Intel CHD Case Study by Ronen Ezra
•Download as PPTX, PDF•
2 likes•950 views
Intel CHD Case Study by Ronen Ezra @Agile Israel 2019
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Intel CHD Case Study by Ronen Ezra
Similar to Intel CHD Case Study by Ronen Ezra (20)
More from AgileSparks
More from AgileSparks (20)
Recently uploaded
Recently uploaded (14)
Intel CHD Case Study by Ronen Ezra
- 1. Ronen Ezra - May 2019
- 2. Legal Disclaimer This presentation is not meant to be exhaustive and is provided as is, for convenience and information only and is not to be relied upon for any purpose, other than educational. The presentation is intended only to provide the general insights, opinions, and/or internally developed guidelines and procedures of Intel Corporation (Intel). The information in this presentation may need to be adapted to your specific situation or work environment. TO THE EXTENT INFORMATION IN THIS PRESENTATION IS PROVIDED IN CONNECTION WITH INTEL® PRODUCTS. NO LICENSE, EXPRESS OR IMPLIED, BY ESTOPPEL OR OTHERWISE, TO ANY INTELLECTUAL PROPERTY RIGHTS IS GRANTED BY THIS DOCUMENT. EXCEPT AS PROVIDED IN INTEL’S TERMS AND CONDITIONS OF SALE FOR SUCH PRODUCTS. A “Mission Critical Application” is any application in which failure of the Intel Product could result, directly or indirectly, in personal injury or death. SHOULD YOU PURCHASE OR USE INTEL’S PRODUCTS FOR ANY SUCH MISSION CRITICAL APPLICATION, YOU SHALL INDEMNIFY AND HOLD INTEL AND ITS SUBSIDIARIES, SUBCONTRACTORS AND AFFILIATES, AND THE DIRECTORS, OFFICERS, AND EMPLOYEES OF EACH, HARMLESS AGAINST ALL CLAIMS, COSTS, DAMAGES, AND EXPENSES AND REASONABLE ATTORNEYS’ FEES ARISING OUT OF, DIRECTLY OR INDIRECTLY, ANY CLAIM OF PRODUCT LIABILITY, PERSONAL INJURY, OR DEATH ARISING IN ANY WAY OUT OF SUCH MISSION CRITICAL APPLICATION, WHETHER OR NOT INTEL OR ITS SUBCONTRACTOR WAS NEGLIGENT IN THE DESIGN, MANUFACTURE, OR WARNING OF THE INTEL PRODUCT OR ANY OF ITS PARTS. Intel assumes no liability and disclaims any express or implied warranty regarding the information in the presentation, including any liability or warranties relating to fitness for a particular purpose, merchantability, or infringement of any patent, copyright or other intellectual property right. Intel accepts no liability that you, or a third party might suffer due to your failure to heed the warning in this disclaimer. Intel makes no representation or warranties regarding this presentation's accuracy or completeness and accepts no duty to update this presentation based on more current information. Intel retains the right to make changes at any time, without notice. Any recommended operating methods, procedures, software or other information in this presentation are correct to Intel’s reasonable knowledge at the time of writing. The information in this document may need to be adapted to your specific situation or work environment. Intel accepts no liability for the implementation of these methods within your manufacturing environment. Furthermore, any named third party suppliers are provided for information only. Intel accepts no liability for the quality of third party suppliers and cannot guarantee the correct or suitable operation of third party products. INTEL DOES NOT ENDORSE ANY SPECIFIC PRODUCT OR ENTITY MENTIONED IN THIS PRESENTATION. Intel, the Intel logo, Ultrabook, and Core are trademarks of Intel Corporation in the U.S. and other countries. Other names and brands are the property of their respective owners. Copyright © 2014, Intel Corporation. All rights reserved.
