Paradigmenwechselim projektmanagement x pdays - traian kaiser 11-2010


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Paradigmenwechselim projektmanagement x pdays - traian kaiser 11-2010

  1. 1. Paradigmenwechsel im Projektmanagementauf dem Wege zur Lean Enterprise XP Days, Hamburg Traian Kaiser | XING AG | 26. November 2010
  2. 2. Traian KaiserDirector Project Management (XING AG)12 Jahre Internet-BusinessFirmen: IBM, Yahoo, Qype, XING, …Betriebswirt (BA), PMP, CSM
  3. 3. Stand: Oktober 2010
  4. 4. ~120 Mitarbeiter in der Produktentwicklung50Releases im Jahr
  5. 5. SCRUM Produktentwicklung KANBANBetriebs- und Support-Teams
  6. 6. Paradigmenim Projekt-Management
  7. 7. Das magischeProjektmanagement- Dreieck ist die Grundlage eines Projekts 8
  8. 8. Dreh- und Angelpunkt eines Projekts ist der ProjektmanagerManagementControlboard VP Product VP Engin. CTO VP PMOProject Organization Requirements Projektmanager Management SPM: Finance SPM : QA/Testing SPM : Product SPM : Engineering SPM : Migration Controller Product Migration Tester Developer Manager Manager Accounter Tester Product Developer Manager Developer Developer 9
  9. 9. Gute Prozesse (und PM die siebeherrschen) sichern den Projekterfolg 10
  10. 10. Paradigmenwechsel
  11. 11. Ein Paradigmenwechsel findet statt…… wenn sich das Verständnis einerGruppe über eine angenommene Realitätdurch radikale neue Indiziengrundlegend verändert. 12
  12. 12. Paradigm shift happens in 6 steps
  13. 13. Trotz erfahrener Projekt- manager und ausgefeiltenMethoden scheitern zu viele Projekte teilweise oder vollständig. 14
  14. 14. Paradigm shift happens in 6 steps
  15. 15. Jeff Sutherland Ken Schwaber Jim Highsmith Jim Highsmith Kent Beck Pioniere im Bereich Agile & Lean…David Anderson Mary Poppendieck Mike Cohn Alistair Cockburn 16
  16. 16. … und Ihre Ideen. 17
  17. 17. Paradigm shift happens in 6 steps
  18. 18. Gemeinsam mit Kunden und Nutzern„erkundete“ Anforderungen sind Teil des Projekts (und nicht des Vertrags). 19
  19. 19. Änderungen während der Umsetzung sind normal und willkommen. 20
  20. 20. Das Team arbeitet ständig zusammen,tauscht Erfahrungen aus und optimiert fortlaufend Ergebnisse und Effizienz. 21
  21. 21. IPMA: >100 Artefakte, 40 Kapitel, 2500 S.Scrum: 9 Artefakte, Kanban: 3 Artefakte
  22. 22. Paradigm shift happens in 6 steps
  23. 23. Continuous IntegrationPlanning Poker Lead Time XING – Powering Relationships 24
  24. 24. Paradigm shift happens in 6 steps
  25. 25. 26
  26. 26. Paradigm shift happens in 6 steps
  27. 27. Welche Paradigmen sich ändern
  28. 28. Verhandlungen & Verträge vs. Zusammenarbeit und Vertrauen“The result of long-term relationships is betterand better quality, and lower and lower costs.” William E. Deming, Economic Scientist
  29. 29. Wertschöpfung vs. Anforderungen Traditionelles Agiles Agiles Magisches Dreieck Magisches Dreieck Dreieck (Relasebares Produkt) Umfang Kosten Zeitplan NutzenKosten Zeitplan Umfang Qualität Rahmen- (Zuverlässiges, bedingungen verwendbares (Anforderungen, Produkt) Kosten, Zeitplan) Nach: „The Evolution to an Agile Triangle“ von Jim Highsmith
  30. 30. Geführte vs. selbstorganisierte Teams "There are no longer any great jobs wheresomeone else tells you precisely what to do." Seth Godin in Linchpin
  31. 31. Fokus auf Fachabteilungen vs. Fokus auf Wertschöpfungsketten“Break down barriers between departments. People in research, design, sales, andproduction must work as a team, to foreseeproblems of production and in use that maybe encountered with the product or service.” William E. Deming, Economic Scientist
  32. 32. Verantwortlicher Projektmanager vs. Coaching & Servant Leadership “Take it to the team” Lyssa Adkins, Agile Coach
  33. 33. Wie geht es weiter?
  34. 34. "To change altitude, you have to drop ballast. In life, ballast are our certainties, paradigms, and dogmas that hinder us to solve new challenges" Bertrand Picard (Solar Impulse) 36
  35. 35. Danke ... noch Fragen?Traian KaiserDirector Project ManagementXING-Profil: in Lean Software Development? Besuchen Sie unsere XING-Gruppe: XING – Powering Relationships 37
  36. 36. Creative Commons Picture Credits• Page 1: „Change Priorities“ ( from Christine• Page 8: „Triangle…“ ( from ChernobylBob• Page 10: „229E0079_RT8“ ( from d. jones photo• Page 20: „Google Space Plan 2010“ ( from jurvetson• Page 24: „Pretty Pink in my Wandrobe“ ( from Tony3XING – Powering Relationships 38
  37. 37. DISCLAIMERThis presentation was produced in May 2010 by XING AG (the "Company") solely for use as an information source for potential business partners andis strictly confidential. It has been made available to you solely for your own information and may not be copied, distributed or otherwise madeavailable to any other person by any recipient. This presentation is not an offer for sale of securities in the United States. The distribution of thispresentation to you does not constitute an offer or invitation to subscribe for, or purchase, any shares of the XING AG and neither this presentationnor 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 Companynor any of its subsidiaries, any directors, officers, employees, advisors nor any other person makes any representation or warranty, express orimplied as to, and no reliance should be placed on, the accuracy or completeness of the information contained in this presentation. Neither theCompany nor any of its subsidiaries, any directors, officers, employees, advisors or any other person shall have any liability whatsoever for any lossarising, directly or indirectly, from any use of this presentation. The same applies to information contained in other material made available at thepresentation.While all reasonable care has been taken to ensure the facts stated herein are accurate and that the opinions contained herein are fair andreasonable, this document is selective in nature and is intended to provide an introduction to, and overview of, the business of the Company. Whereany information and statistics are quoted from any external source, such information or statistics should not be interpreted as having been adopted orendorsed 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 industryin 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 toassumptions, 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 eventsto differ materially from those described in these statements. The Company does not represent or guarantee that the assumptions underlying suchforward-looking statements are free from errors nor do they accept any responsibility for the future accuracy of the opinions expressed in thispresentation. No obligation is assumed to update any forward-looking statements. XING – Powering Relationships 39