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Paradigmenwechsel im Projektmanagement auf dem Weg zur Lean Enterprise

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Traian Kaiser, Director Agile Project Management & PMO XING AG, auf den Scrum Days im September 2011

Traian Kaiser, Director Agile Project Management & PMO XING AG, auf den Scrum Days im September 2011

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    Paradigmenwechsel im Projektmanagement auf dem Weg zur Lean Enterprise Paradigmenwechsel im Projektmanagement auf dem Weg zur Lean Enterprise Presentation Transcript

    • Paradigmenwechsel im Projektmanagement auf dem Wege zur Lean EnterpriseTraian Kaiser, Scrum Days, September 2011 2
    • Traian KaiserDirector Agile Project Management & PMO (XING AG) 13 Jahre Internet-Business Firmen: IBM, Yahoo, XING, u.a. Betriebswirt (BA), Agilist, People Manager
    • ~140 Mitarbeiter in der Produktentwicklung50Releases im Jahr
    • SCRUM Meist Produktentwicklung KANBANMeist Betriebs- und Service-Teams
    • Paradigmenim Projektmanagement 7
    • Das magischeProjektmanagement-Dreieck ist die Grundlage eines Projekts 8
    • Dreh- und Angelpunkteines Projekts ist derProjektmanager 9
    • Gute Modelle / Prozesse (und PjM die sie beherrschen) sichern den Projekterfolg 10
    • Paradigmenwechsel 11
    • Ein Paradigmenwechsel findet statt…… wenn sich das Verständnis einer Gruppeüber eine angenommene Realität durchradikale neue Indizien grundlegendverändert. 12
    • Paradigm shift happens in 6 steps
    • Trotz erfahrener Projektmanagerund ausgefeilten Methodenscheitern zu viele Projekteteilweise oder vollständig. 14
    • Paradigm shift happens in 6 steps
    • Jeff Sutherland Ken Schwaber Jim Highsmith Jim Highsmith Kent Beck Pioniere im Bereich Agile & Lean…David Anderson Mary Poppendieck Mike Cohn Alistair Cockburn 16
    • … und Ihre Ideen. 17
    • Paradigm shift happens in 6 steps
    • Gemeinsam mit Kunden und Nutzern „erkundete Anforderungen“ sind Teil des Projekts (und nicht des Vertrags). 19
    • Änderungen während der Umsetzung sind normal und willkommen. 20
    • Das Team arbeitet ständig zusammen, tauscht Erfahrungen aus und optimiert fortlaufend Ergebnisse und Effizienz. 21
    • Weniger Regeln = mehr Alternativen (und Denken) IPMA: >100 Artefakte, 40 Kapitel, 2500 S. Scrum: 9 Artefakte, Kanban: 3 Artefakte
    • Paradigm shift happens in 6 steps
    • Continuous IntegrationEstimation Game Lead Time XING – Powering Relationships 24
    • Paradigm shift happens in 6 steps
    • 26
    • Paradigm shift happens in 6 steps
    • Welche Paradigmen sich ändern 29
    • Verhandlungen & Verträge vs. Zusammenarbeit und Vertrauen“The result of long-term relationships is better andbetter quality, and lower and lower costs.” William E. Deming, Economic Scientist
    • Anforderungen vs. Wertschöpfung. Traditionelles Agiles Agiles Magisches Dreieck Magisches Dreieck Dreieck (Relasebares Produkt) Umfang Kosten Zeitplan NutzenKosten Zeitplan Umfang Qualität Rahmen- (Zuverlässiges, verwendbares bedingungen (Anforderungen, Produkt) Kosten, Zeitplan) Jim Highsmith in „The Evolution to an Agile Triangle“
    • Geführte vs. selbstorganisierte Teams"There are no longer any great jobs where someoneelse tells you precisely what to do." Seth Godin in “Linchpin”
    • Prozesse & Tools dienen der Risikominimierung vs. Prozessen & Tools dienen dem Projekt“If process standards are rules telling people whatto do, improvement will be suppressed. If they are abaseline that workers are expected to improve,people will discover better ways to do their work…” Mary & Tom Poppendieck, in Leading Lean Software Development
    • Fokus auf Fachabteilungen vs. Fokus auf Wertschöpfungsketten“Break down barriers between departments.People in research, design, sales, and productionmust work as a team, to foresee problems ofproduction and in use that may be encountered withthe product or service.” William E. Deming, Economic Scientist
    • Verantwortlicher Projektmanager vs. Abgrenzung der Verantwortung zum Team und in der Fachlichkeit.“Take it to the team” Lyssa Adkins, Agile Coach
    • Aussichten 36
    • “To change altitude, you have to dropballast.In life, ballast are our certainties,paradigms, and dogmas that hinder usto solve new challenges“ Bertrand Picard Solar Impulse
    • “Complex systems are complex becauseof the many relationships, both knownand unknown, that make the systemsunpredictable“ Jurgen Appelo Management 3.0
    • XING sucht neue Kollegen !!! Agile Projektmanager Quality Manager Product Owner Interaction Designer Frontend Entwickler Ruby & Perl Entwickler ... http://corporate.xing.com/deutsch/unternehmen/karriere-bei-xing/
    • Vielen Dank Fragen? ... noch Fragen? Traian Kaiser Director Agile Project Management & PMO XING-Profil: xing.to/traianInteressiert in Lean Software Development? Besuchen Sie unsere XING-Gruppe:http://www.xing.com/net/leansoftwaredevelopment/ Das professionelle Netzwerk www.xing.comXING – Powering Relationships 40
    • Creative Commons Picture Credits • Page 2: „Change Priorities“ (http://www.flickr.com/photos/bigpinkcookie/22716359/) from Christine • Page 9: „Triangle…“ (http://www.flickr.com/photos/chernobylbob/4864213250/) from ChernobylBob • Page 11: „229E0079_RT8“ (http://www.flickr.com/photos/djonesphoto/3234322189/) from d. jones photo • Page 21: „Google Space Plan 2010“ (http://www.flickr.com/photos/jurvetson/5057871023/) from jurvetson • Page 25: „Pretty Pink in my Wandrobe“ (http://www.flickr.com/photos/tonytoo/3673948453/) from Tony3 • Page 33: „Old Tools“ (http://www.flickr.com/photos/22280677@N07/2504310138/) from SvadilfariXING – Powering Relationships 41
    • 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 42