- 3. From Chimpanzee to homo sapiens 3 2014 – Gossip 2017 – Common Myth 45 Individuals 1 location 2011 – Intimacy 150 Individuals Multi Geo 500 Individuals Multi Geo
- 4. 4 Agenda Who we are What we want to be Our implementation of Operational Excellence Some results The road ahead
- 5. Intel enables the Connected (and Smart) Home cable DSL Fiber Wireless 20
- 6. 6 • Planning Synchronously – Eng, BL • Cadence – Start, Stop, Sprint • Tools – Logging, Version control, storage, test • Continuous Delivery – Delivering integrated solution frequently • Sustainable – Constant pace indefinitely • Inspect & adopt – Identical KPIs, Reporting We Strive to Become a Japanese Train System UGW Cable WiFi PON ~500 developers 5 Development sites across the globe Corporate culture differences
- 7. Team EventsEvents Iteration Planning Daily Backlog Refinement Team Demo Retrospective Agile journey: work as one team PI Planning Scrum of Scrums Program Backlog Grooming / RTWG Inspect & Adapt Solution Sync Business alignment Biz GM to GM alignment Pre- PI planning alignment – Biz / Eng Retro Follow-up Team Level Train level Solution Level 12 weeks End to End process allows full visibility and system optimization 2017 – building Release Trains 2018 – synchronizing Trains
- 8. PI planning starts Software, Firmware Development and integration Agile in A Silicon Product Life Cycle 8 SoC Hardware Development Arch. Design Qualification R 2 R 3 R 6 R 4 R 5 • Agile started as pure SW methodology • Limited industry experience in embedded systems • Many platform variants • Investment in test automation is high Intel Reference Platform
- 9. • Maximize collocation and independency • X-Functional teams break org boundaries • Platform teams are optimized for quick customer response • New SoC/ IP teams operate outside the train until Power-On exit Train team structure • Platform - 1 • Platform - 2 • Tiger Platform/ Tiger • Component - 1 • Component - 2 • Component - N (X-functional). Components • OS • DevOps Common
- 10. e journey: Plan Synchronously Sun 13/01 Mon 14/01 Tue 15/01 Wed 16/01 Thu 17/01 Fri 18/01 Sat 19/01 Sun 20/01 Mon 21/01 Tue 22/01 Wed 23/01 Thu 24/01 Fri 25/01 Sat 26/01 Sun 27/01 Mon 28/01 Tue 29/01 Wed 30/01 Thu 31/01 IP Sprint Start of new PI Post PI planning – Solution Level - Full Report out to Biz Train 2 US Holiday Solution Dependencies sync India Holiday Train 4 Solution Dependencies sync Train 3 Train 1 final closure Solution Dependencies sync Train 1 All RTs running on same cadence allowing us to deliver aligned CHD solution
- 11. Before Gated Check-In After Gated Check-In Master Branch Broken ~6 d/month ~0 d/month Rate of merges blocked due to test failures 15% 0% 10% 20% 30% Jan-18 Jan-19 Manual Merge (%) 11 Agile journey: continuous delivery L1 Version controlled, regular scripted builds L2 Frequent polling builds L3 Automatic Gated Check-In L4 Scheduled integration L5 Continuous Delivery Improve Quality, Efficiency & Velocity by Optimizing Engineering Flows via Unified DevOps Solutions Today Jan 2018 Q4 2019
- 12. Adjusted PI Planning to Multi Geo Environment
- 13. Q1’17 Q4‘18 Agile journey: execution scorecard Agile methodology is showing positive results 40% -> 80%Delivery to commit +133%Velocity -50%Quality - GA to Launch -50%Average Release Delay +20%Commit to ask -42% +30% Customer support - Case Open to Close time - Resolved by field Fusion Customer Support Business Software Dev. Software/ System Val. Hardware System Eng.
- 14. Agile journey: Sense and Respond 1 1.5 2 2.5 3 3.5 4 4.5 5 Retrospectives on a regular cadence Take action on identified areas for improvement Plans work based on historical velocity Negotiates acceptance criteria w/PO Process to manage interrupts w/scope & priorities Consistently delivers while maintaining work-life balance Focused on team goals, not individual tasks Team collaborates on a daily basis Understands the business value of work Pre-Agile PI01 PI02 PI03 PI04 PI05 uPI01 uPI02 uPI03 • Quick jump in: team collaboration, alignment on shared goals and priorities • Strong foundation for continuous improvement • Must improve on: Interrupt management, Business – Engineering collaboration
- 15. The Road Ahead • Solidify Long term planning • Increase value delivery through improved velocity: • Reduction of supported active branches # • Architectural convergence • Reach L5 – Continuous delivery • Lead and further leverage open source solutions • Systematically measure value delivery
- 16. Intel Confidential – Internal use only 16
Editor's Notes
