Reading Time: 3 minutes

Michael Tarnowski, Plays-In-Business

Complete Portfolio List

My project portfolio comes in two parts:

  • Short version (summary by years and industries),
  • Detailed project descriptions by years.

Most of the hyperlinks links to the Plays-in-Business.com website. 

  Select at the page bottom your preferred download format.


Company Profile

Service

  • Management Executive Consulting & Coaching
  • Design Thinking & Innovation Management (Design Sprints)  
  • Agile Coaching, Adaption, Transition and Scaling (Scrum, LeSS)
  • Consultancy in Innovation Management and Design Thinking
  • Lean Change Management and Organisational Design
  • Licensed Management 3.0 trainer & consulting
  • Lean Start-Up and Lean Product Management
  • Agile Games Facilitator
  • Large Group Facilitation (>100 people)
  • Software / Product development process management and improvement: Capability Maturity Model Integration (CMMI), ISO 15504 (SPiCE, Auto­motive­SPiCE)
  • Process maturity assessments (organisational level, department level, or project level)
  • ITIL- or CobIT implementation support
  • Team building support
  • Acting and directing of business plays, event ­mana­gement

 

Industry Sectors

(Agile) Software development, Automotive, Aerospace / Aviation, Airlines, Air Traffic Management, Defence, Banking / Finance, Logistics, and Tourism.

 

Customers

Bosch, General Motors (Opel), Visteon, Volkswagen, Thales Electron Devices GmbH, Thales Defence Deutschland, German Post Service / DHL, German Railway (DB), First­Data, Software AG, European Aeronautic Defence, and Space Company (EADS), Start Amadeus, German Air Navigation Service Provider (DFS), T-Systems Multimedia Solutions GmbH, Matrix42, Daimler AG, Magna Transmission Systems (former Getrag), Samsung Smart Machines.

 

Contact

Plays-in-Business.com — Michael Tarnowski, Fritz-Kalle-Str. 4, D-65187 Wiesbaden — Web: www.plays-in-business.com E-Mail: info (@) plays-in-business.com — Fon: +49-611-2056820 • Fax: +49-611-2056835 • Mobil: +49-172-6915261 • Fon/Fax to Email: +49-3212-1312401 • Skype: michael.tarnowski1 • Twitter: @PlaysInBusiness, @M_Tarnowski • Xing: http://bit.ly/MTxingLinkedIn: http://bit.ly/MT-LinkdInFacebook: http://bit.ly/PiB-FB  

 

Biography

Freelancer since 2010: Design thinker, Scrum Master and Agile Coach, organisational Change Agent/Transformator. Addicted to gamified facilitation techniques: agile games certified Innovation Games and LEGO Serious Play facilitator.
Speaker on international conferences (ScanAgile Finland, Agile Cambridge UK, Agile in the City Manchester UK, Agile in the City Birmingham UK), open space events, and meetups.

since 2019 — lecturer for Design Thinking, and Innovation Management at the University for Applied Sciences, Fresenius, Wiesbaden, Germany.

2017-2019trainer at Die Akademie für Führungskräfte, Überlingen, Germany for Agile Leadership, Business Agility, Design Thinking, and  Innovation Management.

2016lecturer at Humbold Univ., Hannover, for the Lego Serious Play method.

since 1999 — consultant for project mgt, quality mgt/assurance, requirement mgt, and software process improvement (CMMI, ISO 15504, Automotive SPiCE).

1992-1999 — Seven years of industry experience as a software developer (Linux, C++, MySQL) and project manager in the area of Air Traffic Management systems (international projects: ATC systems airport Khartoum/Sudan, Airport Taiwan, Airport Augsburg/Germany).

1988-1992 — Research fellow (Computational Linguistics) at Univ. Hamburg, Stuttgart, and Mainz; research fellow at IBM Center for Knowledge-Based Systems, Stuttgart. 

1983-1988 — Studies of Physics, Philosophy, Linguistics, and German Literature (academic degree: Magister Artium, 1988). 

 

Certifications & Associations

  • Certified Innovation Professional (Verrochio Institute) (2019)
  • Certified Design Sprint Master (2019) 
  • Certified ICAgile ICP-BAF (Business Agility) (2019)
  • Certified Agile Fluency Diagnostics Facilitator (2019)
  • Certified Agile Fluency Game Facilitator (2019)
  • Certified Scrum@Scale Practitioner (2019)
  • Certified LeSS Practitioner - Large Scale Scrum (LeSS) (2017)
  • SAFe 4.0 Consultant Training (2016)
  • Kanban Management Professional (2016)
  • Certified Scrum Master (Scrum Alliance) (2009)
  • Licensed cultureQs Facilitator (2018)
  • Certified Lego Serious Play Facilitator (2012)
  • Certified Innovation Games Facilitator (Certified Collaboration Architect) (2011)
  • Certified Prince2 (2010)
  • Certified CobIT (2010)
  • Certified ITIL (2010)
  • CMMI cert. consultancy (2006)
  • ISO 15504 assessor (2004)

 

 

Project Summary (by year)

Summary of projects by years:

2019

13387 — Scrum Master in Automotive Driver Assistance Systems Development
Business: , , ,
Skills: , , , , , , , ,
Abstract:
Scrum Master in automotive driver assistance systems development. As a Scrum Master, I was in charge of coaching and supporting the scrum team (8 people, product owner included) in the agile mindset and Scrum setup. This included: hosting and facilitating the Scrum ceremonies, coaching the team in Scrum (Scrum Guide 2017), agile estimation, user story slicing, etc. As part of the Scrum Master team (4 SM), I coached also management and the organisation in pacing the agile transition.

2018

9909 — Executive Management Coaching in Software Process Improvement and Lean/Agile Principles
Business: , , , ,
Skills: , , , , , , , , , , , , , ,
Abstract:
Executive management coaching (head, upper, and middle management of SW department) and agile coaching on team level (2 feature teams, 2 traditional teams). Introducing agile mind-set and tools: system thinking, design thinking, value stream mapping, agile and lean SW development, agile values, Kanban, Scrum, introducing Lean Change Management.

2016

9183 — Levering Automotive Suppliers SQA Processes (ASPICE)
Business: , , ,
Skills: , , , , , , , , ,
Abstract:
Levering SW QA Processes of an automotive supplier to Automotive SPICE Level 2. I was in charge of leveraging the SW Quality Assurance processes (SUP.1) to Automotive SPICE Level 2, especially with the focus on software quality. A challenging objective: while in many areas of Automotive, SW development is a decent part of embedded systems development, it is relatively new for gears and transmission production.

2015

8803 — Agile Coaching Tools Development: Agile Game “Product Owner Challenge" 2.0
Business: , ,
Skills: , , ,
Abstract:
"Product Owner Challenge" is an agile game played with Lego bricks I developed to demonstrate a waterfall-driven product development the agile mindset. Version 2.0 introduces agile sprint planning and user stories to the game.

8807 — Agile Coaching Tools Development: "Team Charter Canvas"
Business: , ,
Skills: , , ,
Abstract:
The team charter canvas is a perfect tool to reflect in-depth about team values, norms, chartering, and team culture.

8785 — Agile Coaching Tools Development: Agile Game “The Drama Game" 2.0
Business: , ,
Skills: , ,
Abstract:
The Drama Game” is a Story Telling Game to identify stakeholders' behaviours and hidden expectations. Playing the game in retrospectives creates a shared understanding of events and incidents that happened in the Product Development Life Cycle.

2014

1547 — Agile Coaching Tools Development: Agile Game “The Drama Game" 1.0
Business: , ,
Skills: , , , ,
Abstract:
“The Drama Game” is a Story Telling Game to identify stakeholders' behaviours and hidden expectations. Playing the game in retrospectives creates a shared understanding of events and incidents that happened in the Product Development Life Cycle.

