum Inc.

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Next Steps

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Prioritize and focus
Use compliance to drive Scrum.
Train all staff in Scrum.
Just like pro sports teams, install a full time coach for every 5 teams.

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Train teams during facilitated Team Launch events. Measure them against theirvelocity and quality before launch.

スクラムは生産性の超兵器 - 驚くほど効果的
Rick Horgan, Sr. Editor, Crown Business

Certified Scrum Master Class
with Joe Justice
Certief Scrum Product Owner
Class with Joe Justicewww.ScrumInc.com
Next Tokyo class June 2017@