explaning the difference between project teams and product teams: The developers were part of several project teams at the same time and project teams were changing from project to project. In order to transform into an agile company I helped the customer to understand how to build cross-functional and stable agile product teams togehter with the business and how to do projects and requests within the product teams

helping the customer understand that this is a major change that requires alignment among all IT leaders and coordinated communication until the mindset changes from project teams to product teams among all IT employees

show how negative and disrespectful the cooperation was and how important a positive, polite and respectful cooperation on eye level within a team is in order to be able to become a high performing team

establishing a positive and friendly environment in the scrum teams where I were scrum master

coaching individual persons in being more respectful and to view other team members as equals

coaching individuals and the leadership team to first start to understand the other side and the reasons why others act differently before pushing their own whishes towards others and instead finding a solution together that fits the needs of all

establishing a functioning way of working in a team of 4 different countries and cultures (Germany, Singapore, India and China) and 3 different timezones

training in agile mindset and agile values

conducting agile leadership workshop

designing and holding product owner training sessions with product owners from Business departments

conducting scrum training sessions

collaboration with the other scrum masters in order to work on global impediments and to strengthen the agile way of working across the teams

introducing team health checks in order to find out how to best support the teams

introducing the model of the 5 dysfunctions of a team in order to explain how important a trustful environment for the team's success is

helping to solve several conflicts

holding sessions to clarify roles and expecations within the teams

establishing the scrum process with all scrum events, helping the leadership team in building real scrum teams

explaining the necessity and establishing automated CI/CD pipelines - the build and deployment was manually when I started to work there

pointing out alternatives to deadlines and milestones in the classical waterfall approach: running software and continious progress, business value and collaboration with business and customer satisfaction instead of waiting too long with delievery and therefore rushing at the end of the project 

explaining and demonstrating the difference between a status orientated way of working (What's the status?) compared to a result orientated way of working (What do we want to achieve in this sprint and how do we get there?)

• scrum master of an interdisciplinary and internationally distributed with different time zones, different cultures and team members from different companies
• building a positive and motivated atmosphere for a co-innovation project in the topic of material flow transparency in an agile supply chain  
• setting up the scrum ceremonies and introducing scrum to team members with no experience to agile way of working  
• helping the time to focus on the sprint goals and removing impediments
• introducing a process of continuos improvement with action items out of Sprint Retrospectives
• setting up a refinement process to better understand the requirements and the business value of each story
• improving the quality and quantity of the sprint results through better described user stoires
• creating a glossary with explanation and pictures about the manufactoring process for those team members who were new to the industry
• defining together with the team roles, responsibilities and expectations for more clarity about the team work during the sprint
• defining together with the team a Definition of Ready and a Definition of Done
• moderation of conflicts within the team 
• backlog management as support for the Product owner
• escalating the non-existing capacity of the Product Owner and helping the customer to find a new person for this role
•  coaching the new Product Owner with agile working, backlog management and prioritization according to Business value
• continously improve the quality of the scrum meetings and the sprint results together with the team

• building a scaled agile setup with 7 teams, bundled in a "tribe" - started with 4 independent teams and then scaling up to 7 and changing focus and reporting line of all teams in the tribe setup
• developing a customized scaled agile framework with ideas from Spotify but adapted to the needs of the tribe and the company
• being as an agile coach part of the leadership team (tribe lead, tribe manager, agile coach), responsible for the agile approach, the collaboration and the value based steering of the teams
• developing the overarching, agile methodology together with the scrum masters and ensure uniform implementation within the tribe and teams
• ambassador of the agile way of working
• driver for behavior change in the tribe with a view to establishing an agile mindset
• supporting the tribe members and associated executives in taking up and fulfilling their roles (especially tribe lead, tribe manager and sponsors = board of directors of the company)
• ongoing support of central roles (scrum masters, product owners) in further development and knowledge exchange through community building
• central contact for the scrum master team
• moderation & balancing of different interests and perspectives as well as developing consensus-based solutions between different interest groups
• Resolve conflicts by emphasizing the common grounds by remembering the highest directive, which says that everyone has given
• significant increase in business impact (automation of services) measurable through the tribe key performance indicators
• establishment of a continuous joint refinement of all product owners of all teams at epic level
• development of a common understanding of the planning, prioritization and processing of topics and epics for the next period (which was 6 sprints)
• development of an epic template together with the product owners that ensures the correct cut of the scope (end to end from customer point of view), quantifies the hoped-for business value with numbers / data / facts and enables continuous learning based on user feedback and measurement according to the tribe KPIs
• setting up roadmaps in jira that reflect the work in the sprints but also the rough planning and priorization of topics and epics for the actual period
• making problems visible and systematically analyze and cluster the root causes with the Ishikawa method
• establishment of a continious improvement process (KVP) through inspect & adapt with health checks on team and tribe level and deriving measures for improvement out of the results of the health checks, together with the scrum master team
• development of tribe circles with a team spirit and working on eye level: leadership circle, product owner circle, scrum master community and developing a clear understanding of the responsibilities of each role and circle
• performing regular tribe and tribe circle retrospektives
• helping the scrum master to remove impediments and making them visible with a tribe impediment board
• introduction of a product life cycle to meet the requirement to build further products with the same number of teams
• parallel to the coach role: scrum master in a new team, which had no experience with agile work, started completely from scratch, the product owner was a young professional and now the team is successfully building BI dashboards that measure how the business case was achieved by the individual teams and the products they built
• preparation, planning and implementation of a strategy meeting with the tribe leadership team and the tribe circle

