CV + Reference Projects



|Alexander Kriegisch |[pic] |

| | |

|Agile / Lean Coach | |

|Certified Scrum Master | |

|Certified Scrum Professional | |

| |

|Age: |48 years, * May 8, 1971 |

|Nationality: |German |

|Company: |Scrum-Master.de |

| |Agile Project Management |

|Position: |owner & founder |

|Address: |Schillerplatz 6, 91315 Höchstadt, Germany |

|Phone: |+49 (176) 20 53 07 02 |

| |+49 (9193) 52 76 |

|Internet: | |

| |Kriegisch@Scrum-Master.de |

|Offered services |Coach, interim manager, mentor, trouble-shooter, trainer, supervisor for agile and lean project |

|and roles: |management and software development |

| |Methodologies/frameworks: Scrum, Kanban, XP, Theory of Constraints (ToC) |

| |Project portfolio management / multi project management with lean/agile methodologies |

| |Management consultant for agile transition (transforming an organisation from classical/waterfall |

| |into an Agile Enterprise) |

|Professional experience: |Freelance Scrum consultant, interim and project manager since 2005 |

| |Scrum implementation and scaling (multi-team, multi-project) in several international enterprises |

| |Full-time professional in software/IT since 1994 |

| |Commercial software development since 1989 |

| |Head of professional services (team size: 20) as interim manager for an enterprise software project |

| |contractor |

| |Technical product manager knowledge management. Definition + near-shore outsourced development (team|

| |size: 25 external, 5 internal) of a knowledge management suite until market launch. |

| |Technical partner manager for leading ECM software provider; partner acquisition and support |

| |International presales consultant (Germany, UK, USA) for USA-based, NASDAQ-listed secure messaging |

| |provider |

| |Principal presales consultant for ECM technology responsible for founding a presales department |

| |(team size: 5) |

| |Software developer for multiple companies |

|Methodological skills: |Coach, mentor, trainer for agile/lean methodologies: |

| |Scrum / Scrum of Scrums / Meta Scrum |

| |Kanban / Scrumban |

| |Extreme Programming (XP) |

| |Scaled Scrum |

| |Distributed Scrum |

| |multi project management with elements from Theory of Constraints (ToC) and Critical Chain Project |

| |Management (CCPM) |

| |Project manager with overall responsibility |

| |contractor projects (external client) |

| |internal projects |

| |coordination of cross-functional teams |

| |trouble-shooting / fire-fighting in ongoing projects |

| |Scrum as a lean, agile process model for (multi) project management and development |

| |Scrum outside of IT or software development environments |

| |Meta Scrum in management teams |

| |Scrum as a general management framework on an organisational level (Agile Enterprise) |

| |Consequent customer & target orientation |

| |Technical background of a former software developer |

| |Experienced in interface positions as a mediator between business / management and technology |

| |Business fluency (presentation, negotiation, conversation, correspondence) in German and English, up to CEO|

| |level |

| |Building & leading heterogeneous, cross-functional teams |

| |Management skills, team lead & team building experience |

| |Interim management (e.g. head of development) |

| |Assertiveness, where necessary |

| |Problem solver / trouble-shooter mentality |

| |Pragmatism |

| |Negotiation, mediation, rhetoric |

| |Presentations, speeches, lectures |

| |Experienced trainer (courses, workshops) |

|Technical skills: |Software technologies & paradigms in general |

| |Internet technologies and standards |

| |Programming and scripting languages: Java, Groovy etc. |

| |Aspect-oriented programming (AOP): AspectJ, Spring AOP |

| |UNIX/Windows shells: Bash, PowerShell, SSH etc. |

| |Regular expressions (regex) |

| |Test automation: JUnit, Spock, Geb, Selenium, mock frameworks |

| |Build/dependency management: Maven, Make, Nexus, Artifactory |

| |Version management: Git (also distributed) with feature branch workflow or Git Flow, Subversion, CVS |

| |Continuous integration: Jenkins with "build per branch" plug-in |

| |Code metrics: Sonar, FindBugs, JaCoCo |

| |Development environments (IDEs): IntelliJ IDEA, Eclipse |

| |Clean code, refactoring, software craftsmanship |

| |Ticket systems: Jira Agile, YouTrack, Trac, Bugzilla etc. |

| |Cryptography: PKI, digital signature, encryption, VPN |

| |ECM: workflow/BPM, archive, document/knowledge management |

| |MS Office, LibreOffice (OpenOffice) |

|Languages: |German (native) |

| |English (fluent) |

| |Thai (conversation, reading) |

| |French (basic, mostly passive) |

| |Latin |

|Affiliations: |Member of the Scrum Alliance () as a Certified Scrum Master & Certified Scrum |

| |Professional |

|Publications: |"Scrum on one page", internationally established Scrum cheat sheet: |

| | |

| |Scrum introduction and Scrum glossary (in German) on Scrum-Master.de: |

| | |

| | |

| |Publications about digital signature, PKI and encryption in journals such as |

| |IT Security |

| |IT-Sicherheit |

| |IT-Fokus |

| |BIT |

| |Versicherungsbetriebe |

|Educational awards & |Top university student (ranked #1) in each semester of my information management study until a |

|accomplishments: |software company made an offer I could not refuse and I started my career as a professional |

| |software developer. |

| |Top "abitur" (university-entrance diploma) student with merits for overall grade point average |

| |(German 1.0 = A+) |

| |Special "abitur" (university-entrance diploma) prizes for informatics, mathematics and physics |

|Honorary appointments: |Supporter and counsellor for multiple postgraduates and master students working on theses about |

| |agile/lean methodologies |

| |Project & release manager and lead developer for the open source project Freetz, an embedded |

| |Linux firmware for DSL & WLAN routers of the AVM Fritz!Box and Telekom Speedport series: |

| | |

| |Freetz forum moderator at ip-phone-forum.de, a discussion platform around VoIP and DSL routers: |

| | |

| |AspectJ expert (reputation 38,000+) on StackOverflow: |

| | |

| |Informatics instructor at Volkshochschule Erlangen, an adult education centre |

| |Technical support (web page, marketing & PR brochures, event management) for Kunstschule |

