The document discusses agile management techniques used by Kurt Jäger in his consulting work with large enterprises. It provides details on his coaching of agile frameworks like SAFe at companies including Software AG, Deutsche Bank, and BMW. The rest of the document covers topics like assessing agility in organizations, challenges with complexity in software development, and the need for culture change to fully implement agile methods at scale.

1. Kurt Jäger
Physicist…
Since 4 years Consulting
Since 8 years agile topics
since 30 years Software Development
Management Consultant
kurt.jaeger@kegon.de
Agile Management Coach
in huge enterprises e.g.:
Software AG SAFe usage
Deutsche Bank Program level
Deutsche Bahn Program level
BMW.digital Agile Assessment
CGM SAFe adaption
Schufa Scrum usage
KEGON AG
Biebricher Allee 119
65187 Wiesbaden
Tel.: +49 611 20 50 80
Fax.: +49 611 20 50 82 5
www.kegon.de
KEGON AG PO-Sculung @in cfgom@kegon.de

2. And You? -
KEGON AG 2014 Seite 2

3. How agile is your company?
• 100 %
• 50-100%
• 20-50 %
• Less then 20%
• Don’t know
KEGON AG 2014 Seite 3

4. How important is Agility
for you enterprise
• Very important – it is a major differentiator
• Important – it influences our success
• Neutral – one of many factors
• Unimportant – other things playing a role
• Irrelevant – for our Business
KEGON AG 2014 Seite 4

5. How much you invest /
employee in Agility
• 100 €
• 1.000 €
• 10.000 €
• > 10.000 €
• Don't know
KEGON AG 2014 Seite 5

6. Return on Invest
• > 0 €
• < 0 €
• Don't know
KEGON AG 2014 Seite 6

7. David and Goliath -
rediscovered
at scaling of
agility in
really huge
organizations
KEGON AG 2014 7

8. How agile are Organisations today?
KEGON AG 2014
Early
Majority
34%
Early
Adopter
13,5 %
Innovators
2,5 %
Late
Majority
34%
Laggards
16%
Seite 8

9. But we recognize and paint distortions
The Reality mainly in the middle Management contradicts to
an agile Organisation
Is it possible change a neurotic, man to a team-Member or
are they most feared opponents
KEGON AG 2014
Nach Günther Dueck:
Neurotic Leadership
Seite 9

10. But we recognize and paint distortions
Comment on chaotic
human faults:
„Today we are really agile“.
KEGON AG 2014
Seite 10

11. Software-Development -
Challenge Complexity
New Technology & Architecture
 Unclear requirements
 Complexity grows fast & not
linear in size
 Time to Market >12 months
 Features come too late into
the Market
Agility is the right answer for complexity
Stacy Graph
Kegon AG 2014 Seite 11

12. Management-Theory:
Dual View of Process
dynamic
structured
Problem e.g.
Customer
Requirement
Surprise, Principles, Person,
Decision, Responsibility
Iteration, Rule
Skill profile
Automation
Quelle:
Dr. Gerhard Wohland
Matthias Wiemeyer
Denkwerkzeuge
für dynamische
Märkte
Verlagshaus Monsenstein und
Vannerdat OHG Münster
www.mv-wissenschaft.com
 Each working process will be started with a problem and finished with his solution.
 Slow processes are nearly exclusive triggered by iterative events.
The ration of surprise is low => classical Taylorism!
 The Process description is focused on Organisation.
KEGON AG 2014 Seite 12

13. The different ways of
Problem solution
Theory based Method based
Disappointment
or Surprise
Irritations
Idea new rules
Theory as filter
Confirmation
Next rule
 Irritations opens
access to new
Knowledge and
Opportunities.
 The solution of
dynamic problems
needs competence
based on Experience,
Principles and Values
Experience & Know How
build an expectation
that a rule
will solve
that expectation
KEGON AG 2014 Seite 13

14. Trust, Failure tolerance
Respect…
Culture Change is a
Management-Job
Behavioural Culture
(structured, tailored)
Value Culture
(dynamic, post-tayloristic)
Contract, Timeliness,
Civility, Correctitude,...
Argument, Order, Thread,
Gratification, Penalty,…
Vision, develop people,
Feedback, Change …
Behaviour in doing
Regulations
Value
Leadership
consists of
created thru
≠
≠
Taylored Organisations are
optimized with behavior
Dynamic Organisations need to
have a value basis
KEGON AG 2014 Seite 14

15. Culture eats Process for breakfast!
Henrik Kniberg
Agile/Lean project

16. 17 KEGON AG 2014
Vision
Taktik
09.09.2014

17. KEGON AG 2014 Seite 18

18. Releaseplanning
• Eine Planungsklausur mit allen beteiligten Teams
• Idealerweise über 2 Tage
KEGON AG 2014 Seite 19

19. Releaseplanning-Meeting - Agenda
KEGON AG 2014
Tag 1 Tag 2
Seite 20

20. Dependencies
KEGON AG 2014 Seite 21

21. KEGON AG 2014 Seite 22

22. What did we learn …..
Shift agile methods to the Program level
Flow instead of utilisation in development
Continuous improvement in
- Methods
- Processes
- Organisation
- Leadership
- Communication
On all levels
KEGON AG 2014 Seite 23

23. Did we solve the problem
No!
KEGON AG 2014 Seite 24

24. Vision: David & Goliath
entrepreneurship within enterprises….
Kunde (Fachbereich)
KEGON AG 2014
IT-Gesamtverantwortlicher
Fördert Standardisierung
Fordert Wirtschaftlichkeit
Business Komponente
Verantwortlicher
Basiskomponente
Beauftragt Anwendung
Setzt
Basiskomponente
ein
Seite 25

25. Questions … offline
KEGON AG 2014 Seite 26