• productivity and velocity increased by 100% by increasing motivation and removing impediments while significantly improving the quality of Epics and User Stories by introducing a Definition of Ready
• reduced costs through smaller grooming sessions: only 1 IT Architect and 1 Business Analyst instead of a team of over 10 external people to refine each individual User Story
• less impediments in the running Sprint due to in-depth refinement of the Stories before Sprint planning
• more precise planning through better preparation of the Sprint planning together with the Product Owner and the Business Analysts, less spillover at the end of the Sprints
• make clear how important it is to get regular user feedback to incorporate this agile into the next Sprints in order to have a possibility to maximize the value
• re-design of the team structure in the BI context and improvement of team collaboration between PO, Business Analysts and developers
• make it clear that each individual bears responsibility for the results of the team and therefore one has to be proactive when a team member needs help, one for all, all for one, showing this with leading by example
• presentation and introduction of suitable methods of requirements engineering
• visualization and planning of a long-term, but flexible road map
• illustrate how important it is to really understand the business value so that the development team can find the best architecture and implementation for the requirements
• transferred Stories with technical debts from Jira to Confluence, so that they can be seen better at a glance and can therefore be planned and reduced more regularly into the Sprints
• coaching the Product Owner: instructing how to use methods such as User Story Mapping, Mind Maps, MuSCoW, Kano model
• working out the difference between iterative and agile incremental approach with all advantages and disadvantages
• visualization of the scope and the roadmap for the developers (nearshore) in Confluence
• introducing action items with name und deadline in every Retrospective to foster self-initiatived continous improvement
• increase transparency by introducing meeting minutes for each meeting (Retrospectives and other non-Scrum meetings)
• improvement of the daily stand-up: involving the Business Analysts and transferring the responsibility for the meeting to the entire team, so that it has developed from a boring status report of only the developers towards the PO to an efficient, lively and real daily for the complete team (Do we achieve the Sprint goal?)
• carry out capacity planning and calculate a forecast based on the previous velocity, the available capacity and other influencing factors and explain this to the PO
• carry out "classical" milestone planning as demanded and explain this to the PO and showing the difference to Scrum
• holding regular interactive workshops with various moderation techniques to better understand the agile values and principles and to anchor them in daily activities