2013

1549 — Agile Coaching Tools Development: Agile Game “Product Owner Challenge" 1.0
Business: , ,
Skills: , , , ,
Abstract:
“Product Owner Challenge” is an agile game with Lego bricks I created. It supports organisations in transitioning from Waterfall to Agile and illustrates the agile mindset to a waterfall-driven product development culture: stop micro-management and communicate face-to-face clear objectives, requirements, and product vision.

2012

1551 — Process & Safety Management — SW-Development Air Traffic Management
Business: , ,
Skills: , , , , , , , , ,
Abstract:
Implementing a DO-178B, DO-178C/ED-12C compliant SW development process model for air traffic management systems development. Coaching the developers, facilitating, moderating, and documenting SW safety workshops.

2011

182 — Re-Engineering Functional Requirements and Testability of Driver Assistentance Video System — (Agile SW Dev, Image Processing)
Business: , ,
Skills: , , , ,
Abstract:
Scrum Master and Agile Coach in the re-engineering of functional requirements, test scenarios, and test cases to ensure testability of a video camera driver assistant system.

2008

29 — Galileo Satellite Project — Leverage CMMI Systems Engineering
Business: ,
Skills: , , , , , , , , , ,
Abstract:
A high-innovative R&D project of a European Avionics and Space Company was faced to improve some of their product development processes to CMMI Dev.1.2 Level 2: Req. Engineering, Project Mgmt, and Quality Mgmt. Since the project developed an ionic beam thruster device for the ESA Galileo Satellite Program, the challenge was to fulfill the objectives of the European Space Agency Standard (ECSS) on the one side and the corporate objectives CMMI L2 on the other side.

2007

196 — Automotive SPICE Level 2 Supplier-Assessment
Business: , ,
Skills: , , , , , , , , ,
Abstract:
ISO 15504 Automotive SPiCE co-assessor in an automotive supplier ASPiCE L2 assessment. Assessed were the development processes (extended HIS standard) of developement facilities in Germany, UK, and India. I was co-assessor in the assessment team.

40 — Radar & Radio Navigation Systems — Leverage CMMI L2 Systems Engineering
Business: , , , ,
Skills: , , , , , , , , , , , , , , ,
Abstract:
Leverage CMMI L2 Systems Engineering (Radar & Radio Navigation Systems).

1580 — Business Development: Organisational Change Management (OCM) consultancy
Business: , ,
Skills: , , , , , , ,
Abstract:
Establishing the new business field Organisational Change Management (OCM) I was the subject matter expert in charge to develop OCM consultancy skill competencies, internal and external training classes, and setting up a toolbox of methods and tools supporting OCM consultancy.

2006

32 — Improvement Analysis of Requirements Processes (CMMI L2 REQM)
Business: , , ,
Skills: , , , , , , , ,
Abstract:
Inspection of the requirements engineering and management processes of an automotive supplier for potential improvements. Identifying recommendations for improvements on artefacts level ( traceability within documents/DOORS) and on process level by adopting Scrum.

1618 — Improving Electronics & Embedded Systems Development on Corporate Level — CMMI REQM L2
Business: , , , ,
Skills: , , , , , , , , ,
Abstract:
Improving Electronics & Embedded Systems Development on Corporate Level (CMMI REQM Level 2) for a US-based automotive OEM. Subject matter expert and team lead of the REQM, RD process group in the development centers in Germany, Sweden, and the US.

1601 — Logistics Service Provider — Leverage IT-Requirements Engineering (CMMI Level 2)
Business: , ,
Skills: , , , , , , ,
Abstract:
Implementing CMMI Dev. 1.2 Level 2 requirement management/engineering (REQM, RD) improvements for an internationally operating Postal and Logistics Service Provider. Integrating the improvements activities with corporate ITIL release management procedures.

2004

1626 — Steering Driver Assistance System — Leveraging SPiCE Level 2
Business: , , ,
Skills: , , , , , , , , , , ,
Abstract:
Leveraging an SW development project for a steering driver assistance system to ISO 15504 (SPiCE) Level 2 by synchronising SW and HW processes.

2003

2045 — Authoring Marketing-Portal User Help Files (Airline)
Business: , , ,
Skills:
Abstract:
Authoring a marketing portal user help files for a large German airline. The portal was used for communication and interaction with associated advertising agencies.

2002

2169 — Railway Ticket Marketing System - SW Quality Management & Assurance
Business: , , ,
Skills: , , , , , ,
Abstract:
Supporting IT development projects in the business area of Railway Ticketing Marketing System with operational QM/QA activities. Evaluating potential improvements on CEO-level. Sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".

2157 — Railway Routing - SW Quality Management & Assurance
Business: , , ,
Skills: , , , , , ,
Abstract:
Supporting IT development projects in the business area of routing with operational QM/QA activities. Evaluating potential improvements on CEO-level. Sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".

2067 — Callcenter/Fulfillment - SW Quality Management & Assurance
Business: , ,
Skills: , , , , , ,
Abstract:
Supporting the IT development projects in the business area of call center/fulfillment with operational QM/QA activities. Evaluating potential improvements on CEO-level. Sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".

2262 — Concept Development & Implementation of a Knowledge Management System
Business: , ,
Skills: , , , , , ,
Abstract:
For an international touristic company, I developed a concept and evaluation scheme for a QM Handbook Intranet-Portal Solution.

2191 — Implementation of a Knowledge Management System
Business: , ,
Skills: , , , , , ,
Abstract:
For an international touristic company, I supported the IT department in developing the concept and evaluation scheme for a QM Handbook Intranet-Portal Solution as Knowledge Management System.

2053 — Establishing Staff Unit "CIO Corporate Staff Unit SW Quality Assurance Railway" (Railway, Logistics)
Business: , ,
Skills: , , , , , ,
Abstract:
Establishing a staff unit "Quality Assurance" on the CEO level to start quality management and to monitor activities in all IT projects (in-house as well as contracted ones). — Master-Project "CIO Corporate Staff Unit SW Quality Assurance Railway"

2001

2247 — SWOT- Assessment QM on SW Department Level (Insurance)
Business: , , ,
Skills: , , , , , , , , ,
Abstract:
For an internationally operating, German-based reinsurance company, I assessed six internal IT systems/projects for process strengths, weaknesses, and opportunities.

1999

2233 — PIN Authorisation System - SW Quality Management & Assurance
Business: , ,
Skills: , , , , , , , , ,
Abstract:
Supporting the IT system "PIN Authorisation System" with operational QM/QA activities. This project is a sub-project of "CIO Corporate Staff Unit SW Quality Assurance Credit Card Issuing".

2223 — SAP Data Warehouse - SW Quality Management & Assurance
Business: ,
Skills: , , , , , , , , ,
Abstract:
Supporting the IT system "SAP Data Warehouse" with operational QM/QA activities. This project is a sub-project of "CIO Corporate Staff Unit SW Quality Assurance Credit Card Issuing".

2213 — Acquirer Payment Gateway - SW Quality Management & Assurance
Business: ,
Skills: , , , , , , , , ,
Abstract:
Supporting the IT system "Acquirer Payment Gateway" with operational QM/QA activities. This project is a sub-project of "CIO Corporate Staff Unit SW Quality Assurance Credit Card Issuing".

2200 — Establishing Staff Unit "Quality Assurance" on Corporate Level (Finance)
Business: ,
Skills: , , , , , , , , ,
Abstract:
Master-Project "CIO Corporate Staff Unit SW Quality Assurance Credit Card Issuing" — Defining the operational structure and establishing a staff unit "Quality Assurance" on a CIO level to start SW quality management and monitoring activities in all IT projects.




