1. Facts & Figures

2.  Application of the japanese „lean“ concept on
project management
 Self organised teams, close collaboration of
clients -developers
 Bottom-up corporate development
 Agile methods: Scrum, Kanban, Scrumban,
Extreme Programming, etc.
 Most popular agile method: Scrum

3. Scrum is …
 An agile management framework
 A method of management for complex
projects (inspect & adapt)
 A lean, agile process for project
management especially in software
development (ca. 75%)
 IT projects are growing up…

4.  „Classical“ waterfall methods in project and
development steering are not functioning as
desired
 End-to-end planning is effecting negatively
on flexibility, goal orientation and the final
product
 With standardised methods, budget and time
frames cannot be met on a regular basis…

5.  Simple rules
 A few roles
 Several meetings
 Some artefacts/tools
 Iterative approach
 Self organising, interdisciplinary teams
Scrum is..
A simple framework, which is not that easy to
execute…

6.  6 Roles:
 Product Owner
 Team (Developers)
 Scrum Master
 Manager
 Customers
 User
 7 Artefaktes:
 Product Backlog
 Release Burndown
 Sprint Backlog
 Sprint Burndown
 Impediment Backlog
 Potentially Shippable Code
 Burndown Charts
 5 Meetings:
 Release Planning
 Sprint Planning Meetings 1+2,
 Daily Scrum
 Sprint Review
 Sprint Retrospective

7.  Lean Planning Phase:
Product Vision-> Release-Planung->
Product-Backlog
 Product Vision: Idea of a product, which
inspires
 Strategical planning phase: content of the
release plan
 The product backlog: fixing of product
features

8. Bottom-up corporate development
Exchange in meetings
 Sprint Planning Meeting 1+2
 Daily Scrum- Daily meeting, overview of the
progress of each team member
 Sprint Review: presentation of work results
 Sprint Retrospective: Ideas of improvement

9.  Shortening of the „time-to-market“
 Need for reduced time and budget in projects
 Improvement of productivity
 Alignment of IT to the organisation´s KPIs
 Improved software quality
 Increased project transparence
 Optimised team collaboration
 Improved communication, within the team and to
the outside
 Increased customer satisfaction

10. Employee Survey at Allianz, Germany:
The effect of Scrum was:
 Improvement of customer satisfaction 63%
 Improved quality 57%
 Increased transparency 91%
 Would again decide for Scrum 82%

11.  According to statistics, only 5% of all agile users
do not see significant improvements of results
and efficiency
 Users of agile methods have been more
successful in companies within the last 3 years
than users of standard PM methods.
 Users of agile methods rate scrum practices
better than users of standardised PM methods

12.  Client Contact
Projects with direct client contact several times a week have been
significantly more succesful than others
„Business people and developers must work together daily throughout
the project“ (Agile Manifest)
 Flexibility
Reaction on change is given more emphasis than following of a pre-set
plan
 Speed
Delivery of functioning software on a regular basis within a few
weeks and months with focus on prioritising the shorter time frame

13.  Focus: Employee
Build up projects around motivated individuals and provide them with
the environment and support they need. Trust, that they will manage
the tasks you give them.
 Team Meetings
On a regular basis, the team reflects, how it can work more effectively
and can adapt behavior accordingly
 Sustainability
Agile processes promote sustainably development. The customer,
developer and user should maintain a steadily pace.

14.  How can I affect a team to deliver excellent work?
 Agile management -> focus on value creation,
not adaptation
 Working in self organised teams, benefit from the
brain power of all members
 The result: „Cultural Change“ within the
organisation
 An organisationwide change process is starting -
> the company is on the way to an agiel
organisation

15. Sonja Uhl
sonja.uhl@mbo-consulting.eu
MBO Consulting
Altheimer Eck 11
80331 München
Tel. +49 (0) 89 1250 9223-0