Category Archives: Project Management

How Big Things Get Done – Book review


The book was a strong recommendation from a colleague and is rated as “probably the most important management book of the decade”.

  All in all, when thinking about and writing this review, the book contained more interesting and relevant points to me than I had thought after the “first go”.

Continue reading How Big Things Get Done – Book review

Collection of Non-IT Scrum Projects


Most companies that develop software use Scrum … (or ScrumBut…).

But what about non-IT projects? I mean, Scrum is a product development method. Look at the quote from Mike Cohn below! (Ok, he says “Agile…”.)

I was surprised to have a hard time finding concrete examples for Scrum projects outside of software development or IT – but here are the results of my small survey and a discussion at a local “Lean coffee” Agile Meeting. Thanks so much for sharing your examples!

Continue reading Collection of Non-IT Scrum Projects

Präsentation: Critical Chain Projektmanagement


Präsentation: Critical Chain Projektmanagement

Engpassorientiertes Multi-Projektmanagement mit CCPM

Präsentation: PRAES_Critical-Chain-PM_Tpeil-neutral

Es gibt keine andere Methode für (Multi-) Projektmanagement, die so logisch fundiert ist und in der Praxis so hervorragende Ergebnisse liefert

Dies ist für größere und große Unternehmen vieler Branchen nachgewiesen (u. a. Produktion, Bau, Dienstleistung, Industrie)

CC lässt sich je nach Anwendungsgebiet gut mit Ansätzen wie Lean, Kaizen oder Agile verbinden

Die von mir erstellte Präsentation stellt einige der wesentlichen Zusammenhänge und Stärken des Critical Chain Projektmanagements vor.

CC PM ist auf Basis der Engpasstheorie (Theory of Constraints, TOC) ebenfalls von E. M. Goldratt seit den achziger Jahren entwickelt worden.

Wen nicht abschreckt, dass eine Methode ausgesprochen logisch fundiert und analytisch hergeleitet ist 😉 sollte unbedingt die TOC und CCPM gut kennenlernen.


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Buch Rezension: Manage Your Project Portfolio (J. Rothman)


Buch Rezension: Manage Your Project Portfolio (J. Rothman)

Kapazität erhöhen und mehr Projekte abschliessen

Rezension/Zusammenfassung 2016, T. Speil / ca. 3.400 Wörter

Autorin: Johana Rothman

 

 

 

 

  • Taschenbuch: 250 Seiten
  • Verlag: O’Reilly UK Ltd.; Auflage: 1 (31. August 2009)
  • Sprache: Englisch
  • ISBN-10: 1934356298
  • ISBN-13: 978-1934356296
  • Größe und/oder Gewicht: 19 x 1,3 x 23,5 cm
  • Durchschnittliche Kundenbewertung:  ***** 5 Sterne  (
    28 Kundenrezensionen)

Amazon: link

–  Trotz des Amazon-links gibt es natürlich weitere Möglichkeiten um neue oder gebrauchte Bücher zu kaufen –


Diese Notizen sind in meinen eigenen Worten und auf Deutsch verfasst (auf Basis des englischsprachigen Buchs).

Alle Rechte an den Inhalten des Buchs liegen bei den Autoren bzw. beim Verlag der jeweiligen Ausgabe!


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Rezension zum Buch

Meine Meinung: hervorragendes und sehr gedankenanregendes Buch. Johana Rothman (JR) bleibt jederzeit direkt auf der Praxisebene. Sie sind selbst „nur“ Teamleiter? Oder mittleres Management? Oder Senior Management? JR geht auf die Umsetzungsmöglichkeiten von jeder Ebene aus ein – auch unter „widrigen Umständen“, wenn das Management über Ihnen oder der Rest der Organisation nicht „mitspielt“, es keine Mission und keine Strategie gibt.