 

Projects by Industries

Project details by industries (in alphabetical order):

(Agile) SW-Development (20)

2019


13387Scrum Master in Automotive Driver Assistance Systems Development
Scrum Master in automotive driver assistance systems development. As a Scrum Master, I was in charge of coaching and supporting the scrum team (8 people, product owner included) in the agile mindset and Scrum setup. This included: hosting and facilitating the Scrum ceremonies, coaching the team in Scrum (Scrum Guide 2017), agile estimation, user story slicing, etc. As part of the Scrum Master team (4 SM), I coached also management and the organisation in pacing the agile transition.

2018


9909Executive Management Coaching in Software Process Improvement and Lean/Agile Principles
Executive management coaching (head, upper, and middle management of SW department) and agile coaching on team level (2 feature teams, 2 traditional teams). Introducing agile mind-set and tools: system thinking, design thinking, value stream mapping, agile and lean SW development, agile values, Kanban, Scrum, introducing Lean Change Management.

2016


9183Levering Automotive Suppliers SQA Processes (ASPICE)
Levering SW QA Processes of an automotive supplier to Automotive SPICE Level 2. I was in charge of leveraging the SW Quality Assurance processes (SUP.1) to Automotive SPICE Level 2, especially with the focus on software quality. A challenging objective: while in many areas of Automotive, SW development is a decent part of embedded systems development, it is relatively new for gears and transmission production.

2016


8712Product Owner Team Building Workshop
For a German IT service provider delivering IT workplace management solutions I designed and facilitated an internal team-building workshop for the Product Owner team to foster their interal collaboration.

2014


1545Team Building Workshop (Agile SW Dev)
For an agile software company, I designed and facilitated an internal team-building workshop to bolster up the internal power of the dev team members again: "Identify your own team power & your power team". A visioning and brand building workshop with LEGO Serious Play.

2012


1551Process & Safety Management — SW-Development Air Traffic Management
Implementing a DO-178B, DO-178C/ED-12C compliant SW development process model for air traffic management systems development. Coaching the developers, facilitating, moderating, and documenting SW safety workshops.

2012


176Team Building (Coaching) Workshop (Telecommunication)
For a German DAX 500 Telecommunication company, I designed and facilitated an internal team-building workshop to foster the togetherness of the dev team. Next-steps were identified to implement the insights gained at the workplace. A visioning and brand building workshop with LEGO Serious Play.

2011


182Re-Engineering Functional Requirements and Testability of Driver Assistentance Video System — (Agile SW Dev, Image Processing)
Scrum Master and Agile Coach in the re-engineering of functional requirements, test scenarios, and test cases to ensure testability of a video camera driver assistant system.

2007


40Radar & Radio Navigation Systems — Leverage CMMI L2 Systems Engineering
Leverage CMMI L2 Systems Engineering (Radar & Radio Navigation Systems).

2006


32Improvement Analysis of Requirements Processes (CMMI L2 REQM)
Inspection of the requirements engineering and management processes of an automotive supplier for potential improvements. Identifying recommendations for improvements on artefacts level ( traceability within documents/DOORS) and on process level by adopting Scrum.

2006


1618Improving Electronics & Embedded Systems Development on Corporate Level — CMMI REQM L2
Improving Electronics & Embedded Systems Development on Corporate Level (CMMI REQM Level 2) for a US-based automotive OEM. Subject matter expert and team lead of the REQM, RD process group in the development centers in Germany, Sweden, and the US.

2006


1601Logistics Service Provider — Leverage IT-Requirements Engineering (CMMI Level 2)
Implementing CMMI Dev. 1.2 Level 2 requirement management/engineering (REQM, RD) improvements for an internationally operating Postal and Logistics Service Provider. Integrating the improvements activities with corporate ITIL release management procedures.

2004


1626Steering Driver Assistance System — Leveraging SPiCE Level 2
Leveraging an SW development project for a steering driver assistance system to ISO 15504 (SPiCE) Level 2 by synchronising SW and HW processes.

2003


2045Authoring Marketing-Portal User Help Files (Airline)
Authoring a marketing portal user help files for a large German airline. The portal was used for communication and interaction with associated advertising agencies.

2002


2169Railway Ticket Marketing System - SW Quality Management & Assurance
Supporting IT development projects in the business area of Railway Ticketing Marketing System with operational QM/QA activities. Evaluating potential improvements on CEO-level. Sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".

2002


2157Railway Routing - SW Quality Management & Assurance
Supporting IT development projects in the business area of routing with operational QM/QA activities. Evaluating potential improvements on CEO-level. Sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".

2002


2262Concept Development & Implementation of a Knowledge Management System
For an international touristic company, I developed a concept and evaluation scheme for a QM Handbook Intranet-Portal Solution.

2002


2191Implementation of a Knowledge Management System
For an international touristic company, I supported the IT department in developing the concept and evaluation scheme for a QM Handbook Intranet-Portal Solution as Knowledge Management System.

2001


2247SWOT- Assessment QM on SW Department Level (Insurance)
For an internationally operating, German-based reinsurance company, I assessed six internal IT systems/projects for process strengths, weaknesses, and opportunities.

1999


2233PIN Authorisation System - SW Quality Management & Assurance
Supporting the IT system "PIN Authorisation System" with operational QM/QA activities. This project is a sub-project of "CIO Corporate Staff Unit SW Quality Assurance Credit Card Issuing".


Aerospace & Air Traffic Mgmt (4)

2014


1510Strategy Workshop "IT Governance & PMI certification" (Airline)
For the department "IT Project Management Office" of a German DAX500 airline, I designed and facilitated a strategy workshop "IT Governance & PMI certification" for 70 IT project managers. The aim of the workshop was to identify ways of creating commitment to adopt the new organsiational PMI certification program, and to define next steps to support the implementational PMI program rollout. A visioning and brand building workshop with LEGO Serious Play.

2012


1551Process & Safety Management — SW-Development Air Traffic Management
Implementing a DO-178B, DO-178C/ED-12C compliant SW development process model for air traffic management systems development. Coaching the developers, facilitating, moderating, and documenting SW safety workshops.

2008


29Galileo Satellite Project — Leverage CMMI Systems Engineering
A high-innovative R&D project of a European Avionics and Space Company was faced to improve some of their product development processes to CMMI Dev.1.2 Level 2: Req. Engineering, Project Mgmt, and Quality Mgmt. Since the project developed an ionic beam thruster device for the ESA Galileo Satellite Program, the challenge was to fulfill the objectives of the European Space Agency Standard (ECSS) on the one side and the corporate objectives CMMI L2 on the other side.

2007


1573Development Training: Configuration Mgt Trainings — Aerospace
Design and development of configurations management trainings for the rollout of CMMI Dev. 1.2 Level 2 compliant CM processes.


Agile Transition / Org. Design (4)

2018


9909Executive Management Coaching in Software Process Improvement and Lean/Agile Principles
Executive management coaching (head, upper, and middle management of SW department) and agile coaching on team level (2 feature teams, 2 traditional teams). Introducing agile mind-set and tools: system thinking, design thinking, value stream mapping, agile and lean SW development, agile values, Kanban, Scrum, introducing Lean Change Management.

2016


9661Product Development / Strategy-Workshop — Visioning The Future of After Sales (Automotive)
For the After Sales Department of a German DAX500 automotive OEM, I designed and facilitated in 2016 a large group strategy workshop. Management, team, and project leader came together to envision future trends in "After Sale 2021". A visioning and brand building workshop with LEGO Serious Play.