- Delivering reference platforms to enable efficient scale. Each platform is a solution. Platforms consist of multiple components delivered by different teams: Multiple broadband technologies, Network processor, WiFi, Ethernet, Voice Over IP. More components are delivered by partners. 4 main development sites (350BB+ ?CW): Israel, Poland, Germany, India. Each Release train is spread across 2 sites minimum plus off shore contractor employees. Teams are coming from acquisitions: different culture, different process. Accelerate the data center growth by enabling the connectivity. Intel is not in the small SoC that are being embedded in the majority of the home appliances. The smartness happen in the cloud. The connectivity is a business by itself. Connectivity is about major investment in R&D and Standards. There’s a reason Intel alone can execute on this vision As a company, we work end to end – from server with the programming to cloud to consumer home gateway. Intel is the only silicon company that plays in all places, allowing us to implement solutions that optimize the entire network. We’re taking all the same innovations we’ve developed for the cloud and driving it down. We enable the “cloudification of the access network” – more flexible, programmable devices that extend all the way to the edge of the home and make it possible to run different components on the same server. This helps make it easier, faster and cheaper for operators to upgrade services and innovate, thereby avoiding commoditization. This is shifting the basis for competition from hardware to software. Within our own company, we have access to world-class assets that are critical to delivering a secure, well-functioning smart home: We’re embedding McAfee security software on routers. Our Internet of Things Group (IOTG) is ensuring software compatibility between gateways/routers and smart devices. We’re porting SSG software assets onto the home gateway to create vertically integrated systems. No other company can provide these robust offerings. Platforms consist of multiple components delivered by different teams: Multiple broadband technologies, Network processor, WiFi, Ethernet, Voice Over IP. More components are delivered by partners.
- Mission statement. Japan has a reputation for being an efficient nation, and the train system is one of the ways in which this reputation was made. We have 4 trains in CHD 3 of them in PECS after PON moved to CTIC. Last year when I showed you the health score card some of them were running on steam. Not anymore and this year we aspire to turn all of them to high speed trains work efficiently together to deliver solutions. What have changed in 2018? Instead of each train free running on crossing paths with collisions happening all the time where WiFi releases are not synched with cable and UGW. Each has its own mode of operations, tools… some trains had so many stations (branch support platform models) that they hardly moved. Sustainability achieved by management commitment. Agile has defind 10 principles I distilled them to 6 here in. Late last year, one particular train story went viral because one specific train departed 20 seconds early. The guilty party was the Tsukuba Express, which travels between Tokyo and the city of Tsukuba. It left the platform at 9:44:20 instead of 9:44:40 as scheduled. To remedy this blasphemous situation, the company released a statement apologizing for the issue, citing that the driver failed to read the schedule properly and promised it wouldn’t happen again. As expected, social media users had a field day.
- Solution dependencies- all RTEs and Product Marketing Marut I suggesting to split the wifi and hold it Oct/10 and Monday Oct/15 – Noa to talk to wifi and marketing Ami- suggesting the wifi to close before everyone
- Predictability (green): We made great progress in delivering to commitment measuring content and release date. starting with 60% average on all trains we ended the year in 80% minimum. For the 1st time all trains meat or exceeded the 80% threshold. Velocity (red) – 20% more features per month. Yet customers still complain on our velocity and marked it as our main improvement goal. We deliver less than 50% of what the business ask in every PI. Our timeline is still behind competition when it comes to major platforms eg XB6, XB7. Quality (Yellow)- made progress on bug backlog reduction yet. Yet issues like Docsis certification failures and long qualification of key platforms like XB6, Magenta due to quality issues. Security (red): We missed our targets for UGW and cable SDL compliancy by 4Q/18. Plans have been pushed out by a year causing overhead due to the need for wavers and delays in our deliveries. We must make a mindset shift when it comes to Security and find ways to leverage it as a competitive advantage. Customer support (Green): Great improvement in our front line performance. In 2018 we have invested in upskilling our CAE capabilities in WiFi, GW SW, Networking, Docsis and PON through massive training, job rotation in engineering and the establishment of platform teams and tiger teams focused on quick response to customer immediate need. We also increased by ??% our WiFi CAE workforce in TW and China. It all results with more than 40% reduction in response time and 50% more tickets resolved by CAE Vs going back previously to engineering allowing the engineering team to push forward our product velocity. Resource for Success (yellow): New cable team in Poland 29 engineers on board according to plan before MARS. Ramping on Netwrorking and now on GW. Already part of the PI. WiFI support in China grew by 100% from 4 1BB+3CW to 8 all are BB. WiFI expert in TW – 50% growth. New WiFi team in BGR - ?? Contributing to the PI03 for the 1st time.
- Lastly I would like to thank for the steering team of this conference I am sure you will mention all the names later. Have a great day. Thank you.