| |Höchstadt, a local fine arts teaching institution |

| |Official first aider for COI, a former employer |

| |Head of Student Council at high school, plus several years in student council as class |

| |representative |

| |Youth group leader at Kolping-Jugend |

|Conferences, presentations, interviews |Regularly: |

| |In-house presentations, discussion panels, kick-offs and workshops concerning Scrum |

| |introduction, agile multi-project management, agile enterprise |

| |August 2015, "taz" interview: |

| |Real freelance professional or pseudo-independent? Soloists against social legislation: IT |

| |freelancers fight against pseudo-independence "witch hunt" led by German pension insurance |

| | |

| |May 2012, "Computerwoche" expert interview: |

| |Scrum – goodbye to command & control hierarchy: about the illusion of being able to |

| |introduce Scrum without a professional coach after two days of training, about advantages |

| |and preconditions of Scrum in enterprise environments |

| | |

| |September 2011, GPM Deutsche Gesellschaft für Projektmanagement, Düsseldorf: |

| |Failure Stories with Scrum. See Scrum Day 2010. |

| |November 2010, Scrum Day, Berlin: |

| |Failure Stories with Scrum: how to fail with Scrum (Scrum anti-patterns and frequently made |

| |mistakes) |

| |January 2010, GPM Deutsche Gesellschaft für Projektmanagement, Düsseldorf: |

| |Scrum vs. Critical Chain Project Management |

| |June 2009, Agile – vom Hype zur Praxis, ETH Zurich: |

| |Agile multi-project management and prioritisation. |

| |See XP Days 2008. |

| |May 2009, Scrum Day, Munich: |

| |Agile management reporting. I explained how to extend a basic Scrum product backlog so as to|

| |provide more information and insight as well as additional steering options for the product |

| |owner. |

| |November 2008, XP Days, Hamburg: |

| |Agile multi-project management and prioritisation. Other presentation topics were basics of |

| |Theory of Constraints (ToC) and Critical Chain Project Management (CCPM). I also presented a|

| |simulation tool for prioritisation and resource management strategies in multi-project |

| |environments, explaining why certain strategies are dramatically better/worse than others. |

| |May 2008, ObjektForum Entwicklertag, Karlsruhe: |

| |Multi-project management and Agile Enterprise incl. success story at 1&1 Internet AG |

Track record (excerpt)

|Period |Project |

|2018/12 – today |Customer: classified (no project report permitted) |

| |Industry: telecommunication surveillance |

| |Role: trouble-shooter for project teams in South-East Asia |

|2018/08 – 2018/11 |Customer: Haufe Group |

| |Industry: special databases for law, taxes etc. |

| |Role: agile coach, interim Scrum Master, trouble-shooter |

|2017/08 – 2018/07 |Customer: classified (no project report permitted) |

| |Industry: telecommunication surveillance |

| |Role: trouble-shooter for project teams in South-East Asia |

|2017/05 – 2017/07 |Customer: regular customers |

| |Industry: diverse |

| |Role: agile coach, trainer for Scrum/Kanban teams |

|2015/01 – 2017/03 |Customer: Sparda Datenverarbeitung eG |

| |Industry: bank, IT service provider |

| |Role: agile coach, Scrum Master |

|2015/05 – 2015/06 |Customer: Tegtmeier Internet Solutions GmbH |

| |Industry: internet agency |

| |Role: agile coach, trainer, management consultant |

|2014/06 – 2014/07 |Customer: TRUMPF GmbH & Co. KG (Holding) |

| |Industry: engineering |

| |Role: agile coach, management consultant |

|2013/08 – 2014/04 |Customer: classified |

| |Industry: telecommunication surveillance |

| |Role: agile coach, management consultant, Scrum Master |

|2012/09 – 2013/08 |Customer: Deutsche Telekom AG, Products & Innovations |

| |Industry: telecommunication, smart home |

| |Role: agile coach, management consultant, Scrum Master |

|2010/10 – 2010/10 |Customer: Audi AG |

| |Industry: automotive |

| |Role: Scrum trainer |

|2010/03 – 2010/07 |Customer: thinkstep AG (formerly PE International) |

| |Industry: sustainability |

| |Role: agile coach, management consultant |

|2009/04 – 2009/09 |Customer: Parallels International |

| |Industry: internet, software development |

| |Role: agile coach, management consultant |

|2008/01 – 2008/09 |Customer: 1&1 Internet AG |

| |Industry: telecommunication |

| |Role: agile coach, management consultant, Scrum Master |

|2008/03 – 2008/07 |Customer: Elektrobit Automotive GmbH |

| |Industry: automotive, on-board systems |

| |Role: agile coach |

|2007/11 – 2007/11 |Customer: 42media group GmbH |

| |Industry: internet agency |

| |Role: agile coach, trainer |

|2006/02 – 2006/08 |Customer: Nürnberger Versicherungsgruppe |

| |Industry: insurance |

| |Role: overall project manager (several sub-projects) |

|2003/01 – 2005/03 |Customer: COI GmbH |

| |Industry: document, workflow, knowledge management |

| |Role: technical product manager |

|Scrum introduction in strategic software project (company goal 2015-2017) at IT service (software, hosting, operations) provider in strictly |

|regulated banking environment |

| |

|Date: |2015/01 – 2017/03 |

|Client: |Sparda Datenverarbeitung eG, Nuremberg |

|Project title: |OKVS (Omnikanal-Vertriebssystem = omni-channel sales system) |

|Roles: |Management consultant for agile transition to Head of Business Unit and Head of Department, reporting progress up to|

| |board level |

| |Agile/lean coach for Scrum/Kanban team |

| |Scrum Master |

| |Coach for general project manager at consulting company Sparda Consult |

|Situation: |SDV as a service provider is under enormous pressure to innovate because the client banks have high expectations |

| |which have been disappointed often in previous projects. |

| |SDV processes are slow and bureaucratic, especially since compliance rules have been tightened by bank supervision |

| |institution BaFin in the aftermath of the global financial crisis since 2008. |

| |SDV has a reputation of being (too) slow at setting up and finishing projects, regardless of size/scope. |