Für jemanden, der aus einer sehr konventionellen Organisation kommt wie ich, ist es ziemlich revolutionär, wenn jemand etwas sagt wie:

„In einem Buch über Projektportfolio-Management mag sich das komisch anhören, aber wenn Sie können, hören Sie auf, Projekte zu machen!“

Sie meint damit, dass es das Management der Unternehmensvorhaben deutlich vereinfacht, wenn agile Methoden und lean kombiniert werden, und Arbeitsaufträge immer für kurze Zyklen (bspw. 1 oder 2 Wochen) vergeben werden, und anschließend gemessen werden kann, wie hoch der erzeugte Nutzenbeitrag dieses Zyklus war.

Ebenso sagt sie: jährliche Budgetfestlegungen sind Unsinn. Niemand kann so weit in die Zukunft sehen – nach spätestens 3 Monaten hat sich so viel geändert, dass Sie Ihren Zeit- und Budgetplan sowieso ändern“. Durch ihre Empfehlung, in kurzen Nutzeninkrementen zu arbeiten lassen sich auch Budgets für sehr kurze Zyklen freigeben und zuordnen.

Continue reading Buch Rezension: Manage Your Project Portfolio (J. Rothman)

Buch Rezension: Projects that Flow! (Uwe Techt)


Buch Rezension: Projects that Flow!

Mehr Projekte in weniger Zeit

Rezension/Zusammenfassung 2016, T. Speil / ca. 3.100 Wörter

Autor: Uwe Techt


 

 

 

  • Gebundene Ausgabe: 454 Seiten
  • Verlag: ibidem; Auflage: 1., Aufl. (Juli 2014)
  • Sprache: Deutsch
  • ISBN-10: 3838206517
  • ISBN-13: 978-3838206516
  • Größe und/oder Gewicht: 15,6 x 3,2 x 21,6 cm
  • Durchschnittliche Kundenbewertung:  4,5 Sterne 
    (5 Kundenrezensionen)

Amazon: link

–  Trotz des Amazon-links gibt es natürlich weitere Möglichkeiten um neue oder gebrauchte Bücher zu kaufen –


Meine persönliche Bewertung:  Methode: sehr gut; Schreibstil recht leicht lesbar


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Diese Notizen sind in meinen eigenen Worten und auf Deutsch verfasst (auf Basis des englischsprachigen Buchs. Das Buch gibt es aber auch auf Deutsch).

Alle Rechte an den Inhalten des Buchs liegen bei den Autoren bzw. beim Verlag der jeweiligen Ausgabe!

Dieser Artikel ist freundlicherweise vom Autor freigegeben.

Ich bin in keiner Weise mit dem Autor oder der Vistem verbunden, außer dass ich sie seit Jahren menschlich und als Experten für Projektmanagement, Produktionssteuerung und TOC/CCPM schätze.


Zentrale Begriffe

Im Buch werden u. a. folgende zentrale Begriffe beschrieben:

  • WIP (Work in Process)
  • Multitasking, Rüstzeiten
  • Virtuelle Engpasskapazität („Virtual Drum“) 
  • Denkwerkzeuge
  • Pufferkapazität (Buffer)
  • Murphy’s Gesetz, Variabilität
  • Parkinsons Gesetz, Studentensyndrom
  • Desynchronisation, Defokussierung
  • Strategie- und Taktikbäume
  • Kritische Kette (Critical Chain)
  • Fluss, Durchfluss (Flow)
  • Fieberkurve

Zur Theory of Constraints (TOC) und CCPM

TOC und die darauf aufbauende Projektmanagement-Methodik Critical Chain (CCPM) sind in der Allgemeinheit erstaunlich wenig bekannt, obwohl sie bereits in den 80er Jahren von E. M. Goldratt in den USA entwickelt wurde.

Dabei gibt es eine Reihe großer (und kleinerer) Unternehmen als Referenzen, die mit der TOC und CCPM sehr große Erfolge erzielt haben und erzielen. Darunter bspw. Mazda, ABB, Infinion, 1&1, Festo.

