schedule Mar 19th 03:45 PM - 04:30 PM place Grand Ball Room 1

Quality in Eurofins Genomics is a central focus point - analysis we do or products we produce have critical applications, be it production of drugs, identifying rare diseases or gene editing. IT is a driving force behind the scenes which challenges us to ensure the highest quality standards without compromising on speed.

When we start a new project, we do it with enthusiasm and feeling of doing something meaningful or even cool. Following scrum we quickly establish our velocity and deliver soon first release into production. Overall quality is quite good; results from testing acceptable, deadlines are coming so nothing can stop us. Let’s prioritize last bugs, fix critical, move rest into backlog – now we can be proud of having delivered value to users!

We continue delivering at ever increasing speed as team matures! Unfortunately the idyllic scenery gets soon destroyed by first, more and more effort needs to be spent addressing issues from both QA and production. We spend time arguing with QA and users on what is bug or if this defect is P2 or P3 or can even be seen as P4, from time to time we take a sprint to “stabilize”, but all too often nothing changes. User stories are getting spilled to next sprints, we postpone releases to have more time for testing, club them with next releases and finally find ourselves in downward spiral..

As quality cannot be compromised we quickly decide that Agile is fine, but as we work in regulated environment we need to be pragmatic and adjust Agile to our needs. What comes out is unfortunately not much different to Waterfall or V-Model, we still keep sprints and do reviews, but realize that only form is left. I am directly responsible for IT in Eurofins Genomics so will share experience from the field on how did we overcome this and reanimated Agile.

 
9 favorite thumb_down thumb_up 6 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/Structure of the Case Study

In first part I will give you a short introduction on who I am and what we do. Then we will look at the quality requirements in Biotech and related industries and what was the situation with quality at Eurofins Genomics. We will continue with challenging status quo and looking at how the holy grail of zero defects was achieved and what was the impact on team velocity.

Learning Outcome

In this session you will learn how Eurofins Genomics IT approached a challenge of zero defects, what is the real cost of quality and learn how to repeat it yourself.

Target Audience

IT executives, project managers, developers and anybody interested in achieving the quality

Prerequisite

Open mind to challenge the way how we see acceptable quality.

schedule Submitted 2 months ago

Public Feedback

comment Suggest improvements to the Speaker
  • Prasad
    By Prasad  ~  2 months ago
    reply Reply

    Hello Gaitis

    Thanks for the proposal from Pharma / Genomics context. Are you planning this as an experience report ? where you can bring the perspectives of cost of quality in your context and the outcome/ business value that you are able to achieve.  AgileIndia attracts participants and speakers across globe with varied background and context. CoQ is very subjective, to relate to diverse audience it may be good idea to bring practical ideas related to CoQ and related experiments..

     

    Also can you please provide  links of your previous talks?

     

    Regards

    Prasad

    • Gaitis Kasims
      By Gaitis Kasims  ~  2 months ago
      reply Reply

      Hi Prasad,
      yes, this is an experience report. Before implementing, I have studied the topic from theoretical aspects and took a risk to implement in Genomics IT and now would be happy to share the real world experience which hopefully can encourage others to try the same. I know that CoQ has been quite a controversial topic with a lot of precaution toward the practicality of going beyond "acceptable quality", hope this would result also in discussion around the topic based on real experience.
      Previously I have given talks only in internal conferences, just recently I gave speech in scientific conference on "Applying Lean to Improve Quality in Software Development Projects" in 2nd International Conference on Business and Information Management, you can check out abstract here: http://icfme.org/history/prog-2018.pdf

      • Tathagat Varma
        By Tathagat Varma  ~  1 month ago
        reply Reply

        Gaitis, your deck looks interesting in terms of how a practitoner would stay focused on driving continuous improevements and looks at various metrics depicting trends in cost of quality, cost of non-quality, etc. To that end, while the topic is interesting, it is often presented in agile conferences. I think what is very interesting for the audience is how you guys are adapting agile methods in healthcare / pharma context becuase that is often seen as an area where agile doesn't work due to long gestation cycles, or regulations, etc. I beleive it would be a great value for the the conference attendees to listen to those experiences. Would you like to reframe your talk accordingly?

