The document discusses an agile project management office (PMO) for managing 10+ agile development teams with over 100 employees at XING AG. Key points: 1) The agile PMO acts as a service department for and interface between development teams and management, scaling agile principles to multiple teams. 2) It ensures rapid development cycles are supported rather than hindered. 3) The traditional project management triangle of scope, time, cost is replaced by an agile triangle focusing on delivering valuable, high quality products within certain frameworks. 4) At XING, cross-functional permanent teams are organized along the lines of product value creation, and a meta-team structure replicates team roles

2. Agiles PMO
Agile Entwicklung mit 10+ Teams und
100+ Mitarbeitern
Traian Kaiser, Lean Kanban Central Europe, October 2011 2

3. Traian Kaiser
Direktor Agiles Projektmanagement & PMO (XING AG)
13 Jahre Internet-Business
Firmen: IBM, Yahoo, XING, …
Betriebswirt, PMP, CSM

5. ~160
Mitarbeiter in der Produktentwicklung
~360
Mitarbeiter bei XING
50
Releases im Jahr

6. Agile Entwicklung
in 5 Min.
6

7. Agile Software-
entwicklung ist
• werteorientiert
• nutzenorientiert
•
lösungsorientiert
• flexibel
• schlank
7

8. Kulturelle Aspekte eines
agilen PMO
8

9. Das agile PMO ist kein Steuerungs-
instrument des Managements,
sondern eine Service-Abteilung für
und Schnittstelle zwischen
Entwicklungsteams und
Management. Agile Prinzipien
werden dabei in der Hierarchie
skaliert.
9

10. Schnelle Entwicklungszyklen
sind heilig und werden verlangt,
nicht verhindert.
10

11. Das agile Dreieck ersetzt das
traditionelle Projektmanagement-
Dreieck.
Traditionelles Agiles Agiles
Projektmgmt-Dreieck Projektmgmt-Dreieck Dreieck
(Releasebares
Produkt)
Umfang Kosten Zeitplan Nutzen
Kosten Zeitplan Umfang Qualität Rahmen-
(Zuverlässiges, bedingungen
verwendbares
(Anforderungen,
Produkt)
Kosten,
Zeitplan)
Jim Highsmith in „The Evolution to an Agile Triangle“ 11

12. Die agile Organisation
der Produktentwicklung
bei XING
12

13. Permanente,
krossfunktionale Teams
werden entlang der
Kommunikationsengpässe
in der Produkt-
wertschöpfungskette
organisiert.
13

14. Product
Council &
Manage-
ment
Meta-Team
Principal Agile PjM
Principal Product Owner Teamleiter
Agiles
Principal UX Lead Fachbereich
PMO
Principal Tech- e
Lead/Architekt
Teams
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
… … …

15. Manage Meta-
-ment Team
Agile
s
Team- PMO Agile
leiter PjM
Das Meta-Team repliziert die Struktur
und Aufgaben der Teams auf höherer
Ebene.
Das PMO-Team unterstützt das Meta-
Team, die Projektmanager, die 15

16. Portfoliomanagement,
Identifizierung und
Implementierung
bei XING
16

17. 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 PO
Teams Innovation Produktstrategie User Story 2
UX Lead Epic C UX Lead
Tech Lead Epic D Tech Lead
C
Output: Shippable product & Learnings

18. 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 PO
Teams Innovation Produktstrategie User Story 2
UX Lead
Tech Lead
C
Output: Shippable product & Learnings

19. 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 PO
Teams Innovation Produktstrategie User Story 2
UX Lead
Tech Lead
C

20. Werkzeuge des
agilen PMOs
bei XING
20

21. Firmenweite Initiativenliste

22. Schlankes und flexibles Tool für
MA-Einsatzplanung, Controlling &
Reporting

23. Zentrales PMO-Dashboard

24. Automatisierte Reportings

25. Danke
Noch Fragen?
Traian Kaiser
Direktor Agiles Projektmanagement & PMO
XING-Profil: xing.to/traian
Das Professionelle Netzwerk
www.xing.com
XING – Powering Relationships 25

26. Creative Commons Picture Credits
• Page 2: „Fractal“ (http://www.flickr.com/photos/cuellar/5089984290/sizes/m/in/photostream/) from cuellar
XING – Powering Relationships 26

27. 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