Continue reading Buch Rezension: Projects that Flow! (Uwe Techt)

Buch Rezension: Projektportfoliomanagement (J. Rietsch)


Buch Rezension – Projektportfoliomanagement (J. Rietsch)

Strategische Ausrichtung und Steuerung von Projektlandschaften

Rezension/Zusammenfassung 2016, T. Speil / ca. 1.600 Wörter

Autor: Jörg Rietsch;
einige Kapitel von anderen Autoren: J. Felchlin, Max Zuber, Moritz Schumacher, C. Jelitto, U. Degel

 

 

 

 

  • Broschiert: 315 Seiten
  • Verlag: Haufe-Lexware; Auflage: 1., Auflage 2014 (16. Dezember 2014)
  • Sprache: Deutsch
  • ISBN-10: 3648057421
  • ISBN-13: 978-3648057421
  • Größe und/oder Gewicht: 17,2 x 2 x 24,1 cm
  • Durchschnittliche Kundenbewertung:  ***** 5 Sterne
    (5 Kundenrezensionen)

Amazon: link

–  Trotz des Amazon-links gibt es natürlich weitere Möglichkeiten um neue oder gebrauchte Bücher zu kaufen –

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Diese Notizen sind in meinen eigenen Worten verfasst.

Meine Meinung zum Buch

Das Buch ist sehr strukturiert und geht detailliert auf alle Aspekte des Portfoliomanagements und seiner Umsetzung ein, einschließlich eines Schwerpunkts auf der menschlichen Seite (Change Management). Auch die grafischen Darstellungen finde ich gut gelungen und hilfreich. Das Buch enthält einen Download-Link für mehrere Excel-Vorlagen zum PPM.

Das Buch selbst enthält neben den guten Grafiken eine Fülle an Informationen und Übersichten.

Einen leichten Abzug würde ich dem Buch dafür geben, dass ab dem 1. Drittel die Rechtschreibung teils nachlässt… mir sind eine Reihe Rechtschreibfehler beim Lesen aufgefallen.

Alle Rechte an den Inhalten des Buchs liegen bei den Autoren bzw. beim Verlag der jeweiligen Ausgabe!


Notizen zum Buchinhalt

Bereits das Vorwort geht darauf ein: Anstelle des Begriffs Projektportfolio-Management verwendet das Buch oftmals den Ausdruck Portfolio-Management. Der Grund liegt darin, dass in der Praxis strategische Investitionen nicht alle als Projekt abgewickelt werden. Damit aber die Gesamtsicht des Portfolios in Hinsicht auf das Budget und die Ressourcen stimmt, vollständig und aussagekräftig ist, ist es notwendig, alle Investitionen im Portfolio abzubilden, egal in welcher Form sie durchgeführt werden.

Dabei geht es um alle Investitionen, die auch Ressourcen beanspruchen und den Unternehmenserfolg beeinflussen.

Aus dem gleichen Grund ist es wichtig, auch die kleineren Vorhaben zumindest in Summe (Ressourcen + Budget!) einzubeziehen – obwohl es sich bei solchen Vorhaben ebenfalls nicht um Projekte handelt.

Alle Arten von Vorhaben beanspruchen dieselben Unternehmensressourcen und –mittel!

Jedes Projekt ist eine Investition mit einem erwarteten wirtschaftlichen oder strategischen Ergebnisbeitrag!

Auch Produktentwicklung ist z. B. eine Projektart und gehört mit ins Portfolio.

Welche Bedeutung und Rolle hat nun (Projekt-) Portfoliomanagement (PPM)?

Continue reading Buch Rezension: Projektportfoliomanagement (J. Rietsch)

Book review – The Goal (Eli Goldratt)


Book notes – The Goal

Author: Eliyahu M. Goldratt and Jeff Cox

Link for Current English Edition on Amazon.com

– Despite linking to Amazon, there are different choices available on  where to buy new or used books –


This post is a short review of the book and its’ plot. If you are interested in engaging into an exchange on the contents, please contact me.