| |Projects are planned and executed following a rigid waterfall methodology: without a complete functional |

| |specification from client banks SDV will not create a software concept, without which there will not be any |

| |implementation. Then there is a very long test phase at the end of the development cycle. Lead time for transition |

| |to operations is several months, ideally pre-planned at the beginning of the fiscal year. |

| |Challenge: more agile processes in a strictly regulated environment without violating any compliance rules. |

| |Previously started, so-called "Scrum project" is actually far from agile (no client bank involvement as product |

| |owners, no public product release after almost 3 years), thus many stakeholders are rather sceptical about |

| |applicability of agile methodologies at SDV. |

| |The next major project on the agenda is OKVS. Its goal is to interconnect existing sales channels per product |

| |(checking account, construction loan, private credit) in order to facilitate client-side channel switches during |

| |ongoing sales processes, e.g. from smartphone to desktop PC, call centre or local branch bank. |

| |Furthermore, the currently non-existent channel mobile/ smartphone has to be created from scratch as a responsive |

| |web site which later shall also replace the current desktop/tables process. |

| |Because overall project duration estimate is 3 years, client banks wish to have earlier releases with important core|

| |functionality instead of the usual "big bang" release at the very end of the project. |

| |Scrum-Master.de is assigned the task to set up an agile project in a way which avoids the bad experience from the |

| |previous pseudo-agile project and enables the project team to quickly and regularly deliver and release business |

| |value. |

|Measures: |The 12 regional banks of the Sparda group delegate all decisions to a steering committee consisting of 3 pilot banks|

| |plus SDV and Sparda Consult (SC) instead of having to come to agreements in big management circles of all 12 banks. |

| |SC sets up a product owner team (PO team) consisting of actual pilot bank personnel and an external Scrum coach in |

| |the Chief Product Owner role. |

| |Scrum-Master.de sets up a cross-functional Scrum team at SDV, consisting of above mentioned PO team, in- and |

| |external software developers and other staff from SC and SDV. The Scrum team closely collaborates on site in one big|

| |team room. This is the first Sparda project ever featuring direct bank + service provider collaboration. |

| |Scrum training and ongoing full-time coaching for all project team members. |

| |SDV delegates recruiting of external developers to me because I seem to "have a knack" for finding the right people |

| |even though (or maybe because) I am picky. |

| |In addition to my roles as a Scrum coach and SDV + SC management consultant I also take operational responsibility |

| |as a Scrum Master. |

| |Introduction of agile development practices: high degree of test automation up to automated acceptance tests, pair |

| |programming, continuous integration, feature branch workflow, WIP (work in progress) limit according to Kanban |

| |framework in order to avoid harmful multitasking. |

| |Introduction of modern tools: Spock & Geb for test automation instead of JUnit & Selenium, Git for source code |

| |versioning instead of Subversion (SVN), Jenkins with continuous builds for each commit instead of nightly builds |

| |only, Maven instead of Ant for build & dependency management, IntelliJ IDEA instead of Eclipse, Jira Agile with |

| |simplified, non-SDV standard workflow adjusted to agile/lean methodologies. |

| |Abstinence from up-front functional and technical specification, replaced by agile requirements engineering with |

| |user stories, directly created by bank personnel in the PO team. The PO team directly discusses stories with the |

| |development team, utilising short feedback loops. |

| |Introduction of in-sprint acceptance tests per user story by PO team |

| |Establishment of two-week Scrum sprints with mandatory delivery of tested and accepted product release by the end of|

| |each sprint. |

| |Fight for more development team autonomy with regard to technological decisions, resulting in forward-looking, |

| |trend-setting decisions for non-SDV standard architectural and infrastructural approaches and products, e.g. |

| |application server, source code management system and many more. |

|Results: |Quicker decisions due to steering committee model. Scrum enables decision makers to learn along the way and refine |

| |or adjust the project plan accordingly, e.g. by adding an innovative, previously unplanned feature to the backlog of|

| |which nobody knew at the beginning of the project if and how it could be implemented conforming to the law. |

| |Shortened release cycle: first release (public launch of OKVS platform) after 6 months, second release 3 months |

| |later, third release 6 weeks later. |

| |Due to ongoing in-sprint PO tests shortened acceptance test phases from min. 7 down to max. 3 weeks because of |

| |continuously tested product quality and test coverage. |

| |For SDV projects unprecedentedly high degree of test automation |

| |By the end of 2015 SDV carries forward savings of 1M € of the project's development budget (2.8M €) to 2016 due to |

| |efficiency increase based on agile methodology. |

| |In addition to the initially planned 7 Sparda regional banks the remaining 5 also decide to use and co-finance OKVS |

| |after the successful launch after just 6 months. Usually it is rather rare that all 12 banks are on board. |

| |Strategic decision by both Sparda banks and SDV to henceforth prefer Scrum for big, complex projects incl. |

| |cross-functional teams with direct bank participation. |

| |Strengthened mutual trust between clients (banks) and service provider (SDV) due to daily and direct collaboration |

| |in OKVS Scrum team. Previous compartmentalisation is reduced significantly, there is an ever increasing culture of |

| |mutual trust. |

| |Several technologies introduced by OKVS are promoted to SDV company standards. |

| |Because of the consistent and reliable 2-week Scrum release cycle there is a growing desire by the client banks to |

| |put releases into production more often. First steps towards a DevOps model (close collaboration between development|

| |and operations) are taken. For instance, production deployments now only take minutes and a few button clicks. In |

| |previous projects releases were still burned onto CDs and physically transported across departments together with a |

| |(paper) release process slip, requiring many signatures. At the end of the process, releases were installed |

| |manually, usually causing significant downtimes. |

|Crisis intervention in highly endangered, strategic company project |

| |

|Date: |2015/06 – 2015/06 |

|Client: |Tegtmeier Internet Solutions, Hamburg |

|Project title: |CU Ski (winter sports travel portal) |

|Roles: |Management consultant for company management |

| |Personal coach for CEO |

| |Agile coach for Scrum team (PO, SM, developers) |

|Situation: |Small internet agency, entrusted with biggest project in company history |

| |Quick growth of personnel due to recruitment of development specialists necessary to scale this very project |

