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.
12. Ein Paradigmenwechsel findet statt…
… wenn sich das Verständnis einer
Gruppe über eine angenommene Realität
durch radikale neue Indizien
grundlegend verändert.
12
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
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
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
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.
XING – Powering Relationships 39