If you like this review, rate + like it, please! 


“The Goal” is a long standing best seller in the field of increasing productivity.

Written in the form of a novel, it is actually a good to read tale about continuous improvement processes. Goldratt introduces the now “classic” Theory of Constraints (ToC), now standard element of methods like six sigma.

Goldratt is a manufacturing and production guru. The principles apply also to service firms like banks or insurances or others like hospitals etc. In the interview at the end of the book, he says that the thinking processes have to be very significantly modified and adapted to fit individual services.

But it has been applied basically everywhere: from retail over press, hospitals to being taught to elementary school children (sic!) to solve conflicts.

The sequel to The Goal is called It’s not Luck. It explains the processes and techniques in detail, methods like current and future reality trees (basically tree diagrams of possible positive and negative outcomes – applicable to track consequences of actions, or root cause analysis) or the conflict cloud.

Later, Goldratt also made a very significant contribution to the field of project management with the Critical Chain method. A method still not nearly wide enough known lest applied on projects.

In the book, a physicist and manufacturing consultant only called “Jonah” is really the alter ego of Goldratt in real life.

I personally could have done without much of the surrounding story and drama, the troubles with Rogo’s marriage and all the drama – it takes time to read, and doesn’t add to gaining knowledge. But it may make it more fun to read to many people.

Least of all, what a cover design! :-// *shudder!* Only american paperbacks can mix design elements so confusingly, using a score of different font styles and sizes.

Anyway, let’s go into the contents and the story. Literary warning: compressing the contents so much makes it somewhat cryptic and certainly takes all the fun out of the story… go read the book afterwards!


The Goal is the story of plant manager Alex Rogo.

… and things are not going well. There is always chaos in the plant, things are out of order and out of sync, and thus production always late.

Rogo gets an ultimatum by his vice president to turn the plant around inside three months, or he’s going to have to close it.

 

On a flight transit, he meets a former university prof of his, Jonah, who happens to work on improving production processes and reducing inventory.

He postulates that introducing robots hasn’t improved Alex’ plant’s efficiency at all but raised inventories.

Jonah asks Alex what productivity is, and isn’t satisfied by the several tries Alex makes.

In the discussion they agree that everything is productive that brings a company closer to it’s goal. Which leads to the next question Alex cannot answer: what the goal is. The one same goal for every company.

Following this encounter, Alex thinks on what the goal is.

Quality is important, but not the reason for the existence of the factory. So is giving people work. Making products in itself isn’t. Low cost is important, too, but not everything. Innovation? Technology? Sales?

Well, in most cases, the biggest goal is to make money.

(Note/personal opinion: yes… well… yes. But: we do have CSR and there is the Balanced Scorecard with important goals like employee satisfaction, right? So let’s be a little more european-social-market-economy, how’s that sound?) 

Back at the plant, Alex goes into a discussion with his accountant Lou on what the minimum measurements would be to know if the company is making money.

Lou expresses his strong dissatisfaction with the common cost accounting methods and measurements.

They come up with net profit, ROI and a sufficient positive cash flow for liquidity.

The three measurements are interrelated. You need all three to be good.

Alex decides to not give up but try in the three months before the factory will be closed down all that he can think of. And to get help from Jonah.

He manages to find where he is at the moment and to get in contact with him.

Alex tells him about his problems to translate the three financial indicators to measurements that are meaningful on the production floor and useful for steering the plant and production.

Jonah responds that for that, he should use the three figures throughput, inventory and operational expense.

  • Throughput is the rate at which the factory generates money through sales.
  • Inventory is all the money that is bought for production but not yet sold. It also includes all assets, like machines, buildings etc.
  • Operational expense is all three money spent to turn inventory into throughput.

 

Everything can be split into one or more if these three categories.

Even “soft” costs like consulting expenses can be attributes, depending on what the consulting is for, for producing sellable products or assets, or not. Patents are sellable, so they are inventory.