2016


9183Levering Automotive Suppliers SQA Processes (ASPICE)
Levering SW QA Processes of an automotive supplier to Automotive SPICE Level 2. I was in charge of leveraging the SW Quality Assurance processes (SUP.1) to Automotive SPICE Level 2, especially with the focus on software quality. A challenging objective: while in many areas of Automotive, SW development is a decent part of embedded systems development, it is relatively new for gears and transmission production.

2006


1618Improving Electronics & Embedded Systems Development on Corporate Level — CMMI REQM L2
Improving Electronics & Embedded Systems Development on Corporate Level (CMMI REQM Level 2) for a US-based automotive OEM. Subject matter expert and team lead of the REQM, RD process group in the development centers in Germany, Sweden, and the US.


Airline (2)

2014


1510Strategy Workshop "IT Governance & PMI certification" (Airline)
For the department "IT Project Management Office" of a German DAX500 airline, I designed and facilitated a strategy workshop "IT Governance & PMI certification" for 70 IT project managers. The aim of the workshop was to identify ways of creating commitment to adopt the new organsiational PMI certification program, and to define next steps to support the implementational PMI program rollout. A visioning and brand building workshop with LEGO Serious Play.

2003


2045Authoring Marketing-Portal User Help Files (Airline)
Authoring a marketing portal user help files for a large German airline. The portal was used for communication and interaction with associated advertising agencies.


Automotive (11)

2019


13387Scrum Master in Automotive Driver Assistance Systems Development
Scrum Master in automotive driver assistance systems development. As a Scrum Master, I was in charge of coaching and supporting the scrum team (8 people, product owner included) in the agile mindset and Scrum setup. This included: hosting and facilitating the Scrum ceremonies, coaching the team in Scrum (Scrum Guide 2017), agile estimation, user story slicing, etc. As part of the Scrum Master team (4 SM), I coached also management and the organisation in pacing the agile transition.

2018


9909Executive Management Coaching in Software Process Improvement and Lean/Agile Principles
Executive management coaching (head, upper, and middle management of SW department) and agile coaching on team level (2 feature teams, 2 traditional teams). Introducing agile mind-set and tools: system thinking, design thinking, value stream mapping, agile and lean SW development, agile values, Kanban, Scrum, introducing Lean Change Management.

2016


9183Levering Automotive Suppliers SQA Processes (ASPICE)
Levering SW QA Processes of an automotive supplier to Automotive SPICE Level 2. I was in charge of leveraging the SW Quality Assurance processes (SUP.1) to Automotive SPICE Level 2, especially with the focus on software quality. A challenging objective: while in many areas of Automotive, SW development is a decent part of embedded systems development, it is relatively new for gears and transmission production.

2014


1538Product Development / Strategy Workshop (Automotive)
Facilitating a LEGO Serious Play workshop: international sales directors of an automotive supplier came together with upper management to discuss how to achieve new business goals for 2014/2015.

2011


182Re-Engineering Functional Requirements and Testability of Driver Assistentance Video System — (Agile SW Dev, Image Processing)
Scrum Master and Agile Coach in the re-engineering of functional requirements, test scenarios, and test cases to ensure testability of a video camera driver assistant system.

2007


196Automotive SPICE Level 2 Supplier-Assessment
ISO 15504 Automotive SPiCE co-assessor in an automotive supplier ASPiCE L2 assessment. Assessed were the development processes (extended HIS standard) of developement facilities in Germany, UK, and India. I was co-assessor in the assessment team.

2006


32Improvement Analysis of Requirements Processes (CMMI L2 REQM)
Inspection of the requirements engineering and management processes of an automotive supplier for potential improvements. Identifying recommendations for improvements on artefacts level ( traceability within documents/DOORS) and on process level by adopting Scrum.

2006


1610Development Training: „Automotive SPICE® for System Engineers“ (3 days training)
Conceptual design (content, slides, methods) and realisation of a 3 day training (English) „Automotive SPICE® for System Engineers“.

2006


1591Training Development „Automotive SPICE® for Managers“ (1 day training)
Conceptual design (content, slides, methods) and realisation of a 3 day training (English) „Automotive SPICE® for Managers“.

2006


1618Improving Electronics & Embedded Systems Development on Corporate Level — CMMI REQM L2
Improving Electronics & Embedded Systems Development on Corporate Level (CMMI REQM Level 2) for a US-based automotive OEM. Subject matter expert and team lead of the REQM, RD process group in the development centers in Germany, Sweden, and the US.

2004


1626Steering Driver Assistance System — Leveraging SPiCE Level 2
Leveraging an SW development project for a steering driver assistance system to ISO 15504 (SPiCE) Level 2 by synchronising SW and HW processes.


Business Development (1)

2007


1580Business Development: Organisational Change Management (OCM) consultancy
Establishing the new business field Organisational Change Management (OCM) I was the subject matter expert in charge to develop OCM consultancy skill competencies, internal and external training classes, and setting up a toolbox of methods and tools supporting OCM consultancy.


Coaching (7)

2015


8803Agile Coaching Tools Development: Agile Game “Product Owner Challenge" 2.0
"Product Owner Challenge" is an agile game played with Lego bricks I developed to demonstrate a waterfall-driven product development the agile mindset. Version 2.0 introduces agile sprint planning and user stories to the game.

2015


8807Agile Coaching Tools Development: "Team Charter Canvas"
The team charter canvas is a perfect tool to reflect in-depth about team values, norms, chartering, and team culture.

2015


8785Agile Coaching Tools Development: Agile Game “The Drama Game" 2.0
“The Drama Game” is a Story Telling Game to identify stakeholders' behaviours and hidden expectations. Playing the game in retrospectives creates a shared understanding of events and incidents that happened in the Product Development Life Cycle.

2014


2023Temenos Workshop — Jax2014
Temenos is an experience based workshop format for people interested in personal growth, strength, and authentic relationship with others. At the Jax2014 conference Olaf Lewitz and Christine Neidhardt ran a Temenos workshop with 275 ppl. supported by several co-facilitators.

2014


1547Agile Coaching Tools Development: Agile Game “The Drama Game" 1.0
“The Drama Game” is a Story Telling Game to identify stakeholders' behaviours and hidden expectations. Playing the game in retrospectives creates a shared understanding of events and incidents that happened in the Product Development Life Cycle.

2013


1549Agile Coaching Tools Development: Agile Game “Product Owner Challenge" 1.0
“Product Owner Challenge” is an agile game with Lego bricks I created. It supports organisations in transitioning from Waterfall to Agile and illustrates the agile mindset to a waterfall-driven product development culture: stop micro-management and communicate face-to-face clear objectives, requirements, and product vision.

2012


176Team Building (Coaching) Workshop (Telecommunication)
For a German DAX 500 Telecommunication company, I designed and facilitated an internal team-building workshop to foster the togetherness of the dev team. Next-steps were identified to implement the insights gained at the workplace. A visioning and brand building workshop with LEGO Serious Play.


Defense (1)

2007


40Radar & Radio Navigation Systems — Leverage CMMI L2 Systems Engineering
Leverage CMMI L2 Systems Engineering (Radar & Radio Navigation Systems).


Embedded Syst.Eng (7)

2019


13387Scrum Master in Automotive Driver Assistance Systems Development
Scrum Master in automotive driver assistance systems development. As a Scrum Master, I was in charge of coaching and supporting the scrum team (8 people, product owner included) in the agile mindset and Scrum setup. This included: hosting and facilitating the Scrum ceremonies, coaching the team in Scrum (Scrum Guide 2017), agile estimation, user story slicing, etc. As part of the Scrum Master team (4 SM), I coached also management and the organisation in pacing the agile transition.

