Agiles PMO                                              Agile Entwicklung mit 10+ Teams und                               ...
Traian KaiserDirektor Agiles Projektmanagement & PMO (XING AG)           13 Jahre Internet-Business           Firmen: IBM,...
~160    Mitarbeiter in der Produktentwicklung                         ~360                     Mitarbeiter bei XING  50Rel...
Agile Entwicklung     in 5 Min.                    6
Agile Software-entwicklung ist• werteorientiert• nutzenorientiert•lösungsorientiert• flexibel• schlank                     7
Kulturelle Aspekte eines      agilen PMO                           8
Das agile PMO ist kein Steuerungs-instrument des Managements,sondern eine Service-Abteilung fürund Schnittstelle zwischenE...
Schnelle Entwicklungszyklensind heilig und werden verlangt,nicht verhindert.                                   10
Das agile Dreieck ersetzt das    traditionelle Projektmanagement-    Dreieck.    Traditionelles         Agiles            ...
Die agile Organisationder Produktentwicklung        bei XING                          12
Permanente,krossfunktionale Teamswerden entlang derKommunikationsengpässein der Produkt-wertschöpfungsketteorganisiert.   ...
Product                             Council &                             Manage-                               mentMeta-T...
Manage    Meta-            -ment    Team                  Agile                   s           Team- PMO Agile           le...
Portfoliomanagement, Identifizierung und  Implementierung       bei XING                       16
1 Month                                                                         Output: Goals/Scope/Epics &               ...
Markt- und Chancen-                                       Ideengenerierung und                                            ...
Markt- und Chancen-                                        Ideengenerierung und                                           ...
Werkzeuge des agilen PMOs   bei XING                20
Firmenweite Initiativenliste
Schlankes und flexibles Tool fürMA-Einsatzplanung, Controlling &Reporting
Zentrales PMO-Dashboard
Automatisierte Reportings
Danke                                                         Noch Fragen?                                Traian Kaiser   ...
Creative Commons Picture Credits    • Page 2: „Fractal“ (http://www.flickr.com/photos/cuellar/5089984290/sizes/m/in/photos...
DISCLAIMER  This presentation was produced in May 2010 by XING AG (the "Company") solely for use as an information source ...
Agiles PMO: Agile Entwicklung mit 100+ Mitarbeitern
Agiles PMO: Agile Entwicklung mit 100+ Mitarbeitern
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Agiles PMO: Agile Entwicklung mit 100+ Mitarbeitern

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Agiles PMO: Agile Entwicklung mit 100+ Mitarbeitern

  1. 1. Agiles PMO Agile Entwicklung mit 10+ Teams und 100+ MitarbeiternTraian Kaiser, Lean Kanban Central Europe, October 2011 2
  2. 2. Traian KaiserDirektor Agiles Projektmanagement & PMO (XING AG) 13 Jahre Internet-Business Firmen: IBM, Yahoo, XING, … Betriebswirt, PMP, CSM
  3. 3. ~160 Mitarbeiter in der Produktentwicklung ~360 Mitarbeiter bei XING 50Releases im Jahr
  4. 4. Agile Entwicklung in 5 Min. 6
  5. 5. Agile Software-entwicklung ist• werteorientiert• nutzenorientiert•lösungsorientiert• flexibel• schlank 7
  6. 6. Kulturelle Aspekte eines agilen PMO 8
  7. 7. Das agile PMO ist kein Steuerungs-instrument des Managements,sondern eine Service-Abteilung fürund Schnittstelle zwischenEntwicklungsteams undManagement. Agile Prinzipienwerden dabei in der Hierarchieskaliert. 9
  8. 8. Schnelle Entwicklungszyklensind heilig und werden verlangt,nicht verhindert. 10
  9. 9. Das agile Dreieck ersetzt das traditionelle Projektmanagement- Dreieck. Traditionelles Agiles AgilesProjektmgmt-Dreieck Projektmgmt-Dreieck Dreieck (Releasebares Produkt) Umfang Kosten Zeitplan NutzenKosten Zeitplan Umfang Qualität Rahmen- (Zuverlässiges, bedingungen verwendbares (Anforderungen, Produkt) Kosten, Zeitplan)Jim Highsmith in „The Evolution to an Agile Triangle“ 11
  10. 10. Die agile Organisationder Produktentwicklung bei XING 12
  11. 11. Permanente,krossfunktionale Teamswerden entlang derKommunikationsengpässein der Produkt-wertschöpfungsketteorganisiert. 13
  12. 12. Product Council & Manage- mentMeta-Team Principal Agile PjM Principal Product Owner Teamleiter Agiles Principal UX Lead Fachbereich PMO Principal Tech- e Lead/ArchitektTeams Agile PjM Agile PjM Agile PjM Product Owner Product Owner Product Owner UX Lead UX Lead UX Lead Tech Lead Tech Lead Tech Lead Entwickler QA Entwickler QA ... Entwickler QA … … …
  13. 13. Manage Meta- -ment Team Agile s Team- PMO Agile leiter PjMDas Meta-Team repliziert die Strukturund Aufgaben der Teams auf höhererEbene.Das PMO-Team unterstützt das Meta-Team, die Projektmanager, die 15
  14. 14. Portfoliomanagement, Identifizierung und Implementierung bei XING 16
  15. 15. 1 Month Output: Goals/Scope/Epics & Time/Sprints Market & Opportunity Ideation/Brainstorming Research Initiative Portfolio PO, UX Lead PO, UX Lead Go/Pull Initiative A Initiative A TechLead TechLead, User User Insigths Insigths, Marketing PC Initiative A Priorisierung BI Agile Team, Domain Initiative B Experts Initiative C Prototyping User Testing PO, UX Lead PO, UX Lead User Insights User Insigths Agile Team Agile Team others others Opportunity Assessment Deep Dive PC Deep Dive PC Initiative A Evaluierung Initiative B Reihenfolge 2 Month X Initiative C Go/Kill Implementation Implementation & Validation Discovery Epic A Agile Team Epic A Agile Team User Story 1 PO Epic B POTeams Innovation Produktstrategie User Story 2 UX Lead Epic C UX Lead Tech Lead Epic D Tech Lead C Output: Shippable product & Learnings
