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

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

5. ~140
Mitarbeiter in der Produktentwicklung
50
Releases im Jahr

6. SCRUM
Meist Produktentwicklung
KANBAN
Meist Betriebs- und Service-Teams

7. Paradigmen
im Projektmanagement
7

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

11. Paradigmenwechsel
11

12. Ein Paradigmenwechsel findet statt…
… wenn sich das Verständnis einer Gruppe
über eine angenommene Realität durch
radikale neue Indizien grundlegend
verändert.
12

13. Paradigm shift happens in 6 steps

14. Trotz erfahrener Projektmanager
und ausgefeilten Methoden
scheitern zu viele Projekte
teilweise oder vollständig.
14

15. Paradigm shift happens in 6 steps

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

18. Paradigm shift happens in 6 steps

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

23. Paradigm shift happens in 6 steps

24. Continuous
Integration
Estimation Game Lead Time
XING – Powering Relationships 24

25. Paradigm shift happens in 6 steps

26. 26

27. Paradigm shift happens in 6 steps

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

36. Aussichten
36

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