 

Alex Rogo then starts to think and work this through with his key staff.

One item is robots that simply produce to many parts, getting production and assembly of other parts out of sync. The inventory stock increases carrying costs for the inventory, which are  operational expenses.

 

In a discussion with Jonah, he says that a balanced plant where every resource capacity is equal to demand all of the time is not a good goal. The optimum lies far away from a balanced plant.


Because of his workload, Alex Rogo has severe trouble at home with his wife who feels neglected. After some discussion, they agree that at least he will be home for dinner and bring his paperwork with him to work on at home in the evenings, and that she might even be able to help him with some of it.


On the weekend, Rogo leads a group of his son’s boy scouts during a hike.

The boy scout hike parable:

They experience problems with staying together as a group and keeping the pace and spaces right. This makes him think of the production steps in his factory, and how small differences and delays delay every dependent step afterwards. These small decisions do not statistically average out, they only add up.

The dice parable:

During lunch break, he invents a chain-game with match sticks that he plays with some of the boys where everyone can pass along as many matches as they throw pips on a dice. But only as many as the boy before has.

They find out that the farther down the line, the boys don’t have a chance, because someone up the line will have had a bad throw by chance and so only have few matches. This limits the rest of the steps.

It is a balanced system, but throughout goes down, and inventory asking the way goes up. Opex go up, too (the carrying costs).

Mathematically, it has to do with the covariance -the impact of one variable upon other connected variables in a dependent group. The variance of all variables down the line will fluctuate around the maximum deviation created by any preceding variable.

The slowest element in the chain determines and limits the throughout of the whole system!

This is the key element of the Theory of Constraints (ToC).

You need to work on your slowest part of the production.

The reason the balanced model does not work out in a linear depending system is the missing of reserves in the mentioned system, to make up for slow-downs up the line.


Meanwhile, his wife has enough and takes off, leaving the daughter with his mother.

Now he has two more problems. Worrying where his wife may be and getting through with the two deeply unsettled kids.

Alex’ mom jumps in to help.


 

During the next phone call with Jonah, Alex and his core team learn the two types if capacity: bottleneck capacity and non bottleneck capacities.

Bottlenecks have less capacity than the demand put upon them.

 

Jonah explains that the flow of products through the bottleneck should equal the demand from the market.

The important thing is not to balance capacity with demand, but flow with demand.

 

Following this, the team and the data people spend days analyzing all the processes, products and demand trying to find “Herbie” – the bottleneck, named after the slowest boy scout on the hike.

 

They have the good ideas to ask the expeditor and other experienced people in the plant for where usually they go looking when parts are late.

Also, the bottlenecks should have the biggest work in progress (WIP) and backlog of inventory.

 

They find their most advanced cn machine is one of two bottlenecks. It’s awesome, but complicated, and they only have one.

Another one is the heat treatment unit. It is just a slow process taking a lot if time.

They can’t figure out what to do about these two bottlenecks. They need to be in the middle of the process, and they don’t seem to be able to be substituted.

So Jonah decides to fly in. Three first thing he does is tell them that their bottlenecks must run as often and as efficiently as possible.

One hour lost on a bottleneck is lost everywhere.

One possibility to increase the nc machine’s runtime turns out to be to reschedule the set up team’s break times to when the machine is working on parts.

Then they discover that not all parts made are necessary to produce orders in the backlog , so they can postpone them.

With the help of third parties doing the heat treatment to their inventory parts, they can get rid of their backlog there.

Then Alex turns their attention to scrap parts.

By focusing on taking out defective parts before the bottleneck through Q.C. and not before final assembly, they prevent their bottlenecks working on scrap parts.

And to put special emphasis on process control on bottleneck parts, so that they have the least possible scrap rate.

If one of your bottlenecks is not working for one hour, it is the same as your whole factory standing still for one hour!

And only process those parts in the bottlenecks that absolutely must be processed there – everything else somewhere else.