2018


9909Executive Management Coaching in Software Process Improvement and Lean/Agile Principles
Executive management coaching (head, upper, and middle management of SW department) and agile coaching on team level (2 feature teams, 2 traditional teams). Introducing agile mind-set and tools: system thinking, design thinking, value stream mapping, agile and lean SW development, agile values, Kanban, Scrum, introducing Lean Change Management.

2007


196Automotive SPICE Level 2 Supplier-Assessment
ISO 15504 Automotive SPiCE co-assessor in an automotive supplier ASPiCE L2 assessment. Assessed were the development processes (extended HIS standard) of developement facilities in Germany, UK, and India. I was co-assessor in the assessment team.

2007


40Radar & Radio Navigation Systems — Leverage CMMI L2 Systems Engineering
Leverage CMMI L2 Systems Engineering (Radar & Radio Navigation Systems).

2006


32Improvement Analysis of Requirements Processes (CMMI L2 REQM)
Inspection of the requirements engineering and management processes of an automotive supplier for potential improvements. Identifying recommendations for improvements on artefacts level ( traceability within documents/DOORS) and on process level by adopting Scrum.

2006


1618Improving Electronics & Embedded Systems Development on Corporate Level — CMMI REQM L2
Improving Electronics & Embedded Systems Development on Corporate Level (CMMI REQM Level 2) for a US-based automotive OEM. Subject matter expert and team lead of the REQM, RD process group in the development centers in Germany, Sweden, and the US.

2004


1626Steering Driver Assistance System — Leveraging SPiCE Level 2
Leveraging an SW development project for a steering driver assistance system to ISO 15504 (SPiCE) Level 2 by synchronising SW and HW processes.


Finance (4)

1999


2233PIN Authorisation System - SW Quality Management & Assurance
Supporting the IT system "PIN Authorisation System" with operational QM/QA activities. This project is a sub-project of "CIO Corporate Staff Unit SW Quality Assurance Credit Card Issuing".

1999


2223SAP Data Warehouse - SW Quality Management & Assurance
Supporting the IT system "SAP Data Warehouse" with operational QM/QA activities. This project is a sub-project of "CIO Corporate Staff Unit SW Quality Assurance Credit Card Issuing".

1999


2213Acquirer Payment Gateway - SW Quality Management & Assurance
Supporting the IT system "Acquirer Payment Gateway" with operational QM/QA activities. This project is a sub-project of "CIO Corporate Staff Unit SW Quality Assurance Credit Card Issuing".

1999


2200Establishing Staff Unit "Quality Assurance" on Corporate Level (Finance)
Master-Project "CIO Corporate Staff Unit SW Quality Assurance Credit Card Issuing" — Defining the operational structure and establishing a staff unit "Quality Assurance" on a CIO level to start SW quality management and monitoring activities in all IT projects.


Insurance (1)

2001


2247SWOT- Assessment QM on SW Department Level (Insurance)
For an internationally operating, German-based reinsurance company, I assessed six internal IT systems/projects for process strengths, weaknesses, and opportunities.


IT Management Consultancy (2)

2007


1580Business Development: Organisational Change Management (OCM) consultancy
Establishing the new business field Organisational Change Management (OCM) I was the subject matter expert in charge to develop OCM consultancy skill competencies, internal and external training classes, and setting up a toolbox of methods and tools supporting OCM consultancy.

2002


2191Implementation of a Knowledge Management System
For an international touristic company, I supported the IT department in developing the concept and evaluation scheme for a QM Handbook Intranet-Portal Solution as Knowledge Management System.


Logistics (5)

2006


1601Logistics Service Provider — Leverage IT-Requirements Engineering (CMMI Level 2)
Implementing CMMI Dev. 1.2 Level 2 requirement management/engineering (REQM, RD) improvements for an internationally operating Postal and Logistics Service Provider. Integrating the improvements activities with corporate ITIL release management procedures.

2002


2169Railway Ticket Marketing System - SW Quality Management & Assurance
Supporting IT development projects in the business area of Railway Ticketing Marketing System with operational QM/QA activities. Evaluating potential improvements on CEO-level. Sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".

2002


2157Railway Routing - SW Quality Management & Assurance
Supporting IT development projects in the business area of routing with operational QM/QA activities. Evaluating potential improvements on CEO-level. Sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".

2002


2067Callcenter/Fulfillment - SW Quality Management & Assurance
Supporting the IT development projects in the business area of call center/fulfillment with operational QM/QA activities. Evaluating potential improvements on CEO-level. Sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".

2002


2053Establishing Staff Unit "CIO Corporate Staff Unit SW Quality Assurance Railway" (Railway, Logistics)
Establishing a staff unit "Quality Assurance" on the CEO level to start quality management and to monitor activities in all IT projects (in-house as well as contracted ones). — Master-Project "CIO Corporate Staff Unit SW Quality Assurance Railway"


Maritime (1)

2008


1563Development Training: "Benefits of CMMI for Programmable Electronic Systems in Maritime" (1-day training)
For the maritime business branch of an internationally accredited registrar and classification society, I developed customer training to illustrate the benefits and application of CMMI process areas in developing programmable electronic systems (PES) in building ships.


Pharma (1)

2014


1525Strategy Workshop Consumer Health Regulatory Affairs (Pharma)
For a German DAX 500 Pharma company, I designed and facilitated a strategy workshop on consumer health regulatory affairs. After merging all national-wide consumer health regularly affairs departments to one corporate-wide department new ways of collaboration had to be identified. A visioning and brand building workshop with LEGO Serious Play.


Project Management (2)

2014


1510Strategy Workshop "IT Governance & PMI certification" (Airline)
For the department "IT Project Management Office" of a German DAX500 airline, I designed and facilitated a strategy workshop "IT Governance & PMI certification" for 70 IT project managers. The aim of the workshop was to identify ways of creating commitment to adopt the new organsiational PMI certification program, and to define next steps to support the implementational PMI program rollout. A visioning and brand building workshop with LEGO Serious Play.

2001


2247SWOT- Assessment QM on SW Department Level (Insurance)
For an internationally operating, German-based reinsurance company, I assessed six internal IT systems/projects for process strengths, weaknesses, and opportunities.


Railway (4)

2002


2169Railway Ticket Marketing System - SW Quality Management & Assurance
Supporting IT development projects in the business area of Railway Ticketing Marketing System with operational QM/QA activities. Evaluating potential improvements on CEO-level. Sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".

2002


2157Railway Routing - SW Quality Management & Assurance
Supporting IT development projects in the business area of routing with operational QM/QA activities. Evaluating potential improvements on CEO-level. Sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".

2002


2067Callcenter/Fulfillment - SW Quality Management & Assurance
Supporting the IT development projects in the business area of call center/fulfillment with operational QM/QA activities. Evaluating potential improvements on CEO-level. Sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".

2002


2053Establishing Staff Unit "CIO Corporate Staff Unit SW Quality Assurance Railway" (Railway, Logistics)
Establishing a staff unit "Quality Assurance" on the CEO level to start quality management and to monitor activities in all IT projects (in-house as well as contracted ones). — Master-Project "CIO Corporate Staff Unit SW Quality Assurance Railway"


Telecommunication (1)

2012


176Team Building (Coaching) Workshop (Telecommunication)
For a German DAX 500 Telecommunication company, I designed and facilitated an internal team-building workshop to foster the togetherness of the dev team. Next-steps were identified to implement the insights gained at the workplace. A visioning and brand building workshop with LEGO Serious Play.


Touristics (2)

2003


2045Authoring Marketing-Portal User Help Files (Airline)
Authoring a marketing portal user help files for a large German airline. The portal was used for communication and interaction with associated advertising agencies.

2002


2262Concept Development & Implementation of a Knowledge Management System
For an international touristic company, I developed a concept and evaluation scheme for a QM Handbook Intranet-Portal Solution.




