This document provides an overview of a presentation given by Traian Kaiser of XING AG on paradigmatic shifts in project management. It discusses how pioneers in agile and lean project management have introduced new ideas that challenge traditional project management approaches. Key shifts discussed include moving from negotiated contracts to collaboration and trust; focusing on customer requirements rather than predefined scope, budget and schedule; empowering self-organizing teams rather than top-down management; and taking a value stream view beyond individual departments. The presentation argues that these changes better enable teams to adapt to changing needs and continuously improve results.

1. Paradigmenwechsel im
Projektmanagement
auf dem Wege zur Lean Enterprise
XP Days, Hamburg
Traian Kaiser | XING AG | 26. November 2010

2. Traian Kaiser
Director Project Management (XING AG)
12 Jahre Internet-Business
Firmen: IBM, Yahoo, Qype, XING, …
Betriebswirt (BA), PMP, CSM

4. Stand: Oktober 2010

5. ~120
Mitarbeiter in der Produktentwicklung
50
Releases im Jahr

6. SCRUM
Produktentwicklung
KANBAN
Betriebs- und Support-Teams

7. Paradigmen
im Projekt-
Management

8. Das magische
Projektmanagement-
Dreieck ist die
Grundlage eines
Projekts
8

9. Dreh- und Angelpunkt eines Projekts ist
der Projektmanager
Management
Controlboard
VP Product VP Engin. CTO VP PMO
Project 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

10. Gute Prozesse (und PM die sie
beherrschen) sichern den Projekterfolg
10

11. Paradigmenwechsel

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 Projekt-
manager 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. IPMA: >100 Artefakte, 40 Kapitel, 2500 S.
Scrum: 9 Artefakte, Kanban: 3 Artefakte

23. Paradigm shift happens in 6 steps

24. Continuous
Integration
Planning Poker 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

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. Wertschöpfung vs. Anforderungen
Traditionelles Agiles Agiles
Magisches Dreieck Magisches Dreieck Dreieck
(Relasebares
Produkt)
Umfang Kosten Zeitplan Nutzen
Kosten Zeitplan Umfang Qualität Rahmen-
(Zuverlässiges, bedingungen
verwendbares (Anforderungen,
Produkt) Kosten,
Zeitplan)
Nach: „The Evolution to an Agile Triangle“ von Jim Highsmith

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. 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

34. Verantwortlicher Projektmanager vs.
Coaching & Servant Leadership
“Take it to the team”
Lyssa Adkins, Agile Coach

35. Wie geht es weiter?

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)
36

37. Danke
... noch Fragen?
Traian Kaiser
Director Project Management
XING-Profil: http://www.xing.com/profile/Traian_Kaiser
Interessiert in Lean Software Development? Besuchen Sie unsere XING-Gruppe:
http://www.xing.com/net/leansoftwaredevelopment/
XING – Powering Relationships 37

38. Creative Commons Picture Credits
• Page 1: „Change Priorities“ (http://www.flickr.com/photos/bigpinkcookie/22716359/) from Christine
• Page 8: „Triangle…“ (http://www.flickr.com/photos/chernobylbob/4864213250/) from ChernobylBob
• Page 10: „229E0079_RT8“ (http://www.flickr.com/photos/djonesphoto/3234322189/) from d. jones photo
• Page 20: „Google Space Plan 2010“ (http://www.flickr.com/photos/jurvetson/5057871023/) from jurvetson
• Page 24: „Pretty Pink in my Wandrobe“ (http://www.flickr.com/photos/tonytoo/3673948453/) from Tony3
XING – Powering Relationships 38

39. 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
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endorsed by the Company as being accurate.
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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
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presentation. No obligation is assumed to update any forward-looking statements.
XING – Powering Relationships 39