        • Gaitis Kasims
          By Gaitis Kasims  ~  1 month ago
          reply Reply

          Hi Tathagat,
          thanks for the comment! I agree with you that topic as such has been presented often, if you think it would be interesting for audience I am happy to reframe my talk also, at is happening anyways in healthcare constance, it's not a big deal. I can't promise this however before weekend as I'm travelling these days.
          Thanks,
          Gaitis Kasims

          • Tathagat Varma
            By Tathagat Varma  ~  1 month ago
            reply Reply

            Gaitis, please send a revised deck/proposal at your earliest convenience. I think we have no other proposal from healthcare domain, so I am keen to have a good session there that helps our participants from regulated and/or healthcare understand how some of the practitioners such as you are bringing agility into your work. 

            • Gaitis Kasims
              By Gaitis Kasims  ~  1 month ago
              reply Reply

              Proposal and slide deck is updated now!


  • Liked Alex Sloley
    keyboard_arrow_down

    Alex Sloley - The End is Nigh! Signs of Transformation Apocalypse

    45 Mins
    Talk
    Advanced

    How can an Agile Coach figure out when an Agile “Transformation” is going wrong? Are there signs that they might see, heed, and take action upon? Of course, there are!

    Hindsight is 20/20, but in the moment, these warning signs can be hard to see. Let’s explore some of the more common, and frightening, warning signs that your Agile “Transformation” might be exhibiting. We will discuss transformation provider types, frameworks, keywords, and other anti-patterns that might be signs that THE END IS NIGH.

    This session will review common themes and help familiarize you with the warning signs. Armed with this new knowledge, you will be able to plan as appropriate, to help navigate your organization through potential impending doom.

  • Liked Rashina Hoda
    keyboard_arrow_down

    Rashina Hoda - Becoming Agile vs Doing Agile (Research Talk)

    Rashina Hoda
    Rashina Hoda
    Sr. Lecturer
    University of Auckland
    schedule 3 months ago
    Sold Out!
    45 Mins
    Talk
    Beginner

    After 20 years since the manifesto, the latest state of agile reports more than 80% of organizations as "still maturing" in their agile practice. As agile methods expand beyond small teams and software itself, we are still struggling to answer these questions:

    • Why is it that some teams are more 'agile' than others even though they all claim to be practicing agile methods?
    • What all dimensions need to change as teams, managers, and entire organizations attempt to become agile?
    • How do these dimensions interact with each other?
    • Overall, what does it take to become agile and how does that differ from doing agile?

    This talk is based on my original theory of becoming agile developed from 10+ years of industrial research of agile practice in New Zealand and India, which received the distinguished paper award at the IEEE/ACM international conference on software engineering (ICSE), in 2017.

    In this session, I will explain the key dimensions that need to transition during agile transformations, using industrial examples, and highlight what you can do to progress beyond simply doing agile, to harness the most from your agile transformations.

    This keynote will add a unique research perspective to the conference program, sharing agile research in an industry-friendly format and delivery style.

  • Liked Jutta Eckstein
    keyboard_arrow_down

    Jutta Eckstein / John Buck - Using Beyond Budgeting and Sociocracy for agile-friendly performance appraisals

    90 Mins
    Workshop
    Intermediate

    There are many suggestions dealing with Agile-friendly performance appraisals, which promise to rely on trust, honesty, respect, safety, and servant leadership. The Agile Manifesto does not address performance appraisal although it does generally mention regular and frequent feedback, which can also be applied to performance evaluation. Two related methods that share the same values as Agile, Beyond Budgeting, and Sociocracy, have worked out interesting approaches to agile performance review. In this session we want to present these two different performance appraisal approaches and want to invite the participants of this workshop to discuss the strengths and drawback of both and the possible synthesis of the two approaches.