 


Complete Portfolio

Project Details by Years

Project details by years:

2019

Business: , ,
Skills: , , , , , , , ,
Reading Time: < 1 minute
Project ID: 13387
Project:

Scrum Master in Automotive Driver Assistance Systems Development

Time 07/2019 - 12/2019
Abstract: Reading Time: < 1 minute Scrum Master in automotive driver assistance systems development. As a Scrum Master, I was in charge of coaching and supporting the scrum team (8 people, product owner included) in the agile mindset and Scrum setup. This included: hosting and facilitating the Scrum ceremonies, coaching the team in Scrum (Scrum Guide 2017), agile estimation, user story slicing, etc. As part of the Scrum Master team (4 SM), I coached also management and the organisation in pacing the agile transition.
Duration: 07/2019 - 12/2019
Role: Scrum Master in automotive driver assistance systems development
Description:

An international Fortune 500 electronic device manufacturer launched a kind of innovation lab in a lean startup manner to enter the automotive market.
Four scrum teams developed driver assistance systems like lane-keeping & departure warning, and automatic emergency braking with the ADAS framework. Each team had its own Scrum Master.

As a Scrum Master, I was in charge to develop and support the scrum team "lane-keeping & departure warning" (8 people, product owner included) in the agile mindset and Scrum setup.
This included: hosting and facilitating the Scrum ceremonies, coaching the team in Scrum, agile estimation, user story slicing (Scrum Guide 2017).
As part of the Scrum Master team (4 SM) I coached as well the management team (5 managers) and the organisation in pacing the agile transition.

The team members and the managers had heterogeneous experience in Agile and Scrum: some had already worked in an agile environment, others not.

Industry: Automotive, supplier
QM-Model applied:  Scrum (Agile), Automotive SPiCE
Size: 60 developers, I worked with an agile team of 8 developers and systems engineer (requirement analysis)

: Volkswagen AG, Youtube Driver Assistance Systems: Part 3, .

       

2018

Business: , , ,
Skills: , , , , , , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 9909
Project:

Executive Management Coaching in Software Process Improvement and Lean/Agile Principles

Time 02/2017 - 12/2018
Abstract: Reading Time: < 1 minute Executive management coaching (head, upper, and middle management of SW department) and agile coaching on team level (2 feature teams, 2 traditional teams). Introducing agile mind-set and tools: system thinking, design thinking, value stream mapping, agile and lean SW development, agile values, Kanban, Scrum, introducing Lean Change Management.
Duration: 02/2017 - 12/2018
Role: Executive Management Coach, Lean Change Agent, Agile Coach
Description:

An international automotive supplier, the market leader in gears and transmission development, asked for support to improve the SW development processes and project collaboration regarding to Lean and Agile aspects.

After a value stream analysis, my mandate became clear: working as an executive coach with the upper and middle management of SW department (coaching 12 managers); coaching on team level 4 dev teams (up to 20 employees).

I introduced agile thinking and value thinking (Scrum, Kanban), system thinking, and design thinking as a problem-solving method into the SW department.

I  facilitated value stream workshops on department level. With 2 new teams, the client started cross-functional feature teams - my role was coaching team members, product owners, and team lead management.

In 2018 we started an improvement initiative as a continuously running lean change management program on the SW department level (approx. 260 people). My role was to be a sparrings partner for the management to discuss the transition activities and to facilitate all workshops.

Industry: Automotive, supplier
QM-Model applied:  Lean and Lean Change Management, Agile (Scrum), Automotive SPiCE
Size: ≥260 employees in SW projects (development, testing, calibration, product development)

: Wikipedia, .

       

2016

Business: , ,
Skills: , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 9183
Project:

Levering Automotive Suppliers SQA Processes (ASPICE)

Time 05/2016 - 12/2016
Abstract: Reading Time: < 1 minute Levering SW QA Processes of an automotive supplier to Automotive SPICE Level 2. I was in charge of leveraging the SW Quality Assurance processes (SUP.1) to Automotive SPICE Level 2, especially with the focus on software quality. A challenging objective: while in many areas of Automotive, SW development is a decent part of embedded systems development, it is relatively new for gears and transmission production.
Duration: 05/2016 - 12/2016
Role: Automotive SPICE consultant, SW Quality Engineer
Description:

An international automotive supplier, market leader in gears and transmission development, asked for support to raise an important embedded systems development project to Automotive SPICE Level 2.

An internal coaching group was already established to support the project in the process areas Project Management (ASPICE MAN.3), Systems and Software Development (ENG.1 - ENG.10), Configuration Management (SUP,8), and Problem Resolution (SUP.9).

I was in charge of leveraging the SW Quality Assurance processes (SUP.1) to Automotive SPICE Level 2, especially with the focus on software quality. A challenging objective: while in many areas of Automotive, SW development is a decent part of embedded systems development, it is relatively new for gears and transmission production.

Industry: Automotive, supplier
QM-Model applied: Automotive SPiCE
Size: ≤ 10 employees in QA group; 50 developers, testers, and architects in SW group

: Wikipedia, .

       

2015

Business: ,
Skills: , , ,
Reading Time: < 1 minute
Project ID: 8803
Project:

Agile Coaching Tools Development: Agile Game “Product Owner Challenge" 2.0

Time 01/2015
Abstract: Reading Time: < 1 minute "Product Owner Challenge" is an agile game played with Lego bricks I developed to demonstrate a waterfall-driven product development the agile mindset. Version 2.0 introduces agile sprint planning and user stories to the game.
Duration: 3 months
Role: Developer, Designer
Description: "Product Owner Challenge" is an agile game played with Lego bricks I developed to demonstrate a waterfall-driven product development the agile mindset.
With the feedback, I got from my presentations of the game at multiple conferences and open-space sessions, I created a new version of the game by extending agile sprint planning and user stories.
QM Model applied: Feedback by the agile community
Size: ---
Industry: Agile Consulting

: Pierre Neis via flickr.com, .

       

Business: ,
Skills: , , ,
Reading Time: < 1 minute
Project ID: 8807
Project:

Agile Coaching Tools Development: "Team Charter Canvas"

Time 01/2015 - 05/2015
Abstract: Reading Time: < 1 minute The team charter canvas is a perfect tool to reflect in-depth about team values, norms, chartering, and team culture.
Duration: 01/2015 - 05/2015
Role: Designer, Developer, Coach
Description: I created the Team Charter Canvas as a tool to reflect in-depth about team chartering, team values, and team culture.
QM Model applied: ...
Size: n.a.
Industry: Agile Consulting, Coaching
       

Business: ,
Skills: , ,
Reading Time: < 1 minute
Project ID: 8785
Project:

Agile Coaching Tools Development: Agile Game “The Drama Game" 2.0

Time 01/2015-03/2015
Abstract: Reading Time: < 1 minuteThe Drama Game” is a Story Telling Game to identify stakeholders' behaviours and hidden expectations. Playing the game in retrospectives creates a shared understanding of events and incidents that happened in the Product Development Life Cycle.
Duration: 3 months
Role: Developer, Designer
Description:

The Drama Game is a storytelling game I created to identify stakeholders' behaviours and hidden expectations in a playful way. Playing the game in retrospectives creates a shared understanding of events and incidents that happened in the Product Development Life Cycle.

With the feedback, I got from presenting the game in multiple conferences and open-space sessions, I created a new version of the game by simplifying the storytelling part and the empathy reading.

