The document discusses how an engineering services company called Critical Manufacturing can implement Agile practices for their software maintenance work. It outlines some of the challenges of applying Agile to maintenance work given the nature of the work and having different product owners for each project. It then describes how they unified the product backlog, prioritized work, and planned sprints to help overcome these challenges. The expected benefits include a stronger development team, more efficient planning and delivery, a single requirements flow, and happier customers and employees.

1. EMPOWERING
OPERATIONS 1
Agile with Services
Pedro Gama
pedro.a.gama@criticalmanufacturing.com

2. EMPOWERING
OPERATIONS 2Agenda
1 Company profile
2 What’s different with Services
3 How can Agile fit
4 What can be expected
5 Q & A

3. EMPOWERING
OPERATIONSCompany profile 3
Innovation
 Cutting-edge innovative
products and
technologies
 Addressing the most
important
manufacturing industry
challenges
Experience
 Commitment to a
Product development
roadmap
 Customer specific
requirements through
Services team
Reference Customers
 Products & Services
 Semiconductors, Solar,
Electronics, Medical
Devices
 Manufacturing & R&D
 Europe, USA & Asia

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What’s different
with Services
4

5. EMPOWERING
OPERATIONSChallenges for the Agile 5
Product owner on customer side
Nature of Work
 Preventive + Corrective + Evolutive
Maintenance
 Productive Support and Technical advice
Service Level Agreements
Discrete requirements input flow

6. EMPOWERING
OPERATIONSChallenges for the agile 6
Diversity
 Distinct product ownership
for each project
 Several small development
teams
6 Projects
Developers 10
31 Applications
Modules 75

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How can Agile fit 7

8. EMPOWERING
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Unify Product backlog
 One single team for execution
 Scale it to bundle several projects
 Reflecting the needs for upcoming
period
 Include all expected work
 Estimate using several reference
user stories

9. EMPOWERING
OPERATIONSAgile in software maintenance 9
Prioritization and Planning
 Use unique priority rank
 One Product Owner
Continuous improvement
 Blend development team expertise
 Use product backlog workshops for knowledge consolidation
 Retrospectives are key!

10. EMPOWERING
OPERATIONSAgile in software maintenance 10
Sprint Planning
 Include time buffer for productive support
 Plan for identified improvements
 Reserve time for technical discussions

11. EMPOWERING
OPERATIONSDeveloment process overview 11
• Define next version
scope
• Focus discussion on
most complex stories
• Detail requirements
Product backlog
preparation
• Review and estimate all
content
• First release plan
Product backlog
workshop • Development iterations
• Product backlog
grooming
• Release plan update
Product backlog
execution
• Overall sprint execution
retrospective
• Identify and select
improvements
Product backlog
retrospective
EXECUTION CYCLE
PLANNING CYCLE

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What can be expected 12

13. EMPOWERING
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Strong development group
 Synergies increased
 No dependence on specialists
 Capacity is dynamically allocated
 Increased motivation

14. EMPOWERING
OPERATIONSWhat has changed ? 14
More efficient planning and
delivery
 Improved communication also on
customer side
 Focus is kept on the essential
 Increased flexibility
 Productivity and delivery rate
increased dramatically

15. EMPOWERING
OPERATIONSWhat has changed ? 15
Single flow for all requirements
 Harmonized prioritization process
 Natural alignment on planned deliveries
 More efficient communication channel

16. EMPOWERING
OPERATIONSWhat has changed ? 16
Happy Workgroup
Much happier and Satisfied
Customer

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Thank you! 17

18. EMPOWERING
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19. EMPOWERING
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CRITICAL MANUFACTURING
RUA ENGº FREDERICO ULRICH, Nº 2650
4470-605 MOREIRA DA MAIA - PORTUGAL
P: +351 229 429 607
F: +351 229 446 929
Pedro Gama
Program Manager
+351 917 331 738
pedro.a.gama@criticalmanufacturing.com