• explain the challenge that comes with expanding a purchase product with your own business logic and pointing out alternatives and coaching of the team to independently find solutions (the existing system had problems handling the volume of transactions due to unfavorable architectural decisions in the past)
• making transparent the problems with the current ERP system and the way the team works, making transparent the dependencies to others and the conflicts with other teams: promoting collaboration ("Zusammenarbeit heißt das Zauberwort")
• pointing out possibilities how interfaces to other teams can best be designed and coaching the POs to coordinate business decisions with the other POs (regarding interfaces) and to have technical decisions discussed directly from developer to developer, so that no unnecessary filters and bottlenecks arise in communication and developing of tickets in the current Sprint
• making transparent that the customer and the business processes are a clear part of agile work and should therefore be included in every Sprint, so that you have a scale and an orientation by which you can measure the value maximization
• improve customer relationships by involving the relevant stakeholders into the development process
• show the difference between agile professional and technical leadership vs. micromanagement
• helping the Product Owner to understand his role and tasks and to identify tasks that are time-consuming and at the same time could be done by others
• mediate conflicts between the PO and the development team
• explain how excellent team results are based on trust and transparency about existing problems, introducing and applying the model of the 5 dysfunctions of a team
• carrying out team and trust-building activities
• introducing action items with name und deadline in every Retrospective to foster self-initiatived continous improvement
• coaching the other Scrum Masters on conflict management and moderation techniques for current conflicts
• analysis of requests about the ongoing operation of the application: design of practical and simple processes in the team for Helpline and Jira tickets, so that a smooth process was guaranteed
• introduction of Kanban for ongoing operational issues and requests; new and further developments according to Scrum
• training of key users for 2nd level support regarding ticket registration and Helpline operation: this relieves the team in 3rd level, so that the resolution time was shortened
• significant increase in quality of the backlog by imparting useful work techniques such as Epic pages in Confluence, linking Jira issues in Confluence, introducing a DoR, improving the Jira workflows and separating Scrum and Kanban with regard to ongoing operations separately from new developments
• elimination of disturbances and constant interruptions of the development team by other teams (mainly by coming into the room, setting up a "reception" by the Scrum Master)
• Jira administrator activities: creation of workflows, boards, dashboards, customer-specific queries, evaluations and statistics
• empower the team towards self-organization: get out of the passive attitude towards proactively solving problems
• inducing decisions from the leadership team so that the PO and the developers know what to work on
• introduction of test management with different test types and phases: since the company has grown rapidly and is still in the start-up mode, a professional test management became more and more important
• introduction and training of Jira Xray
• support in understanding and making understandable complex topics
• introduction of professional templates such as for a tender or for systematic requirements management
• working out the current status regarding the distribution of tasks between Team Lead, Product Owner, Scrum Master and team and comparison with the official Scrum guide
• introduction of AQRO so that the individual developer does not have to constantly deal with context switches, but can concentrate fully on the development phase

proof of concept: migration of a complex legacy monolith to the cloud

• analysis of the various problems of this legacy application with its many interfaces to other applications
• analysis of the client's request: migration of the application to the cloud
• working out a project vision and success criteria
• communication and alignment with all stakeholders - the topic was controversial, the interests contradictory
• working out of project goals and non-goals
• making the project and its procedure transparent, alignment with the executive board
• collaboration with the department heads responsible for cloud strategy, which was developed parallel to this project
• presenting the project to the product & project board
• leading the project according to internal specifications of the project and portfolio management process
• including the stakeholders for data protection, compliance, IT security and the central IT architecture
• carry out project marketing to increase motivation and acceptance within the organization
• planning the timeline of the project and the milestones
• clarify the budget questions and calculate the necessary costs
• build the core team, the extended project team and choose persons for the steering committee
• establishing a project collaboration: all team members had only very limited part-time capacity
• making sure to have a positive and motivating collaboration, and achieving the maximum result with minimal effort (no unnecessary meetings)
• introduction of the AQRO method, project work according to Kanban
• creating a new Jira Project, managing the Jira Project as a Jira Administrator, creating Jira boards and dashboards
• carry out risk management
• bi-weekly reporting to the executive board
• setting up a project communication, including MS Teams Channel, Sharepoint and regular updates within the internal cloud community
• regular discussion of next steps, documentation of work and insights
• iterative elaboration of the technical implementation: change from Lift & Shift to optimized and automated infrastructure (Terraform), safer and more robust database set-up and further smaller optimizations (low hanging fruits)
• management and controlling of implementation and timely achievement of milestones
• getting rid of organizational and technical impediments
• collaboration with AWS Professional Services
• negotiation with AWS regarding usage costs and discounts
• organization of AWS Trainings
• creating an iterative test concept
• doing test management
• completion of the proof of concept in time & budget
• after successful proof of concept, making a unanimous decision within the Steering Committee, the entire leadership and the executive board: with this success, tackle the issue of cloud migrationin a broader way and carry out a cloud readiness assessment for the entire organization
• demystifying the controversial cloud debate

• advice on how to process technical debts and maintain or modernize legacy applications in an agile way of working
• use of risk management to prioritize IT topics (risks and value for business) 
• creating a concept for processing IT topics according to Kanban with part-time resources
• making transparent the IT topics for the business via Jira
• analysis of the individual teams in terms of CI / CD pipeline, operations and service management processes
• working out a DevOps and SRE concept
• discussion on the need for project managers and project management methods in an agile world
• making the Communities of Practice more visible within the organization
• discussion on the need for ITIL (1st, 2nd and 3rd Level Incident Editing) in DevOps Team
• reducing the solution time of incidients by providing a systematic questionnaire for the 1st level and creating a virtual team for handling incidents (2nd and 3rd level together)
• preparation and moderation of workshops with external service providers on various software development and operational topics
• assisting with defining suitable KPIs and improving logging and monitoring
• listing all agile and project management methods I know and give practical examples
• moderation, problem solving, conflict resolution
• advising scrum master, product owner and project manager
• supporting the introduction of objectives and key results
• continuous reminder to put the focus on the customer / end user and get direct feedback from them

development of an android head unit MVP (HMI software development)