QM Model applied: Feedback by the agile community
Size: ---
Industry: Agile Consulting
       

2014

Business: ,
Skills: , , , ,
Reading Time: < 1 minute
Project ID: 1547
Projekt:

Agile Coaching Tools Development: Agile Game “The Drama Game" 1.0

Time: 03/2014 - 06/2014
Role: Developer
Abstract: Reading Time: < 1 minuteThe Drama Game” is a Story Telling Game to identify stakeholders' behaviours and hidden expectations. Playing the game in retrospectives creates a shared understanding of events and incidents that happened in the Product Development Life Cycle.
Description:

Engage your customers as being a character of your Product Development Hero Quest! – “The Drama Game” is a Story Telling Game I created to identify stakeholders behaviours and hidden expectations. Playing the game in retrospectives creates a shared understanding of events and incidents that happened in the Product Development Life Cycle.

The game was first presented at Agile Coach Camp Germany 2014, Jun. 2014, Germany, and at #wisp14, Work is Play, Belgium, 2014.

Industry: n.a
Standard / model applied: n.a
Size: n.a.
   
       

2013

Business: ,
Skills: , , , ,
Reading Time: < 1 minute
Project ID: 1549
Project:

Agile Coaching Tools Development: Agile Game “Product Owner Challenge" 1.0

Time: 12/2013 - 01/2014
Role: Designer, Developer
Abstract: Reading Time: < 1 minuteProduct Owner Challenge” is an agile game with Lego bricks I created. It supports organisations in transitioning from Waterfall to Agile and illustrates the agile mindset to a waterfall-driven product development culture: stop micro-management and communicate face-to-face clear objectives, requirements, and product vision.
Description:

“Product Owner Challenge” is an agile game with Lego bricks I created. It supports organisations in transitioning from Waterfall to Agile and illustrates the agile mindset to a waterfall-driven product development culture: stop micro-management and communicate face-to-face clear objectives, requirements, and product vision. The product description is in one part of the room, PO, and DevTeam in the other. PO is not allowed to show it to DevTeam but can inspect the plan as often it's needed — PO has to "walk & talk" – real challenges for traditional-minded product development departments. Game Objectives   – Share product vision and instructions to the team as precisely as possible to build the product right. Communicate (requirements) as clear as possible. Learning Points   – (1) Co-located collaboration leads to faster results and better quality; (2) Even as precise, clear, and distinct as possible, verbal communication alone is never precise, clear, and distinct enough; (3) Too detailed instructions hinder creativity and turn fast to micro-management.

See more at http://bit.ly/POChallenge. The game was presented at Play4Agile, Feb. 2014, Germany #play14, Mar. 2014, Luxembourg, and #t4at14, Oct. 2014, Germany.

Industry: n.a
Standard / model applied: n.a
Size: n.a.
   
       

2012

Business: ,
Skills: , , , , , , , , ,
Reading Time: 2 minutes
Project ID: 1551
Project:

Process & Safety Management — SW-Development Air Traffic Management

Time 05/2012 - 11/2013
Duration: 05/2012 - 11/2013
Role: Process & Safety Manager f
Abstract: Reading Time: 2 minutes Implementing a DO-178B, DO-178C/ED-12C compliant SW development process model for air traffic management systems development. Coaching the developers, facilitating, moderating, and documenting SW safety workshops.
Description:

My direct client was an IT-department of a national air traffic management authority. They develop software to serve the own air traffic controlling demands. In addition, they sell customised variants and individualised implementations to other international ATM authorities.

An international air traffic management authority was the end client of my client. They planed to replace their own system with a new, enhanced one. For this, they ordered from my client individual customisation. The challenges for the dev team of my client were

  • to implement all operational procedures valid for the target airspace (80% functionality of the system to be rebuilt).
  • to keep the existing system architecture design;
  • to fulfill operational safety requirements for the existing and added/rebuilt functionality system-wide;
  • to set up an SW development process compliant to DO-178B, DO-178C/ED-12C in addition to their own, ISO 9000 certified, quality management system, and process model.

My responsibility as an external consultant was

  • to design, implement, and document for the project a system development process with all artifacts needed to be compliant with DO-178B, DO-178C/ED-12C, and the existing process model of my client. (Process Management);
  • to implement, monitor, and verify activities needed for the safety validation process (Safety Management);
  • to assist and coach the dev team in applying the new/changed processes (Coaching);
  • to facilitate, moderate, and document SW safety workshops.

Safety Management Responsibilities

To fulfill the safety requirements we implemented joined workshops with developers, designers, and testers. In these workshops, we analysed the existing SW implementation as well as the planned changes resp. new implementations to be compliant with safety objectives given by the end client. The workshop method to investigate systems safety was a combination of

  • repeatedly 5-Why-Questions drilled down from architectural design, code (component, module-level implementation)
  • imagining worst case scenarios: "What is the consequence if function X /code segment Y in module Z fails?", or "Which components/functional code has to fail, that safety objective n.m.l is not fulfilled?"

The insight and results of these safety workshops led directly to new or changed functional requirements and/or test cases. I monitored and tracked their status with a DOORS database.

Process Management Responsibilities

The process model I designed and implemented covered

  • the safety objectives for all development and testing activities;
  • additional activities, roles, and artifacts needed for DOD/ED compliance.
Industry: Aviation / Air Traffic Management

: JoJo 77, via flickr.com, .

       

2011

Business: ,
Skills: , , , ,
Reading Time: < 1 minute
Project ID: 182
Project:

Re-Engineering Functional Requirements and Testability of Driver Assistentance Video System — (Agile SW Dev, Image Processing)

Time 03/2011 - 08/2011
Abstract: Reading Time: < 1 minute Scrum Master and Agile Coach in the re-engineering of functional requirements, test scenarios, and test cases to ensure testability of a video camera driver assistant system.
Duration: 03/2011 - 08/2011
Role: Agile Coach, Scrum Master, Team-Lead
Description:

Scrum Master and Agile Coach in the re-engineering of functional requirements, test scenarios, and test cases to ensure testability of a video camera driver assistant system.

An international automotive supplier builds video camera driver assistant systems. Over the years  - more than a decade - new functionality was added to the overall system to satisfy the needs of different OEMs. The software was developed within the Scrum framework.
Over the years the testability documentation (traceability of requirements, architecture, and implementation, test cases) became obsolete.

An external company - my contractor - was asked to setup a Scrum team of embedded system developers and testers to analyse the code (C++) and to redesign functional requirements, test scenarios, and test cases to ensure testability. The product owner was a member of the OEM dev team.

My role in this team was twofold: 1) as Scrum Master I defined with the contractor's team the weekly deliveries (i.e. analysis results) for the OEM; 2) being the agile coach for the contractor's team since they had heterogonous agile backgrounds, and 3) for the direct contractor and the OEM I was the contact person to the team.

Industry: Automotive, supplier
QM-Model applied: Automotive SPiCE
Size: ≤ 10 Freelancer (re-engineering team)

: Steve Jurvetson, via flickr.com, .

       

2008

Business:
Skills: , , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 29
Project:

Galileo Satellite Project — Leverage CMMI Systems Engineering

Time 03/2008 - 09/2009
Duration: 03/2008 - 09/2009
Role: CMMI Dev. 1.2 consultancy; contact person on department and executive level for CMMI improvement activities.
Abstract: Reading Time: < 1 minute A high-innovative R&D project of a European Avionics and Space Company was faced to improve some of their product development processes to CMMI Dev.1.2 Level 2: Req. Engineering, Project Mgmt, and Quality Mgmt. Since the project developed an ionic beam thruster device for the ESA Galileo Satellite Program, the challenge was to fulfill the objectives of the European Space Agency Standard (ECSS) on the one side and the corporate objectives CMMI L2 on the other side.
Description: The german R&D facility of a European Avionics and Space Company developed for the ESA Galileo Satellite Program the satellite ionic beam thruster. This high-innovative product development project was challenged to satisfy two different process and quality frameworks:

  • the management on the corporate level asked for CMMI Dev. 1.2 Level2 readiness of Req. Eng. (REQM, RD), Project (PM) and Quality Management (PPQA);
  • on the customer level (ESA) the embedded system development had to be compliant with the international certification standards (ECSS) for embedded system space readiness.

