2

Agiles PMOAgile Entwicklung mit 10+ Teams und100+ Mitarbeitern

Traian Kaiser, Lean Kanban Central Europe, October 2011

Traian Kaiser Direktor Agiles Projektmanagement & PMO (XING AG)

13 Jahre Internet-BusinessFirmen: IBM, Yahoo, XING, …Betriebswirt, PMP, CSM

Mitarbeiter in der Produktentwicklung~160

Releases im Jahr

50+

Mitarbeiter bei XING~360

6

Agile Entwicklungin 5 Min.

7

Agile Software-entwicklung ist • werteorientiert

• nutzenorientiert

• lösungsorientiert

• flexibel• schlank

8

Kulturelle Aspekte eines agilen PMO

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.

10

Schnelle Entwicklungszyklen sind heilig und werden verlangt, nicht verhindert.

11

Das agile Dreieck ersetzt dastraditionelle Projektmanagement-Dreieck. Traditionelles

Projektmgmt-DreieckAgiles

Projektmgmt-Dreieck

Umfang Kosten Zeitplan

Kosten Zeitplan Umfang

AgilesDreieck(Releasebares

Produkt)

Nutzen

Qualität(Zuverlässiges,verwendbares

Produkt)

Rahmen-bedingungen

(Anforderungen,Kosten,

Zeitplan)

Jim Highsmith in „The Evolution to an Agile Triangle“

12

Die agile Organisation

der Produktentwicklung

bei XING

13

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

Agile PjMProduct Owner

UX LeadTech LeadEntwickler

QA…

Agile PjMProduct Owner

UX LeadTech LeadEntwickler

QA…

Agile PjMProduct Owner

UX LeadTech LeadEntwickler

QA…

. . .

ProductCouncil

&Manage-

ment

Principal Agile PjMPrincipal Product Owner

Principal UX LeadPrincipal

Tech-Lead/Architekt

AgilesPMO

Teamleiter Fachbereic

he

Meta-Team

Teams

15

Das Meta-Team repliziert die Struktur und Aufgaben der Teams auf höherer Ebene.Das PMO-Team unterstützt das Meta-Team, die Projektmanager, die Teamleiter in der Linie und das Management.

Manage-

ment

Meta-Team

AgilePjM

Team-leiter

Agiles

PMO

16

Portfoliomanagement,

Identifizierung und Implementierung

bei XING

Produktstrategie

Portfolio

2 Month

Market & OpportunityResearch

Initiative A

Ideation/Brainstorming

Initiative A

Prototyping User Testing

Discovery (What)

Implementation (How)

PO, UX Lead TechLeadUser InsigthsBI

PO, UX LeadTechLead, User Insigths, MarketingAgile Team, Domain Experts

PO, UX LeadUser InsightsAgile Teamothers

PO, UX LeadUser InsigthsAgile Teamothers

Epic A User Story 1 User Story 2

Agile TeamPOUX LeadTech Lead

Initiative Portfolio

Initiative A

Initiative B

Initiative C

Deep Dive PCOpportunityAssessment

Initiative A

Initiative B

X Initiative C

EvaluierungReihenfolge

Pri

ori

sier

un

g

InnovationTeams

Output: Goals/Scope/Epics & Time/Sprints

Output: Shippable product & Learnings

Go/Kill

Go/

Pull

PC

Implementation Discovery

1 Month

Deep Dive PC

Agile TeamPOUX LeadTech Lead

Epic AEpic BEpic CEpic D C

Implementation& Validation

Portfolio

2 Month

Markt- und Chancen-analyse

Initiative A

Ideengenerierung und Brainstorming

Initiative A

Prototypen Produkt-Tests

Identifizierung (Was)

Implementation (How)

PO, UX Lead TechLeadUser InsigthsBus. Inteliigence

PO, UX LeadTechLead, User Insigths, MarketingAgiles Team, Expertem

PO, UX LeadUser InsightsAgiles Team…

PO, UX LeadUser InsigthsAgiles Team…

Epic A User Story 1 User Story 2

Agile TeamPOUX LeadTech Lead

Output: Shippable product & Learnings

Go/

Pull

PC

Implementation& Validation

Produktstrategie

Initiative Portfolio

Initiative A

Initiative B

Initiative C

OpportunityAssessment

Initiative A

Initiative B

X Initiative C

EvaluierungReihenfolge

Pri

ori

sier

un

g

InnovationTeams

Go/Kill

C

Portfolio

Implementierung (Wie)

Epic A User Story 1 User Story 2

Agile TeamPOUX LeadTech Lead

Go/

Pull

PC

Deep Dive PCStop/Next

Implementierung& Validierung

Deep Dive PC

Produktstrategie

Initiative Portfolio

Initiative A

Initiative B

Initiative C

OpportunityAssessment

Initiative A

Initiative B

X Initiative C

EvaluierungReihenfolge

Pri

ori

sier

un

g

InnovationTeams

Go/Kill

C

Markt- und Chancen-analyse

Initiative A

Ideengenerierung und Brainstorming

Initiative A

Prototypen Produkt-Tests

Identifizierung (Was)

PO, UX Lead TechLeadUser InsigthsBus. Inteliigence

PO, UX LeadTechLead, User Insigths, MarketingAgiles Team, Expertem

PO, UX LeadUser InsightsAgiles Team…

PO, UX LeadUser InsigthsAgiles Team…

20

Werkzeuge desagilen PMOs

bei XING

Firmenweite Initiativenliste

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

Zentrales PMO-Dashboard

Automatisierte Reportings

XING – Powering Relationships 25

DankeNoch Fragen?

Traian Kaiser Direktor Agiles Projektmanagement & PMOXING-Profil: xing.to/traian

Das Professionelle Netzwerk

www.xing.com

Creative Commons Picture Credits

• Page 2: „Fractal“ (http://www.flickr.com/photos/cuellar/5089984290/sizes/m/in/photostream/) from

cuellar

XING – Powering Relationships 26

XING – Powering Relationships 27

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.