• scrum Master of 2 development teams (project set up internationally, a total of approx. 10 development teams)
• coaching the development teams
• preparing and moderating the scrum events (daily stand-up, backlog refinement, sprint review, sprint planning, sprint retro)
• introduction of methods for more efficient backlog work (issue cards, MuSCoW method, Kano model, value-risk matrix)
• advising product owners: assisting in creating a product vision for the developers, assisting in communicating product knowledge to the developers, e.g. by encouraging a detailed demonstration of the latest head unit in the car
• analysis and consulting how to implement agile methods (encouragement of self-organization of teams, improvement of sprint
• planning by dividing the planning meeting into two parts and preparation for the planning individually with the PO and individually with the developers)
• advice on the implementation of agile methods in the overall project
• analysis of the overall project: creating a report with observations and approaches
• daily PO Stand-up: crystallizing the different topics, illustrating the possible design of the PO daily stand-up
• release demo: restructuring the staging and release notes, increasing motivation and information flows by more clearly highlighting
• the work of the feature teams and valuing their work
• create different views on epics progress
• sharpening the role of the product owner: creating transparency over the tasks of the product owner, differentiation from the scrum master, differentiation from the classic project manager, adaptation to customer specifics
• creating an Impediment Backlog for the overall project: eliminating impediments, follow up on important topics, encouraging cross­-team cooperation in cross-cutting concerns
• creation of an exemplary documentation of an architecture (connections between apps, AOSP and Bluetooth): encouragement of a cross-team discussion about the need for such sketches, collaboration with the feature team for documentation, support of the PO in illustrating the need for such sketches for line departments at the customer
• creating suggestions for KPIs concerning the feature teams: analysis of possible KPIs together with the developers, comparison with the expectations of the project management (meeting with developers and project management), development of the next steps for further enhancements
• introduction risk management at the overall project level: collecting risks through own observations, collecting risks through interviews with long-standing customer employees, preparing data in a risk list including environmental analysis 
• introduction of long-term scope planning as a supplement to the epic ramp up: advising the POs in the cutting of epics, provision of methods for scope planning
• working out of the test strategy of the feature teams: visualization of the test strategy, working out of the different test types, working out of agile methods for comparing specification with implementation, implementation with test cases and test cases with test execution (using Jira, Xray and test automation with Gherkin / Cucumber)
• creating a big picture across all feature teams: which scope is located in which team? Which parts build on each other? What is the cutting of the scope in relation to the architecture?

• overall project management of a project with three subprojects (as interim project manager), one of them after Scrum
• application of classic and agile project management methods
• professional management of a complex strategic project (duration approx. 6 years, team size approx. 50 persons, costs approx. 10 million ?)
• leading the project from the conception phase to the implementation phase
• breaking up the waterfall model, establishing an iterative approach, bringing the team closer to Scrum
• stakeholder management, formation of a cross-functional steering committee, regular exchange with other project managers with the same customers, identification of interfaces and synergy effects, increase in customer satisfaction
• introducing missing project management methods into the project and establishing methods, rituals and artifacts
• support of the projectmanagement office in the development and enhancement of project management methods
• installation of an overall project organization, implementation of team building activities
• budget responsibility, adaptation of the project work to the feedback of cost controlling of the project management office, preparation of decision templates with necessary adjustments of the costs, deadlines, contents
• overall project planning, support of the subprojects during the planning
• defining project goals and non-goals, division into project phases, definition of scope of supply and services and delivery objects
• creation of a project structure plan, bundling of work packages, adjustment to the efforts estimated by the team
• creation of Gantt charts and scheduling with MS Project, resource management with MS Project
• controlling through regular review of project progress and alignment with planning, initiate action on plan deviations, prioritize tasks in collaboration with stakeholders
• risk management, early risk communication, development and implementation of risk mitigation measures, finding solutions to critical issues
• project communication, creating status reports for the management, establishing project group sessions, jour fixe and interdisciplinary collaboration
• advice to customers regarding the content scope, analysis of customer requirements, in-depth analysis of technical issues as support for the Business Requirements Engineers, content-related and moderating mediation between Business Requirements Engineers and Technical Requirements Engineers
• supervision and coordination of the digitization of geodata
• quality management, leading functional concepts through quality gates
• supporting the subproject in writing user Stories, supporting the Product Owner in prioritization
• creating a test concept and test plan
• collaboration with the data protection officer, hosting the project under the new EU General Data Protection Regulation

