Paradigmenwechsel im Projektmanagement

auf dem Wege zur Lean Enterprise

XP Days, Hamburg

Traian Kaiser | XING AG | 26. November 2010

Traian Kaiser Director Project Management (XING AG)

12 Jahre Internet-BusinessFirmen: IBM, Yahoo, Qype, XING, … Betriebswirt (BA), PMP, CSM

Stand: Oktober 2010

Mitarbeiter in der Produktentwicklung~120

Releases im Jahr

50

SCRUMProduktentwicklung

KANBANBetriebs- und Support-Teams

Paradigmenim Projekt-

Management

8

Das magische Projektmanagement-

Dreieck ist die Grundlage eines

Projekts

9

Management Controlboard

VP Engin. CTOVP Product

Project OrganizationProjektmanager

VP PMO

Requirements Management

SPM: Finance

Accounter

Controller

SPM : QA/Testing

Tester

Tester

SPM : Product

ProductManager

ProductManager

SPM : Engineering

Developer

Developer

Developer

Developer

SPM : Migration

MigrationManager

Dreh- und Angelpunkt eines Projekts ist der Projektmanager

10

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

Paradigmenwechsel

12

… wenn sich das Verständnis einerGruppe über eine angenommene Realitätdurch radikale neue Indiziengrundlegend verändert.

Ein Paradigmenwechsel findet statt…

Paradigm shift happens in 6 steps

14

Trotz erfahrener Projekt-manager und ausgefeilten

Methoden scheitern zu viele Projekte teilweise oder

vollständig.

Paradigm shift happens in 6 steps

Jim Highsmith

Mary PoppendieckDavid Anderson

Jeff Sutherland Ken Schwaber Jim Highsmith Kent Beck

16Alistair CockburnMike Cohn

Pioniere im Bereich Agile & Lean…

17

… und Ihre Ideen.

Paradigm shift happens in 6 steps

19

Gemeinsam mit Kunden und Nutzern „erkundete“ Anforderungen sind Teil des

Projekts (und nicht des Vertrags).

20

Änderungen während der Umsetzung sind normal und willkommen.

21

Das Team arbeitet ständig zusammen, tauscht Erfahrungen aus und optimiert fortlaufend Ergebnisse und Effizienz.

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

Paradigm shift happens in 6 steps

XING – Powering Relationships 24

Planning Poker

ContinuousIntegration

Lead Time

Paradigm shift happens in 6 steps

26

Paradigm shift happens in 6 steps

Welche Paradigmensich ändern

“The result of long-term relationships is better and better quality, and lower and lower costs.”

William E. Deming, Economic Scientist

Verhandlungen & Verträge vs.Zusammenarbeit und Vertrauen

TraditionellesMagisches Dreieck

Agiles Magisches Dreieck

Umfang Kosten Zeitplan

Kosten Zeitplan Umfang

AgilesDreieck

(RelasebaresProdukt)

Nutzen

Qualität(Zuverlässiges,verwendbares

Produkt)

Rahmen-bedingungen(Anforderungen,

Kosten,Zeitplan)

Nach: „The Evolution to an Agile Triangle“ von Jim Highsmith

Wertschöpfung vs. Anforderungen

"There are no longer any great jobs where someone else tells you precisely what to do."

Seth Godin in Linchpin

Geführte vs. selbstorganisierte Teams

“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

Fokus auf Fachabteilungen vs.Fokus auf Wertschöpfungsketten

“Take it to the team”Lyssa Adkins, Agile Coach

Verantwortlicher Projektmanager vs.Coaching & Servant Leadership

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)

XING – Powering Relationships 37

Danke... noch Fragen?

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

Traian Kaiser Director Project ManagementXING-Profil: http://www.xing.com/profile/Traian_Kaiser

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

XING – Powering Relationships 39

DISCLAIMERThis 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.