| |Because of previous chaotic projects the CEO and the client want to do "better planning", resulting in a rigid |

| |waterfall approach with detailed up-front planning and design. |

| |Project has been ongoing for one year, but not even the visual design has been finalised and delivered by an |

| |external agency because everyone got lost in too much detail. |

| |Two months until strict deadline (main season for booking winter trips is in early summer) |

| |Belated launch = insolvency for Tegtmeier because of project assignment revocation without payment (work and labour |

| |contract, not time and material) |

| |Stress, nervous team atmosphere |

| |No more belief in project success |

| |Company founder, owner and CEO has no more trust in his own team, thus rigidly micro-manages everyone and thinks |

| |that without him nobody does anything right. |

| |Personal conflict between CEO and big-headed, know-it-all, insubordinate lead developer |

|Measures: |Review of all relevant aspects: catalogue of requirements, methodological approach, interpersonal conflicts, vastly |

| |different levels of competence within the development team |

| |Scrum training for CEO and team |

| |Personal coaching for CEO in order to reduce his suffocating micro-management and free him for more important tasks |

| |Coaching for a hand-picked, integrative personality (organisational psychologist) into the Scrum Master role |

| |Team building: forging a team from a heterogeneous group of individualists, including the "diva" lead developer |

| |Coaching the client CEO into the product owner role with an emphasis on agile requirements engineering |

| |Collective creation and refinement of a strictly prioritised product backlog |

| |New "cut" of previously bulky and very technical requirements as small, valuable, end-to-end user stories, focusing |

| |on essential business value needed for launch (minimal marketable product) |

| |Open discussion about conflicts in retrospectives |

| |Creation of new mutual trust between Scrum team and their own CEO on one hand, between service provider and client |

| |on the other hand. |

|Results: |New confidence within the Scrum team into their own ability to deliver the product on time. |

| |Product owner says he feels "liberated and empowered", because now he has learned the craft of cutting and |

| |prioritising user stories. In the past he always thought that everything had to be specified and delivered in one |

| |big chunk in order to be valuable. |

| |Social balance within team is re-established, atmosphere gets more relaxed and motivating |

| |First sprint is very hard, difficult and controversial for everyone, but at the end the team delivers a functional |

| |product increment against everyone's expectations. This leads to grooving trust and confidence within the team as |

| |well as by a very impressed and surprised client ("wow, they can actually deliver"). |

| |Second sprint goes much more smoothly, the group transitions into a real team. |

| |Despite deadline pressure and CEO's preconceptions against test automation ("I like to have it, but it costs us too |

| |much precious time.") the Scrum team invests a significant amount of sprint time in test automation. Quality |

| |increases, regressions (an old problem) diminish and are identified much earlier. |

| |Release deadline is met successfully; CU Ski goes online in July 2015 as planned. Multiple releases follow in short |

| |cycles according to the Scrum framework. |

| |Simultaneously the existing portal CU Camper (camping & motor home travel) gets renovated and refactored to the new,|

| |technologically superior CU Ski design. |

| |Tegtmeier eK re-stabilises as a company, its legal form gets changed to GmbH (similar to PLC). |

|Review/assessment of existing Scrum processes, formulation of improvement measures |

| |

|Date: |2014/06 – 2014/07 |

|Client: |TRUMPF, Ditzingen |

|Project title: |several ones in the area of HMI machine control |

|Roles: |Management consultant up to level Chief Department Manager Software Development |

| |Authorised reviewer and coach for Head of Department and team leaders |

|Situation: |Scrum was established as process framework three years ago. Management is satisfied because Scrum has led to |

| |measurable improvements. TRUMPF as a mechanical engineering company has an enterprise-wide continuous improvement |

| |(kaizen) process in place, i.e. improvements are measured on a regular basis and the bar gets raised annually by |

| |declaring new improvement goals. |

| |The new goals cannot be achieved with the existing processes. Especially release cycles are too long and too |

| |expensive. |

| |Different agile process maturity levels across teams |

| |External supplier integrations into Scrum process framework is problematic |

|Measures: |Review/assess multiple teams during their daily work |

| |Participate in regular Scrum meetings (Daily Scrum, Sprint Review, Retrospective, Planning, Backlog Grooming) |

| |One-on-one interviews with Head of Department, team leaders, Product Owners, Scrum Masters and in-/external team |

| |members |

| |Several jour fixes per week with Chief Department Manager, daily meetings with Head of Department for provisional |

| |results report and dynamic prioritisation of next steps |

| |Formulation of status quo description (review/assessment result) |

| |Formulation of catalogue with measures of improvement |

|Results: |The catalogue identifies and describes ca. 50 concrete measures of improvement. By customer request, each measure |

| |contains ratings concerning impact and effort/duration of implementation. |

| |The catalogue encompasses topics such as organisational development, project management, technology, agile |

| |development & test practices, selection of and contract design for external suppliers. |

| |To the client’s surprise – TRUMPF management had assumed that the existing process implementation was quite mature –|

| |the identified potentials were not merely marginal but massive. From an assessor’s point of view there was a lot |

| |left to be desired concerning professionalism in all areas mentioned above. |

| |Preliminary discussion of review results and improvement measure catalogue with management |

| |Result presentation and discussion during a workshop with team leaders and Head of Department |

| |The client followed the assessor’s advice for maximum transparency and we presented and openly discussed the |

| |findings and all improvement measures with the complete department staff. Everybody participated in a prioritisation|

| |workshop and the top management used the prioritisation from the employees’ point of view as a (non-binding) basis |

| |for final prioritisation. |

| |Discussion of employee feedback within management and creation of final, prioritised improvement roadmap |

| |Furthermore TRUMPF tackled the area of external supplier contracting even while the assessor was still in house. |

| |Existing suppliers were replaced by others more willing to work on-site, other supplier contracts were modified to |

| |also get off-site team members on site for better integration in cross-functional Scrum teams. This measure had not |

| |even been on the agenda before the reviewer/assessor identified it as a pain point. In an atmosphere of mutual trust|

| |the client followed the assessor’s counsel anyway. |

|Scrum coach for new software platform development in the communication monitoring and data retention sector |