Meanwhile, Julie, Alex’s wife moved to her parents’ house.

Alex talks to her and has a good idea: while she makes up her mind, he asks her out for a date.


 

In the factory, they sort all late orders by due date and which need posts from the bottleneck machines. Then they start producing them with priority on the orders that are most late.

They figure out a system to tell other machinist’s which parts are bottleneck and thus important and have priority.

One of the lead workers managed to acquire an old machine that together with two other machines can produce the same kind of parts their bottleneck nc machine does, extending bottleneck capacity.

They start incentivizing workers for improving output of the most important parts. That way and with a clear idea why these items are important, they start to get good process improvement ideas from foremen and others.


All the while, Alex and Julie continue to date from time to time.


 

One day, Alex’ team surprises him with champagne: they broke all factory records on orders shipped and sales value the last month, and work in progress inventory went down. And best of all, his boss Peach calls to say a customer called him to say how the factory made good on a number of late orders. They have a party …


Things are working so good at the factory that they get into new trouble with formerly non bottleneck equipment. So they decide to have Jonah fly in once more.

Only three bottleneck machines must run with as much quality output as can be made.

All other machines need to be idle when they meet demand. Otherwise you just build inventory again for no reason.

The bottlenecks determine release of material for all machines in the factory, and for final assembly.

At the end of this month, the Bearington plant makes the turn around and is the only factory in UniCo to have a substantially better quarter result, being the reason of the first positive net result of UniCo this year.

All the overdue orders have been shipped.

The next step Jonah tells them to take is cut their batch sizes in half on all the noon bottleneck parts. This means more vendor deliveries of smaller quantities, less work in progress at any given time, but also more setups.

He distinguishes four kinds of time for a piece of material:

  • Setup time – waiting for the resource preparing to process the material
  • Process time – being processed itself
  • Queue time – time waiting for a resource that is busy working on another part
  • Wait time – waiting for another part to be assembled together

With halfed batch sizes, time to delivery can be half, too. This means orders can be delivered twice as fast! Setups will take more time and money, but there is still enough idle time.

For a special order they cut their batch sizes in half once more to get the capacity, and reschedule some other orders so that they are not as early before due date, but delivered on due date.

Alex gets ordered to a meeting at headquarters to justify the changes he has made that do not look good in some of the old metrics like cost per part, and that go against corporate policies. The corporation’s Efficiency Manager wants to stone him for that and does not try to understand the faults in the common practice and beliefs.

But Alex is stubborn and goes to the division leader. There he learns that his own accountant had a nice long talk with him and explained the interrelations of the metrics and active taken to him and convinced him.

That way, when this manager gets promoted to a C level position, he promotes  Alex to his position as division manager.

… A new challenge for Alex. He also promote several of his key staff from the plant.

 

Alex wants to hire Jonah for more help, but he declines, saying Alex should figure it by himself how to manage, what is important in managing in general.

Alex’ accountant tells him of an interesting effect that he discovered: it is mandatory practice for accounting to list inventory under assets, because they represent a value and could be liquidated.

In the ToC thinking though, inventory is a liability.

So the factory is actually financially a lot better off with low inventory, though by mandatory accounting and balancing, the asset position goes down.

 

To get a plan on how to turn around the division, Alex takes his experienced factory team to the task.

One thing they dismiss as useless is the usual reorganization.

Going more centralized to raise synergies and reduce double effort, or going more decentralized to shorten administration and to become more entrepreneurial…

the usual oscillating movement every five to ten years.

 

After several meetings, they say that improvement should not be aimed mainly at lowering operational expenses (costs) as usually, but to increase throughput.

 

What helped the factory was to change the order of importance: putting throughput first, inventory second, and operational expenses third.

 

To improve the performance of the factory, they followed this process:

 

  1. Find the bottleneck (s)
  2. Find ways how to improve the bottlenecks’ usage and output
  3. Change everything else to the bottlenecks’ lead
  4. If output of bottlenecks improves, check if other resources are now the next bottleneck and treat them from step 1.