  16. 16. Markt- und Chancen- Ideengenerierung und analyse Brainstorming Initiative Portfolio PO, UX Lead PO, UX Lead Go/Pull Initiative A Initiative A TechLead TechLead, User User Insigths Insigths, Marketing PC Initiative A Priorisierung Bus. Inteliigence Agiles Team, Expertem Initiative B Initiative C Prototypen Produkt-Tests PO, UX Lead PO, UX Lead User Insights User Insigths Agiles Team Agiles Team … … Opportunity Assessment Initiative A Evaluierung Initiative B Reihenfolge 2 Month X Initiative C Go/Kill Implementation & Validation Epic A Agile Team User Story 1 POTeams Innovation Produktstrategie User Story 2 UX Lead Tech Lead C Output: Shippable product & Learnings
  17. 17. Markt- und Chancen- Ideengenerierung und analyse Brainstorming Initiative Portfolio PO, UX Lead PO, UX Lead Go/Pull Initiative A Initiative A TechLead TechLead, User User Insigths Insigths, Marketing PC Initiative A Priorisierung Bus. Inteliigence Agiles Team, Expertem Initiative B Initiative C Prototypen Produkt-Tests PO, UX Lead PO, UX Lead User Insights User Insigths Agiles Team Agiles Team … … Opportunity Assessment Deep Dive PC Initiative A Evaluierung Reihenfolge Initiative B X Initiative C Go/Kill Implementierung Deep Dive PC & Validierung Stop/Next Epic A Agile Team User Story 1 POTeams Innovation Produktstrategie User Story 2 UX Lead Tech Lead C
  18. 18. Werkzeuge des agilen PMOs bei XING 20
  19. 19. Firmenweite Initiativenliste
  20. 20. Schlankes und flexibles Tool fürMA-Einsatzplanung, Controlling &Reporting
  21. 21. Zentrales PMO-Dashboard
  22. 22. Automatisierte Reportings
  23. 23. Danke Noch Fragen? Traian Kaiser Direktor Agiles Projektmanagement & PMO XING-Profil: xing.to/traian Das Professionelle Netzwerk www.xing.comXING – Powering Relationships 25
  24. 24. Creative Commons Picture Credits • Page 2: „Fractal“ (http://www.flickr.com/photos/cuellar/5089984290/sizes/m/in/photostream/) from cuellarXING – Powering Relationships 26
  25. 25. DISCLAIMER This presentation was produced in May 2010 by XING AG (the "Company") solely for use as an information source for potential business partners and is strictly confidential. It has been made available to you solely for your own information and may not be copied, distributed or otherwise made available to any other person by any recipient. This presentation is not an offer for sale of securities in the United States. The distribution of this presentation to you does not constitute an offer or invitation to subscribe for, or purchase, any shares of the XING AG and neither this presentation nor anything contained herein shall form the basis of, or be relied on in connection with, any offer or commitment whatsoever. The facts and information contained herein are as up-to-date as is reasonably possible and are subject to revision in the future. Neither the Company nor any of its subsidiaries, any directors, officers, employees, advisors nor any other person makes any representation or warranty, express or implied as to, and no reliance should be placed on, the accuracy or completeness of the information contained in this presentation. Neither the Company nor any of its subsidiaries, any directors, officers, employees, advisors or any other person shall have any liability whatsoever for any loss arising, directly or indirectly, from any use of this presentation. The same applies to information contained in other material made available at the presentation. While all reasonable care has been taken to ensure the facts stated herein are accurate and that the opinions contained herein are fair and reasonable, this document is selective in nature and is intended to provide an introduction to, and overview of, the business of the Company. Where any information and statistics are quoted from any external source, such information or statistics should not be interpreted as having been adopted or endorsed by the Company as being accurate. This presentation contains forward-looking statements relating to the business, financial performance and results of the Company and/or the industry in which the Company operates. These statements are generally identified by words such as "believes," "expects," "predicts," "intends," "projects," "plans," "estimates," "aims," "foresees," "anticipates," "targets," and similar expressions. The forward-looking statements, including but not limited to assumptions, opinions and views of the Company or information from third party sources, contained in this presentation are based on current plans, estimates, assumptions and projections and involve uncertainties and risks. Various factors could cause actual future results, performance or events to differ materially from those described in these statements. The Company does not represent or guarantee that the assumptions underlying such forward-looking statements are free from errors nor do they accept any responsibility for the future accuracy of the opinions expressed in this presentation. No obligation is assumed to update any forward-looking statements.XING – Powering Relationships 27
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