| |

|Date: |2013/08 – 2014/04 |

|Client: |Classified; customers are international government agencies |

|Project title: |Classified |

|Roles: |Management consultant for CEO and board of administration members |

| |Coach for distributed Scrum team (Germany, USA) |

| |Interim Scrum Master during the initial months |

|Situation: |Existing legacy product is powerful, but does not scale well (only via extremely expensive special hardware) and has|

| |an old-fashioned, unergonomic user interface |

| |Existing prototype (proof of concept) for a new, scalable platform with state-of-the-art user interface and |

| |real-time analysis capabilities has a high market potential, but inadequate architecture, poor code quality and zero|

| |test coverage |

| |Established internal processes are extremely slow and "waterfall-like" featuring a lack of internal communication |

| |between company departments and hostility against innovation ("we have always done it this way") |

| |Internal resistance and high scepticism against the new platform idea, even though the legacy one has noticeably |

| |reached the end of its life cycle and was not sold to new clients in a long time (company lives on service |

| |contracts) |

| |Deadline pressure because one instance of the new, not yet existing platform has already been sold to a customer who|

| |was impressed by a prototype showcase. Delivery is due in 6 months. |

|Measures: |Management coaching (CEO, board and below) |

| |Creation of a new project team |

| |Selection of internal employees |

| |Recruitment of external specialists |

| |Selection of team members from a USA-based sibling company and bringing them over to Germany for initial team |

| |building (duration: 3 months) |

| |Interim Scrum Master role during ramp-up phase |

| |Training and coaching for Product Owner, future Scrum Masters and team members |

| |Breakup of organisational and infrastructural impediments which previously were regarded as given and unchangeable, |

| |against considerable initial resistance |

| |Introduction of state of the art development and engineering practices like test automation, peer reviews, |

| |continuous integration and deployment, code metrics, clean code principles |

| |Switch build infrastructure from Subversion, Ant to Git, Maven, Jenkins incl. intensive use of feature branch |

| |strategy (similar to GitFlow) |

| |After 3 months the US team members return to their home country. Subsequently Scrum gets changed toward a |

| |distributed setup with Scrum of Scrums. Common code base and continuous integration practice are being kept. |

|Results: |Virtually unmaintainable prototype is refactored into a modular platform which permits cluster operation on |

| |standard, off the shelf hardware and next to linear scalability with regard to performance |

| |Delivery deadline for first client is kept |

| |Open and collaboration-friendly communication culture across team and department boundaries is established |

| |Massive reduction of scepticism by means of rigorous transparency concerning Scrum process and development progress |

| |("information radiators") |

| |Creation of trust in power, stability and market potential of new application platform |

| |Official strategic switch with regard to marketing and sales towards new platform; legacy platform is officially |

| |declared discontinued in customer communication |

|Scrum/Kanban coach for innovation project with multiple teams in the home automation sector (industry: telecomunnications) |

| |

|Date: |2012/09 – 2013/08 |

|Client: |Deutsche Telekom AG, Products & Innovations, Darmstadt |

|Project title: |QIVICON () |

|Roles: |Management consultant up to Head of Business Unit (BU) |

| |BU Scrum/Kanban coach/trainer (7 teams) |

| |Interim Scrum Master for "agile showcase" team |

|Situation: |Complex, scaled Scrum project with hardware and software sub-projects, many (90%) external team members, external |

| |suppliers and distributed teams |

| |Scrum introduced 9 months earlier |

| |Problems due to a lack of methodical discipline ("Frankenstein Scrum") |

| |Project behind release schedule |

| |Unclean, non-agile release planning |

| |Lack of transparency |

| |Teams regularly deliver less then 50% of planned story points |

| |Harmful multitasking: much work in progress, little work finished and delivered |

|Measures: |Management coaching (Head of BU, Technical Lead, Chief Product Owner, Team Product Owners, Head of Program |

| |Management) concerning agile multi project management, Theory of Constraints, requirements engineering, user stories|

| |Introduction of Kanban as an alternative to Scrum for supporting teams outside product development such as DevOps |

| |und task forces |

| |Training & coaching for Scrum and Kanban teams |

| |Coaching for Scrum Masters and Kanban Senseis |

| |Inter-team synchronisation via Scrum of Scrums, master product backlog, communities of practice |

| |Improved management reporting on a daily basis |

| |Transparent and realistic release planning based on team velocity (not the management's wishful thinking) |

| |Scrum Master role for "agile showcase" team in order to prove to management and other teams what is possible if |

| |Scrum is implemented and practiced in a clean way |

| |Transfer of successful practices from showcase team to the other teams |

| |Internal relocations in order to gather developers, testers, product owner, Scrum Master per team in one common |

| |office so as to eliminate temporal and communicative overhead |

| |Migration from existing project management tool (which was a bad fit for Scrum/Kanban) to a full-blown, |

| |enterprise-ready agile software tool |

| |Establishment of state of the art software engineering practices: significantly increased levels of test automation |

| |and coverage, continuous integration & deployment, pair programming, introduction of and adherence to a Definition |

| |of Done for each team |

| |Introduction of a clear and strict time-box principle for sprints and meetings |

|Results: |Groups become real, self-organising teams with more responsibilities and higher (self-driven) quality standards |

| |Sprint reviews with more participating stakeholders and a clear focus on live demonstration of potentially |

| |shippable software & hardware instead of Powerpoint slides and concept papers |

| |Abolishment of "mini waterfalls" and long-running stories distributed across multiple sprints by means of better and|

| |more agile requirements engineering |

| |Significantly increased velocity via team stabilisation, less WIP (work in progress), fewer unplanned disruptions by|

| |stakeholders during sprints |

| |Strongly improved delivery reliability: teams deliver what was planned for the sprint, not just half of it |

| |Scrum Masters attack impediments earlier and more resolutely because sprint backlogs and task boards are better |

| |maintained, thus impediments become transparent much earlier |

| |Stakeholders have better access to information because teams maintain information radiators and cleanly track |

| |progress on a daily basis without much overhead |

| |Realistic release planning based on velocity data and team estimates, not on vague assumptions |