(note: actually, Goldratt splits it in 5 steps; I put two together to form improve the bottlenecks’ usage and output) 

This is a continuous improvement process.

The more general term for bottleneck would be constraint. And it can be anything from a machine or people, skills to material release planning or market demand.

Bottlenecks often change in what part of the process they occur: from being a machine or resource in the first round of TOC optimization to probably being other resources, or engineering, or the market demand, and probably back again in further improvement rounds.

 

While thinking about their process, they realize that now that the factory doesn’t have any late orders, the red and green tag system is contra productive, creating a false priority. Leaving them away is much better.

Also they introduce accepting orders in foreign markets to fill idle capacities above material cost but below full production cost.

While thinking about what it takes to manage, they come up with that a manager should find and focus on the core problem, even in a complex situation.

Then he needs to find answers to the questions: what to change? What to change to? And how to cause the change (without causing resistance but enthusiasm).  The solutions implemented should solve the acute negative effects without creating new ones.

The book finished by stating that we should and can all learn to think for ourselves and be our own Jonah’s.


 

The sequel to The Goal is the book It’s Not Luck.

The Lean and Six Sigma methods fit the ToC thinking and method of analyzing and optimizing very well.


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Stakeholdermanagement mit Persönlichkeitstypologien – T. Otto, Haufe Akademie


 

Der Vortrag wurde von Torsten Otto, Leiter des Competence Center Project-, Process- und Changemanagement der Haufe Akademie Frankfurt gehalten.

 

Wie üblich wurde der Stammtisch von Jürgen Ruff geleitet, Projektmanager und Coach.

Information zu den nächsten Veranstaltungen: http://www.pmifc.de/

Vormerken:

Der nächste Termin ist am 22.09.2014 mit dem Thema: Erfahrungsbericht zur globalen Einführung von Projekt-Mgt.-Prozessen und Projektmanagement-Tools in der IS/IT der ABB. Referent: Vinzenz Schreiner

 

Die Folien zum Vortrag finden sich hier:

Folien Stakeholdermanagement_T_Otto_20140811_public

 

Herr Otto erläuterte im Vortrag unter anderem, welche Erfahrungen er in Projekten mit der Persönlichkeits-Einschätzung von Stakeholdern mit dem dem Riemann-Thomann Modell gemacht hat.

Dieses basiert auf einer Einschätzung anhand der Gegenpol-Achsen

Nähe <-> Distanz

Wechsel <-> Dauer

Erwähnt wurden auch andere Persönlichkeits-Typologien wie bspw. der MBTI, das Insights Modell oder das Team Management System (TMS).

Interessant waren auch die kleinen Praxis-Übungen, die Herr Otto in den Vortrag eingestreut hat.

 

 

 

 

Method: “Magic Estimation”


Use: Prioritization of user requirements

This is a method described in the book “The Ultimate Scrum Guide 2.0“.

It is proposed as either an alternative approach or preliminary to “Planning Poker”, a technique common to agile project estimation.

It is a very quick estimating technique for a large number of requirements – usually a quarter of an hour can be enough.

Here, also, the necessary effort requirements (user stories) are estimated by the team relatively to a “standard” effort/story on a scale from 0 – 100.

The difference is, that in Magic Estimating, the requirements are estimated in parallel, not sequentially as in Planning Poker.

This makes Magic Estimating fast. Other positive attributes are non-verbal communication and allowed subjectivity.

It makes for a good overview of complexity and an insight, which stories/requirements still need to be detailled or split more in order to be clear (“definition of ready“).

The method is very useful at the start of Sprint 1 (initially), and can also be used for quick, regular Product Backlog Refinement.

How to do Magic Estimating

A scale ranging from 0 – 100 ist laid out – on a table or better the floor. This can be done i. e. with Planning Poker cards (or any other cards with the numbers).

Then everyone is allowed to pick stories and place them somewhere along the “complexity/effort” scale, relative to the factor 1.

