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  • 1. Facts & Figures
  • 2.  Application of the japanese „lean“ concept on project management Self organised teams, close collaboration of clients -developers Bottom-up corporate development Agile methods: Scrum, Kanban, Scrumban, Extreme Programming, etc. Most popular agile method: Scrum
  • 3. Scrum is … An agile management framework A method of management for complex projects (inspect & adapt) A lean, agile process for project management especially in software development (ca. 75%) IT projects are growing up…
  • 4.  „Classical“ waterfall methods in project and development steering are not functioning as desired End-to-end planning is effecting negatively on flexibility, goal orientation and the final product With standardised methods, budget and time frames cannot be met on a regular basis…
  • 5.  Simple rules A few roles Several meetings Some artefacts/tools Iterative approach Self organising, interdisciplinary teamsScrum is..A simple framework, which is not that easy toexecute…
  • 6.  6 Roles: Product Owner Team (Developers) Scrum Master Manager Customers User 7 Artefaktes: Product Backlog Release Burndown Sprint Backlog Sprint Burndown Impediment Backlog Potentially Shippable Code Burndown Charts 5 Meetings: Release Planning Sprint Planning Meetings 1+2, Daily Scrum Sprint Review Sprint Retrospective
  • 7.  Lean Planning Phase: Product Vision-> Release-Planung-> Product-Backlog Product Vision: Idea of a product, which inspires Strategical planning phase: content of the release plan The product backlog: fixing of product features
  • 8. Bottom-up corporate developmentExchange in meetings Sprint Planning Meeting 1+2 Daily Scrum- Daily meeting, overview of the progress of each team member Sprint Review: presentation of work results Sprint Retrospective: Ideas of improvement
  • 9.  Shortening of the „time-to-market“ Need for reduced time and budget in projects Improvement of productivity Alignment of IT to the organisation´s KPIs Improved software quality Increased project transparence Optimised team collaboration Improved communication, within the team and to the outside Increased customer satisfaction
  • 10. Employee Survey at Allianz, Germany:The effect of Scrum was: Improvement of customer satisfaction 63% Improved quality 57% Increased transparency 91% Would again decide for Scrum 82%
  • 11.  According to statistics, only 5% of all agile users do not see significant improvements of results and efficiency Users of agile methods have been more successful in companies within the last 3 years than users of standard PM methods. Users of agile methods rate scrum practices better than users of standardised PM methods
  • 12.  Client ContactProjects with direct client contact several times a week have beensignificantly more succesful than others„Business people and developers must work together daily throughoutthe project“ (Agile Manifest) FlexibilityReaction on change is given more emphasis than following of a pre-setplan SpeedDelivery of functioning software on a regular basis within a fewweeks and months with focus on prioritising the shorter time frame
  • 13.  Focus: EmployeeBuild up projects around motivated individuals and provide them withthe environment and support they need. Trust, that they will managethe tasks you give them. Team MeetingsOn a regular basis, the team reflects, how it can work more effectivelyand can adapt behavior accordingly SustainabilityAgile processes promote sustainably development. The customer,developer and user should maintain a steadily pace.
  • 14.  How can I affect a team to deliver excellent work? Agile management -> focus on value creation, not adaptation Working in self organised teams, benefit from the brain power of all members The result: „Cultural Change“ within the organisation An organisationwide change process is starting - > the company is on the way to an agiel organisation
  • 15. Sonja MBO Consulting Altheimer Eck 11 80331 MünchenTel. +49 (0) 89 1250 9223-0