| |More output due to sustainable pace: "panic mode" and "ad hoc management" are replaced by clean work mode |

| |Each sprint result gets delivered to stakeholders: fictions get replaced by facts, quality increases |

|Division-wide Scrum implementation in consulting company (industry: sustainability) |

| |

|Date: |2010/03 - 2010/07 |

|Client: |PE International, Leinfelden-Echterdingen |

|Project title: |Scrum introduction in consulting division |

|Roles: |Management consultant for CEO and head of division |

| |Scrum coach & trainer |

| |Interim Scrum Master for multiple teams |

|Situation: |Multi-project management problems: too many open projects, too much work in progress, project durations too long, |

| |missing overview about resource utilisation/overload, no consequent prioritisation of project portfolio |

| |Problems in each single project team: everyone works alone (a group is not a team!), knowledge monopolies, |

| |deficiencies in planning and coordination |

| |Problems for individuals (especially experts): work overload, excessive multitasking, regular overtime – yet nothing|

| |gets done in time |

|Measures: |Implementation of Scrum as a general management framework for teams and project managers |

| |Iterative-incremental creation of value with concentration on quality, regular delivery, getting things done |

| |Strict Kanban-style WIP (work in progress) limits |

| |Introduction/evaluation of process metrics utilising existing project data: load per project/employee, degree of |

| |multitasking and project slack, project throughput (with regard to turnaround and earned value) |

| |New rule: people (without regard of rank or expertise) help out others, specifically bottleneck resources. Reason: |

| |Slack in areas other than the bottleneck does not do any damage, but better utilisation of the bottleneck increases |

| |overall work stream throughput. Side effect: knowledge transfer. |

|Results: |Better overview where time is lost |

| |Understanding that (and why) multitasking is harmful and needs to be reduced to increase throughput |

| |Groups evolve into real teams |

| |More knowledge transfer, fewer monopolies |

| |Higher project throughput (earned value) |

| |Prioritised project portfolio increases predictability and plannability |

|Management consulting & Scrum training for planned large-scale SAP project (industry: automobile) |

| |

|Date: |scattered across 2010 |

|Client: |Audi AG, Ingolstadt and Neckarsulm |

|Project title: |SAP introduction in maintenance division |

|Roles: |Management consultant for head of division |

| |Scrum trainer |

|Situation: |Project has been stuck in planning phase for years because planning always lags behind reality, toll gate "planning |

| |finished" is never reached |

| |Internal processes are too bureaucratic, not agile enough |

| |Many stakeholders, many project participants, distributed locations |

| |Fear of starting the actual project work and make some verifiable progress in spite of partly unclear requirements |

| |Wish and need for ongoing, flexible planning and |

| |(re-)prioritisation |

|Measures: |Management consulting (workshops + one-to-one sessions) concerning Scrum in particular and lean/agile in general |

| |Action plan for Scrum rollout throughout the project organisation including stakeholders from areas outside IT |

| |Scrum training for initial project core team + management |

| |Catalogue of suggestions for improvements in planning, estimation, resource allocation. Main goal: significant |

| |reduction of harmful multitasking |

|Results: |none (large-scale project ongoing at the time of writing) |

|Management consulting concerning agile project portfolio management (industry: engineering) |

| |

|Date: |scattered across 2010 |

|Client: |TRUMPF, Ditzingen |

|Project title: |Introduction of agile project portfolio management |

|Roles: |Management consultant |

| |Scrum coach |

| |Coach for basics in Theory of Constraints (ToC) and Critical Chain Project Management (CCPM) |

|Situation: |Maturity level of project portfolio management is satisfactory for the current (waterfall-like) process model, but a|

| |more agile project management approach is desired and the portfolio management board needs a meta process which fits|

| |the one to be used in future projects |

| |Lean production is well established in engineering projects, but not for IT projects which are managed |

| |bureaucratically with a classical approach (up-front planning, waterfall phases, Gantt charts, toll gates, long |

| |decision-making cycles etc.) |

|Measures: |Introductory kick-off workshop for cross-functional group of managers from different divisions and departments |

| |Scrum and Lean methodology coaching sessions with several teams of leaders, specifically head of project portfolio |

| |management |

|Results: |TRUMPF decide to use Scrum in single key projects plus a ToC/CCPM-based approach in project portfolio management |

|Division-wide Scrum introduction in international software company incl. Meta Scrum in management team |

| |

|Date: |2009/04 - 2009/09 |

|Client: |Parallels International, Moscow, Russia |

|Project title: |Two product lines, each one with several sub-projects |

|Roles: |Management consultant |

| |Scrum coach + trainer |

| |Interim Meta Scrum Master for management team |

|Description: |Scrum introduction at Parallels Automation division, location Moscow (location Novosibirsk with 3rd product line due|

| |to be switched to Scrum later) |

| |On-site training + coaching for several months |

| |2 of 3 product lines (ca. 80 employees) in multi-level Scrum of Scrums process (several teams per project) |

| |Switch from specialised to cross-functional teams |

| |Collocated Scrum teams: people from two floors moved from cubicles grouped by specialist team to open spaces grouped|

| |per cross-functional Scrum team incl. Scrum Master and Product Owner |

| |Create and moderate Meta Scrum team of managers with its own Meta Backlog and Product Owner (head of division) in |

| |order to centrally manage Scrum introduction and other organisational improvement initiatives |

| |Switch from old (waterfall) planning and reporting tools to Scrum artifacts |

| |Introduce lean management principles to planning, decision and development processes |

| |Introduce continuous integration |

| |More test automation, earlier + more frequent testing |

|(Intermediate) results: |8 teams working with Scrum (Sep. 2009), others planned |

| |Management team also working with Scrum → fractal self-similarity of macro vs. micro processes in management vs. |

| |project teams |

| |Time-box principle established: no more exceeding iteration time-frames, which was a formerly usual anti-practice. |

| |All Scrum sprints finish punctually. |

| |Self-organising teams instead of tasks assigned by team leaders |

| |Release planning now according to measured team velocity instead of wishful management thinking |

|Scrum introduction + interim project management for ISP, web hosting development division |