After the initial round, everyone again can change the position of story cards and place them somewhere else.

Someone else might change the position of this card again.
This will cause wanted discussion.

The Scrum Master takes notes of cards that move often – this is an indicator of stories that seem unclear and need to be detailled more.

In the end, the Scrum Master writes the estimated complexity/effort factor on each card. The “flexible” ones get an indicating sign.

The Product owner focusses with the team on approximately 5 highly prioritized cards.

After estimating, he/she can detail the stories with unknown complexity/flexibility and all stories with a complexity higher than a certain factor, for example 15.

 

 

 

Buchrezension: “Der Ultimative Scrum Guide 2.0”


Sehr guter Inhalt aus der Praxis, in einer Aufmachung, die Lust macht das Buch zu lesen!

Der Ultimative Scrum Guide 2.0, Malte Foegen, Jörg Battenfeld, David Croom et al; wibas GmbH; April 2014; 220 Seiten

Rezension: T. Speil, 2014
Diese Rezension und Blogartikel wurden vom Herausgeber des Buches freigegeben.

Amazon: http://www.amazon.de/Der-Ultimative-Scrum-Guide-2-0/dp/3981583752/ref=sr_1_1?ie=UTF8&qid=1405634118&sr=8-1&keywords=Der+ultimative+Scrum+Guide


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Ich kenne Malte Foegen, einen der Hauptautoren des Buches und Geschäftsführer der wibas Managementberatung seit Jahren als Berater und Trainer. Daher ist meine Bewertung hoffentlich im positiven Sinn “nicht objektiv”, sondern begründet in meiner persönlichen Erfahrung und Eindruck mit wibas.

Mir hat immer sehr der Ideenreichtum von wibas gefallen, Methoden frisch darzustellen und in der Praxis weiter zu entwickeln. Bei mehreren Vorträgen u. a. am Firmenstandort ist mir aufgefallen, wie stark die Firma in allen Bereichen Scrum, Lean und Agile Prinzipien lebt und atmet.

Schon das Buch “Der Weg zur professionellen IT” war sehr gut in eine Geschichte verpackt und übertrug die Agilen, inkrementellen Ansätze sowie CMMi auf den Bereich Change Management. Die “Landkarte der Veränderung” macht einfach Spaß! Intern werden alle operativen Prozesse von wibas nach agilen Methoden entschieden und dokumentiert.

Der Scrum Guide ist ein weiteres Beispiel dafür, wie die tiefgehende Praxiserfahrung der Berater in verschiedensten Kontexten übertragen wird in ein Buch, das auch optisch ausgesprochen appetitlich ist durch einen interessanten Skizzen- und Collagen-Stil der Grafiken und weitestgehenden Verzicht auf “Bleiwüste”.

Nicht nur selbst, sondern auch wenn es darum geht, einem “Scrum-Newbie” ein Buch in die Hand zu drücken macht dieses Lust zum stöbern – es erzeugt eine positive Stimmung. Und die Inhalte werden auch sauber aufgebaut und dargestellt.

Neben den Grundlagen und einigen Vertiefungen geht das Buch auch auf eine Reihe von Praxisproblemen und schwierigen Situationen mit Vorgehensempfehlungen ein und erläutert viele “Werkzeuge”, die man gar nicht erwartet oder auch noch nicht kennt – als Beispiel “Magic Estimating” oder die Anwendung von Kanban und Pull-Systemen.

Auch Verweise auf weitergehende Literatur werden gegeben. In meiner Sammlung vorbildlicher Management-Bücher nimmt es einen Top-Platz neben dem ebenfalls erwähnten “Business Model Generation” von Pigneur, Osterwalder und Wegberg ein.

Weiter so mit innovativen und praxistauglichen Methoden!

Einige Punkte aus dem Vortrag von Malte Foegen, wibas, zu  “Scaled Agile in der Praxis” finden Sie in diesem Post. (english).


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