    Similar to the Agile Manifesto, Beyond Budgeting is founded on values and principles. Two of its twelve general principles focus on the topic of performance appraisals. Where the first principle asks to “engage and inspire people around bold and noble causes; not around short-term financial targets,” the eleventh principle advocates: “Evaluate performance holistically and with peer feedback for learning and development; not based on measurement only and not for rewards only.” Thus, the main strategy of Beyond Budgeting is to separate (financial) bonuses from performance evaluation and to use relative and not fixed targets as a foundation for the evaluation.

    Sociocracy suggests holding 360 degree in-person meetings. The person being reviewed should request it when needed, not just on a rigid annual basis, and perhaps not just once in the year. In the 360 degree meeting, the organization itself can be critiqued in the review - “the way we are organize is causing performance problems.” Similar to Beyond Budgeting there is a focus on the vision and mission of the specific department as well as the overall company as a source of inspiration and motivation. The output of the performance review meeting should be a development plan that the immediate group of supervision, peers, and subordinates consent to.

    The type of measure is important - should we look at feedforward (leading indicators) as well as at feedback (lagging indicators). Financial bonuses can be set up - a lagging indicator. Sociocracy says consider the group performance when giving bonuses but you can also consider individual performance within that context.


    In this session we will summarize Beyond Budgeting and Sociocracy for the participants and then invite them to explore with us different strategies for synthesizing. Participants will take away insights that they can use in their organizations.

  • Liked Gabor Devenyi
    keyboard_arrow_down

    Gabor Devenyi / Alex Sloley - The magic number is 10

    45 Mins
    Talk
    Beginner

    Why are Agile teams supposed to be small? How big are they supposed to be? Most agilists tend to agree that a team of ten people works well.

    But what is it about the number 10 that makes it the “magic” number?

    Since the start of human evolution, people formed groups to be more effective. Whether it was the hunt for a mammoth or going to war, working in teams ensured a greater chance of success.

    There have been various researches from Dunbar’s paper through the Scrum Guide to military formations about the ideal number of people in a team.

    We’ll discuss the historical, scientific and cultural reasons why 10 seems to be the magic number of forming effective teams.

    Does the number of team members really matter? Is 10 really the magic number. You will get an answer that will help you to create effective teams with the right amount of people.

  • Liked Maaret Pyhajarvi
    keyboard_arrow_down

    Maaret Pyhajarvi - Working without a Product Owner

    45 Mins
    Case Study
    Intermediate

    For a decade of software product agile, we had worked in a structure where business responsibility of what to build was allocated to a product owner and the responsibility of how to build it was allocated to a development team. Product owner would maintain a backlog, act as voice of the customers. Until one day we realized that the choice of what to build or fix is hard, and critical to everyone’s success. If we wanted to do it poorly, we delegated it to a single product owner.

    We started a no product owner experiment. For three months, we experienced the development team delivering multitudes of value to what we had grown to expect, and innovate customer-oriented solutions in direct collaboration with customers. Team satisfaction and happiness bloomed. The experiment turned into a continuous way of working.

    Customer-focused team directly in touch with their customers performs better without a proxy. Join me to learn how the decision power shared for everyone in the team transformed the ability to deliver, and how collaboration is organized with product experts and business representatives.



  • Liked Fennande van der Meulen
    keyboard_arrow_down

    Fennande van der Meulen / Maartje Wolff - Designing happy teams: use Design Thinking to enhance happiness at work, raise productivity and creativity

    90 Mins
    Workshop
    Beginner

    We all know that innovative organizations are more successful. But how does Happiness at Work fit in the equation? Definitely, there is a link between happy, creative, innovative and successful organizations. In this interactive workshop, you will experience how Design Thinking and Happiness at Work go together and how that leads to success in so many organizations. We will provide practical tips on how to develop new habits to empower your creativity, empathy and thus happiness at work.

    On the basis of the theory of happiness and design thinking participants will experience step by step how they can work on more creativity and innovative thinking in their organization. The workshop will be very interactive with small exercises and mind setters.