| |

|Date: |2008/01 - 2008/09 |

|Client: |1&1 Internet AG, Karlsruhe |

|Project title: |Web Site Builder 2.0 |

|Roles: |Project manager & Scrum Master, |

| |Scrum evangelist (across business divisions) |

|Description: |Strategic 1&1 project (biggest ongoing project in the web hosting division at this time) |

| |Project structure & participants: |

| |Cross-functional project team consisting of software developers from three different product teams and one core |

| |development team, plus team members from user experience, technical product management, editorial office and quality|

| |assurance |

| |Project manager reports to head of project office, head of web hosting division and CTO |

| |Methodology: Scrum (incl. responsibility for initial introduction and process adoption) |

| |Scope & environment: |

| |Total duration approx. 1.5 to 2 years |

| |10 developers on project at an average across phases |

| |Main goal: re-implementation of a web site builder for several millions of 1&1 customers, scalable operation on |

| |hosting hardware |

| |Other goals: introduction of an ESB (enterprise service bus) for intra- and cross-divisional process communication; |

| |development of a declarative UI (user interface) description language enabling multi-channel applications from a |

| |single UI description (e.g. rich client for broadband customers, thin client for modem/ISDN customers, mobile |

| |version for access via cellular smart phones) |

|Responsibilities as project |Lead cross-functional team |

|manager / Scrum Master: |Schedule time and resource plans |

| |Introduce and steer Scrum process |

| |Monitor and report progress & cost |

| |Coach product owner for his client role in the project concerning |

| |agile release planning, |

| |identification of and prioritisation according to business value, |

| |story writing |

| |Introduce |

| |unit testing, |

| |continuous integration, |

| |code coverage metrics, |

| |project wiki, |

| |bug-tracking system |

|Responsibilities as Scrum |Management consulting concerning Agile Enterprise (e.g. Scrum in multi-project management) |

|evangelist: |Scrum trainer (training classes, workshops) for several project offices across divisions, developer teams, product |

| |marketing and product management, editorial office, support, quality assurance and others |

| |Coach/supervisor for Scrum adoption, primarily within web hosting division, but also in other divisions; support for |

| |other projects choosing Scrum as their process model |

| |Speaker at in- and external academy days & conferences with Agile Enterprise topics like "Scrum @ 1&1 – why multitasking|

| |is such a bad idea for individuals, projects and multi-project environments", e.g. (slides in German!) |

| | |

|Scrum coaching for software-developing company |

| |

|Date: |2007/11 |

|Client: |42media group GmbH, Garbsen |

|Role: |External Scrum coach for CEO (Chief Software Architect) and development team |

|Description: |Scrum already established, but without guidance of an experienced coach |

| |Problems with Scrum process implementation |

| |Goal: better understanding of Scrum values & rules, improve product development process as well as |

| |principal vs. agent collaboration |

|Result: |This is a translated version of my client's (Matthias Wagner, CEO and Chief Software Architect) |

| |original e-mail answer to some questions I sent him two months after my on-site coaching: |

| | |

| |> How do you and your team feel about Scrum today? |

| |Everything is going very well, we changed our estimates from person days to story points and our |

| |second sprint seems to end up a precision landing. :) |

| | |

| |> How have you changed your style of daily work? |

| |We have radically switched to pair programming and test-driven development. Everybody (team & owner) |

| |is happy with this. |

| | |

| |> Do you still use [name of a well-known Scrum tool] |

| |> or a spreadsheet software? |

| |We changed to Excel and – honestly speaking – like it better than the other software. It just feels |

| |more agile and lean, as we can adapt the tool to our needs, not the other way around. ;) |

| | |

| |> How do the team members, the product owner (i.e. |

| |> yourself) and the Scrum Master feel now, after our |

| |> coaching workshop? That is interesting to me. |

| |Well, I personally feel good. I have changed my own role radically! I am now really the product owner,|

| |defining stories and priorities. When writing stories, I merely describe what I want, not how I think |

| |it should be solved technically. I now consciously switch off my technical knowledge as a former |

| |developer, and let the team discuss how to do it. |

| |> Are things different (better?) now after the coaching, or has everything remained as it used to be? |

| |I believe that the coaching was like a jump start, a spark for everyone here. To many of us – |

| |including myself – the Scrum values' meaning was not really clear before. The training helped us |

| |understand what Scrum is all about! |

| | |

| |I have placed much more responsibility to the team: trade fair visits, purchasing budgets (software, |

| |hardware, books etc.) and even holiday applications are now managed by the team independently. I |

| |merely get notifications now! By now I have been disburdened significantly and can fully concentrate |

| |on defining and prioritising user stories. |

| | |

| |Furthermore, we are planning to split the team in two as of the next sprint, so we can reasonably |

| |integrate the testers into the Scrum process. |

| | |

| |> How do you prioritise now? |

| |I stick to your suggestion now: highest business value, highest risk first! |

| |(...) |

| |I guess you have noticed by now, how very happy I am with our progress. There is so much more to tell |

| |you! Maybe we can have a phone call soon, in case you are interested!? |

| | |

| |Best regards |

| |Matthias |

|Scrum coach & supervisor for project team |

| |

|Date: |2008/03 - 2008/07 |

|Client: |Elektrobit Automotive GmbH, Erlangen |

|Project type: |Contractual software development for automotive industry client (German car manufacturer) |

|Role: |Freelance coach & supervisor for Scrum project team, product owner and internal Scrum Master |

|Description: |Open company-wide colloquium (90 min.) with introductory lecture about agility in general and Scrum in|

| |particular, organised by EB's head of quality and knowledge management |

| |Decision by EB to use Scrum as their new method of choice for software development and project |

| |management in an already long-running project, effective 2008/03. Main reasons were the need to react |

| |to ever-changing requirements and priorities by EB's customer. |

| |Scrum-Master.de is mandated to ongoing coaching via e-mail (on demand) and on site (scheduled once per|

| |iteration). Counselling during retrospective meetings on site in order to improve the Scrum |

| |implementation in a continuous improvement process. |

|Result: |External customer, sceptic against Scrum at the beginning, fully accepts EB's approach after three |

| |months of proven advancement (better requirements engineering, better quality, on-site live sprint |

