Agiles PMO: Agile Entwicklung mit 100+ Mitarbeitern
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Transcript of Agiles PMO: Agile Entwicklung mit 100+ Mitarbeitern


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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

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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.

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Schnelle Entwicklungszyklen sind heilig und werden verlangt, nicht verhindert.

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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“

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Die agile Organisation
der Produktentwicklung
bei XING

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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

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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

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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…

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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.