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Paradigmenwechsel im
                                            Projektmanagement
                                            auf dem Wege zur Lean Enterprise



Traian Kaiser, Scrum Days, September 2011                                      2
Traian Kaiser
Director 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 Produktentwicklung




50
Releases im Jahr
SCRUM
    Meist Produktentwicklung




           KANBAN
Meist Betriebs- und Service-Teams
Paradigmen
im Projektmanagement




                       7
Das magische
Projektmanagement-Dreieck
  ist die Grundlage eines
          Projekts



                            8
Dreh- und Angelpunkt
eines Projekts ist der
Projektmanager




                         9
Gute Modelle / Prozesse (und PjM die sie
 beherrschen) sichern den Projekterfolg




                                           10
Paradigmenwechsel




                    11
Ein Paradigmenwechsel findet statt…

… wenn sich das Verständnis einer Gruppe
über eine angenommene Realität durch
radikale neue Indizien grundlegend
verändert.




                                           12
Paradigm shift happens in 6 steps
Trotz erfahrener Projektmanager
und ausgefeilten Methoden
scheitern zu viele Projekte
teilweise 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
                                  Integration




Estimation 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 and
better 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                      Nutzen




Kosten            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 someone
else 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 what
to do, improvement will be suppressed. If they are a
baseline 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 production
must work as a team, to foresee problems of
production and in use that may be encountered with
the 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 drop
ballast.

In life, ballast are our certainties,
paradigms, and dogmas that hinder us
to solve new challenges“




                                 Bertrand Picard
                                   Solar Impulse
“Complex systems are complex because
of the many relationships, both known
and unknown, that make the systems
unpredictable“




                                 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/traian




Interessiert in Lean Software Development? Besuchen Sie unsere XING-Gruppe:
http://www.xing.com/net/leansoftwaredevelopment/



                                                                  Das professionelle Netzwerk
                                                                               www.xing.com
XING – 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 Svadilfari




XING – 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

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Paradigmenwechsel im Projektmanagement auf dem Weg zur Lean Enterprise

  • 1.
  • 2. Paradigmenwechsel im Projektmanagement auf dem Wege zur Lean Enterprise Traian Kaiser, Scrum Days, September 2011 2
  • 3. Traian Kaiser Director Agile Project Management & PMO (XING AG) 13 Jahre Internet-Business Firmen: IBM, Yahoo, XING, u.a. Betriebswirt (BA), Agilist, People Manager
  • 4.
  • 5. ~140 Mitarbeiter in der Produktentwicklung 50 Releases im Jahr
  • 6. SCRUM Meist Produktentwicklung KANBAN Meist Betriebs- und Service-Teams
  • 8. Das magische Projektmanagement-Dreieck ist die Grundlage eines Projekts 8
  • 9. Dreh- und Angelpunkt eines Projekts ist der Projektmanager 9
  • 10. Gute Modelle / Prozesse (und PjM die sie beherrschen) sichern den Projekterfolg 10
  • 12. Ein Paradigmenwechsel findet statt… … wenn sich das Verständnis einer Gruppe über eine angenommene Realität durch radikale neue Indizien grundlegend verändert. 12
  • 14. Trotz erfahrener Projektmanager und ausgefeilten Methoden scheitern zu viele Projekte teilweise oder vollständig. 14
  • 16. Jeff Sutherland Ken Schwaber Jim Highsmith Jim Highsmith Kent Beck Pioniere im Bereich Agile & Lean… David Anderson Mary Poppendieck Mike Cohn Alistair Cockburn 16
  • 17. … und Ihre Ideen. 17
  • 19. Gemeinsam mit Kunden und Nutzern „erkundete Anforderungen“ sind Teil des Projekts (und nicht des Vertrags). 19
  • 20. Änderungen während der Umsetzung sind normal und willkommen. 20
  • 21. Das Team arbeitet ständig zusammen, tauscht Erfahrungen aus und optimiert fortlaufend Ergebnisse und Effizienz. 21
  • 22. Weniger Regeln = mehr Alternativen (und Denken) IPMA: >100 Artefakte, 40 Kapitel, 2500 S. Scrum: 9 Artefakte, Kanban: 3 Artefakte
  • 24. Continuous Integration Estimation Game Lead Time XING – Powering Relationships 24
  • 26. 26
  • 28.
  • 29. Welche Paradigmen sich ändern 29
  • 30. Verhandlungen & Verträge vs. Zusammenarbeit und Vertrauen “The result of long-term relationships is better and better quality, and lower and lower costs.” William E. Deming, Economic Scientist
  • 31. Anforderungen vs. Wertschöpfung. Traditionelles Agiles Agiles Magisches Dreieck Magisches Dreieck Dreieck (Relasebares Produkt) Umfang Kosten Zeitplan Nutzen Kosten Zeitplan Umfang Qualität Rahmen- (Zuverlässiges, verwendbares bedingungen (Anforderungen, Produkt) Kosten, Zeitplan) Jim Highsmith in „The Evolution to an Agile Triangle“
  • 32. Geführte vs. selbstorganisierte Teams "There are no longer any great jobs where someone else tells you precisely what to do." Seth Godin in “Linchpin”
  • 33. Prozesse & Tools dienen der Risikominimierung vs. Prozessen & Tools dienen dem Projekt “If process standards are rules telling people what to do, improvement will be suppressed. If they are a baseline that workers are expected to improve, people will discover better ways to do their work…” Mary & Tom Poppendieck, in Leading Lean Software Development
  • 34. Fokus auf Fachabteilungen vs. Fokus auf Wertschöpfungsketten “Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.” William E. Deming, Economic Scientist
  • 35. Verantwortlicher Projektmanager vs. Abgrenzung der Verantwortung zum Team und in der Fachlichkeit. “Take it to the team” Lyssa Adkins, Agile Coach
  • 37. “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
  • 38. “Complex systems are complex because of the many relationships, both known and unknown, that make the systems unpredictable“ Jurgen Appelo Management 3.0
  • 39. 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/
  • 40. Vielen Dank Fragen? ... noch Fragen? Traian Kaiser Director Agile Project Management & PMO XING-Profil: xing.to/traian Interessiert in Lean Software Development? Besuchen Sie unsere XING-Gruppe: http://www.xing.com/net/leansoftwaredevelopment/ Das professionelle Netzwerk www.xing.com XING – Powering Relationships 40
  • 41. 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 Svadilfari XING – Powering Relationships 41
  • 42. 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