| |reviews, frequent releases). |

| |EB's customer accepts and begins picking up Scrum terminology in spite of the company's deeply rooted |

| |waterfall process. |

| |Customer takes on an active part in product backlog generation and maintenance. |

| |EB asks Scrum-Master.de to support them for two full months, which I had to decline at the time |

| |because of another long-term assignment. |

|General project manager for insurance multi-project |

| |

|Date: |2006/02 - 2006/08 |

|Client: |Nürnberger Versicherungsgruppe (NVG), Nürnberg |

|Project name: |NAPOL (Nürnberger Antragsprozesse Online) |

|Role: |General project manager (freelance job) |

|Description: |Strategic NVG project |

| |Project structure: |

| |Four sub-projects with cross-functional teams |

| |Sub-project managers report to general PM |

| |General PM reports to management board and steering committee |

| |Project staff: |

| |Two software development departments |

| |IT operations |

| |Multiple insurance operating departments |

| |Three external service companies (electronic archive, software development) |

| |Project scope & environment: |

| |Transition from paper-based to electronic workflow for insurance application processing and document |

| |routing |

| |Fully automated rule-based policy decision & printing for standard cases (new feature with dramatic |

| |throughput increase) |

| |Interface to new medical expert system for risk assessment |

| |Switch from host-based application processing via text screens and cryptic numeric key codes to |

| |Enterprise Java system with two full-featured GUI clients - one in Java (Eclipse RCP), the other in C#|

| |(.NET) - for different parts of the workflow |

| |Interfaces to 20+ CICS-based legacy host systems via MQ Series |

| |Two archive back-ends for inbound (FileNet) and outbound (IBM) mail, incl. scanning, indexing, |

| |viewing, electronic annotations & highlighting |

| |Interfaces to two different workflow routing systems (host und Tibco) |

| |Integrate the whole system into NVG's internal security system (authentication, authorisation, roles, |

| |access rights) |

|Responsibilities as general project|Coordinate sub-project teams |

|manager: |Interface with internal client stakeholders (business requirements) and project teams (technical |

| |implementation) |

| |Report to management board and steering committee on a regular basis |

| |Analyse business requirements |

| |Lead software architects towards application design |

| |Organise technical training and coaching for project teams (internal developers are host, Cobol, PL/1 |

| |specialists with zero Java knowledge) |

| |Project management (time, scope, resources) |

| |Lead requirements engineering |

| |Organise and moderate meetings & user interviews |

| |Establish project wiki as an open central information platform with maximum visibility/transparency |

| |Introduce tools & metrics for software development (use cases, UML, CVS, unit testing, code coverage, |

| |build management) |

| |Coordinate internal development teams with three external companies' consultants |

|Result: |Successful on-time, on-budget delivery of analysis & design documents plus proof-of-concept prototype |

| |In contrast to the client's original intention the "learning prototype" was not thrown away, but used |

| |productively, because it contained considerably more functionality than planned and provided for a |

| |significant amount of business value, as it already connected all target systems with one basic |

| |process workflow. |

| |NVG decides to fund four subsequent project phases within a time horizon of 2 years. |

| | |

|Product development from scratch: enterprise knowledge management suite |

| |

|Date: |2003 - 2005 |

|Client: |COI GmbH, Herzogenaurach |

|Project name: |COI-Intelliger Suite |

|Role: |Technical Product Manager (employed) |

|Description: |COI's core product has been (since 1988) and still is an integrated system for electronic archiving, |

| |document management and workflow, targeted at fortune 500 companies. |

| |The new product line COI-Intelliger is to establish knowledge management as a new strategic product |

| |segment. |

| |Project structure: |

| |Five sub-projects |

| |Sub-project managers report to technical product manager |

| |Product manager reports to CEO |

| |Staff: |

| |5 internal developers for QA and integration testing |

| |Product marketing, sales representatives |

| |Development partner in Eastern Europe develops outsourced with 25 scientists, developers and software |

| |architects |

| |Scope & environment: |

| |Highly scalable server capable of indexing multi-terabyte sets of documents |

| |Automatic classification & clustering, topic maps for huge enterprise data vaults by means of |

| |self-learning algorithms (neural nets) and advanced statistical methods |

| |Automatic on-demand generation of content summaries/abstracts with user-specified length |

| |Automatic structured index extraction for archive/DMS content |

| |Automatic full-text extraction from scanned documents via integrated server-side OCR engine |

| |Associative similarity search for natural language queries of arbitrary length (words, sentences, |

| |paragraphs or whole documents), either via direct user input or drag'n'drop |

| |Multiple data sources for centralised knowledge management: file servers, archive/DMS systems, |

| |databases, groupware and e-mail data stores, intranet & extranet (via crawlers) incl. user |

| |authorisation for restricted data sources |

| |State-of-the-art GUI client with integrated multi-format viewer (200+ file formats) can be used |

| |stand-alone for local content or as a connected client for content centrally indexed by an enterprise |

| |server |

| |Web client for portal and intranet integration |

|Responsibilities as product |Take over badly running project with massive schedule, quality and communication (open quarrel with |

|manager: |development partner) problems as a troubleshooter |

| |Create & prioritise technical requirements document |

| |Define feature set for initial and future releases |

| |Lead developer and test teams (in-/external) |

| |Be single point of contact between management & sales on one hand and technical teams on the other |

| |hand. |

| |Invite outsourcing partner's sub-project leaders to Germany for on-site milestone meetings; before |

| |that, only their CEO had ever come to Germany for face-to-face talks |

| |Keep in constant contact to developer teams in Bosnia via telephone, e-mail, instant messaging; |

| |business language: English |

| |Lead test & QA during alpha, beta and pre-release phases; evaluate results and adapt project plan as |

| |necessary |

| |Define and prepare solution scenarios for presales activities, trade shows and partner training |

| |Find ways to explain technical details (neural nets, self-learning, asociative search, |

| |auto-classification, learning documents, n-dimensional vector spaces) to non-technical customers so as|

| |to make clear the product's benefits |

| |Create presentation slides, product brochures and press articles |

|Result: |Successful market launch of COI-Intelliger Suite in time and in budget |

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