preliminary planning and preparation project for the conversion from SAP R / 3 to S / 4 Hana in all plants worldwide

execution of a call for tenders:

content-related preparation of topics, stakeholder involvement, selection of the bidding circle with the purchase department, creation of the invitation for tenders, description of the existing application landscape, creation of a specification of services, milestone plan, measurable acceptance criteria for delivery items, definition of the cooperation model, execution of question and answer sessions with the vendors, offer check, price sheet review, preparation of purchase documents (signed technical vendor approval), comparing offers, conducting evaluation rounds, coordination of the approval process, persona notification of cancellations

further development of stock software based on end customer needs and adaptation to international standards

• agile project management using Scrum
• coordination between end customers (national and international) and their IT departments, customer, software developers (internal and external), support team (national and international), international key account managers, headquarters of the tool manufacturer
  
• analysis of customer tickets and communication with customers and stakeholders
• derive change requests in cooperation with the support team
• support in creating user Stories and functional software designs
• support in Sprint planning
  
• maintaining the backlog
• assistance in testing the software
• support for the rollout (national and international)

• advice to the customer and joint development of the project goals according to ITIL
  
• coordination and communication between customer and support team (national and international)
  
• support for compliance with service level agreements
• supporting monitoring and controlling the processing of incidents and service requests in the 1st and 2nd levels
• analysis of support and ticket volumes
• supporting customizing the ticketing system
• monitoring the escalation queue in the ticket system and controlling the processing
• support in collecting and creating optimization suggestions
• continuous improvement of existing service processes as well as the implementation of new processes & workflows
• control customer inquiries and improve internal customer care
  
• evaluation of target values, creation of ticket statistics and management reports

conversion of a municipal council of paper to mobile devices

• planning the new processes in collaboration with the customer and the IT department
• planning and controlling the required hardware resources
• support in the ordering processes, communication with suppliers and communication service providers
• planning the installation of mobile devices and customizing
• supporting the installation and administration of mobile devices
• supporting the delivery and adaptation of technical interfaces of mobile devices to meeting rooms etc.
• training of users in the municipal council, workshops with the municipal council and the mayors
• preparation of training materials and manuals
• supporting the IT department in mentoring the municipal councillors in daily use of the mobile devices

development of the websites of the individual companies of the SkyWork Group, enhancement of online marketing

• communication with the stakeholders and joint development of the project goals
• research and conceptual design of the delivery objects together with the project team
• effort estimates and proposal creation
• controlling the realization and the adherence of the time schedules
• coordinator of all project participants
• risk management and advice to decision-makers on changes to deadlines, output and costs
• optimization of SkyWork Airlines website
• relaunch website SkyWork Travel
• optimization online marketing processes
• acceptance support for the employees affected by the merger of Aaretal Reisen and SkyWork Travel through identification with the new website
• coordination of approval and bringing into production
• training of users in the content management system

creation of a concept for the interdisciplinary teaching (practice company, business administration, computer science) and inclusion in the teaching concept private school

• creation of a concept for the interdisciplinary teaching (practice company, business administration, computer science)
• creation of an online platform for the presentation of the student projects
• introduction and inclusion in the teaching concept

creation of a project- and action-oriented training concept for the interdisciplinary teaching in the area of IT and media and introduction and test of the concept

• iterative analysis of the state education plans and analysis of the supplementary offer of the private school
• iterative preparation of schedules and teaching materials, evaluation criteria and framework conditions
• creation of ideas for student projects and accompaniment of their presentation and performance evaluation
• implementation of the results and experiences in the overall concept of the private school
• project-oriented, student-centered and interdisciplinary teaching
• strengthening the methodological skills and soft skills of the students, Education for independent work
• profiling the private school in the market through interesting student projects

reconception of the software development process and project management

• definition of roles in project management
• description of the requirements and tasks
• introduction of the roles in the team
• in addition to project work: software development in Java in projects for Porsche (eg Car Configurator)

adaptation of order processing software in the field of freight transport

• business requirements engineering and technical requirements engineering
• analysis of the customer's business processes in order processing of freight traffic
• adapting the business processes to the changed legal situation (liberalization of freight traffic) conception of the requirements of the software in cooperation with the specialist departments creating functional and technical software designs
• supporting the offshore team in software development
• supporting the test team by writing test scenarios