My assignment, therefore, was

  • to perform a delta analysis of both frameworks;
  • to map the ECSS needs to the preparation for CMMI Dev. 1.2 Level2 readiness;
  • to design, implement, and rollout ECSS-compliant CMMI Dev. 1.2 Level2 processes (artefacts, activities, and roles);
  • to coach and train the team members in these activities.
Industry: Aerospace
Size: 30 ppl.
QM Model applied: CMMI Dev. 1.2 L2, ECSS (European Space Agency Standard)

: NOAA Photo Library via Flickr.com, .

       

2007

Business: ,
Skills: , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 196
Project:

Automotive SPICE Level 2 Supplier-Assessment

Time 10/2007
Duration: 10/2007 (3 weeks)
Role: Co-Assessor
Abstract: Reading Time: < 1 minute ISO 15504 Automotive SPiCE co-assessor in an automotive supplier ASPiCE L2 assessment. Assessed were the development processes (extended HIS standard) of developement facilities in Germany, UK, and India. I was co-assessor in the assessment team.
Description:

Selected projects of an automotive supplier (car lightning systems) were assessed in an external iNTACS-complaint Automotive SPiCE Level 2 assessment. I was co-assessor in the assessment team.

Assessed were the development processes (extended HIS standard) of development facilities in Germany, the UK, and India.

Industry: Automotive Supplier
QM Model applied: Automotive SPiCE
Size: 10 assessment team members (supplied by the customer), interview partners at developement centers in UK and India.

: Naval Surface Warfare Center, via flickr.com, .

       

Business: , , ,
Skills: , , , , , , , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 40
Project:

Radar & Radio Navigation Systems — Leverage CMMI L2 Systems Engineering

Time 03/2007 - 12/2008
Duration: 03/2007 - 12/2008
Role: CMMI Dev. 1.2 consultancy; contact person on department and executive level for CMMI improvement activities.
Abstract: Reading Time: < 1 minute Leverage CMMI L2 Systems Engineering (Radar & Radio Navigation Systems).
Description:

The german R&D facility of an internationally leading technology company had the challenge to establish CMMI Level 2 system engineering processes for their radar, radio, and navigation systems development.

Five development projects were chosen within a gap analysis as pilots for improving the following process areas:

  • project management, planning and monitoring (PP, PMC),
  • quality management (PPQA),
  • requirements management/engineering (RD, REQM).

For these five pilots, my assignments as the CMMI consultant on-site were:

  • coordinate the on-site improvement activities with the international, corporate, CMMI program;
  • design, implement, and roll-out the local improvements: artefacts, roles, processes;
  • train and coach all team members in the new procedures.
Industry: Defense
QM Model applied: CMMI Dev. 1.2 Level 2
Size: 50 ppl. (Process Improvement Group & development projects).

: Virginia Guard Public Affairs, via flickr.com, .

       

Business: ,
Skills: , , , , , , ,
Reading Time: < 1 minute
Project ID: 1580
Project:

Business Development: Organisational Change Management Consultancy (OCM)

Time 02/2007 - 09/2009
Duration: 02/2007 - 09/2009
Role: DNV ITGS internal contact and subject matter expert
Abstract: Reading Time: < 1 minute Establishing the new business field Organisational Change Management (OCM) I was the subject matter expert in charge to develop OCM consultancy skill competencies, internal and external training classes, and setting up a toolbox of methods and tools supporting OCM consultancy.
Description: To establish the new business field Organisational Change Management (OCM) I was a German contact person and subject matter expert in charge to develop OCM consultancy skill competencies, internal and external training classes, and setting up a toolbox of methods and tools supporting OCM consultancy.
Size: 60 colleagues (DNV ITGS Germany; 460 international colleagues)

: Chris Fithall, via flickr.com, .

       

2006

Business: , ,
Skills: , , , , , , , ,
Reading Time: < 1 minute
Project ID: 32
Project:

Improvement Analysis of Requirements Processes (CMMI L2 REQM)

Abstract: Reading Time: < 1 minute Inspection of the requirements engineering and management processes of an automotive supplier for potential improvements. Identifying recommendations for improvements on artefacts level ( traceability within documents/DOORS) and on process level by adopting Scrum.
Time 05/2006
Duration: 05/2006
Role: Consultancy
Description:

An international automotive supplier asked to inspect their systems requirements engineering and management processes of their climate control systems development branch. They struggled with handling the internationalisation of their products to the national/international needs of their customers (different OEMs).

Objects under inspection were: requirements and design documentation, content and structure of the DOORS database, and working procedures, resp. process descriptions.

The CMMI Dev.1.2 process areas requirements management and engineering (REQM, RD), level 2, were chosen as a reference model. 

My responsibility as a CMMI consultant was to identify potential improvements for the documentation and work item artefacts as well as for the SW development processes to ensure better traceability within documents, DOORS, and SW implementation.

The final management presentation showed minor improvements on artefact level but major improvement possibilities in adopting Scrum as a new SW development framework.

Industry: Automotive, supplier
QM-Model applied: CMMI Dev.1.2 (REQM, RD), Scrum
Size: 10 ppls (dev team)

: Patrick Herbert, via flickr.com, .

       

Business: , , ,
Skills: , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 1618
Project:

Improving Electronics & Embedded Systems Development on Corporate Level — CMMI REQM L2

Time 02/2006
Duration: 02/2006 - 08/2006
Role: CMMI Dev 1.2 consultancy; team lead and subject matter expert for process groups REQM, RD.
Abstract: Reading Time: < 1 minute Improving Electronics & Embedded Systems Development on Corporate Level (CMMI REQM Level 2) for a US-based automotive OEM. Subject matter expert and team lead of the REQM, RD process group in the development centers in Germany, Sweden, and the US.
Description:

A US-based automotive OEM started to optimise the embedded systems development processes on the corporate level to CMMI Dev. 1.2 Level 2.

To steer the improvement activities in the development centers in Germany, Sweden, and the US an internal Software Engineering Process Group (SEPG) was established supported by an IT management consulting firm. For selected CMMI process areas action groups headed by an external subject matter expert were established, and pilot projects were chosen to implement improvements and to coach the dev teams.  

Process Area Abbreviation
Configuration Management CM
Measurement and Analysis MA
Project Monitoring and Control, Project Planning PMC, PP
Process and Product Quality Assurance PPQA
Requirements Management / Development REQM, RD
Supplier Agreement Management SAM

I headed as the CMMI subject matter expert and team lead the REQM, RD process group in the development centers in Germany, Sweden, and the US.

Industry: Automotive, OEM
QM model applied: CMMI Dev. 1.2 L2
Size: 100 ppl: OEM, supplier, and sub-contractors.

: Hans Mestrum, via flickr.com, .

       

Business: ,
Skills: , , , , , , ,
Reading Time: < 1 minute
Project ID: 1601
Project:

Logistics Service Provider — Leverage IT-Requirements Engineering (CMMI Level 2)

Time 02/2006 - 12/2007
Duration: 02/2006 - 12/2007
Abstract: Reading Time: < 1 minute Implementing CMMI Dev. 1.2 Level 2 requirement management/engineering (REQM, RD) improvements for an internationally operating Postal and Logistics Service Provider. Integrating the improvements activities with corporate ITIL release management procedures.
Role: CMMI Dev. 1.2 consultancy; contact person on department and executive level for CMMI improvement activities, and team lead of the external consultants.
Description:

The German IT department of an internationally operating Postal and Logistics Service Provider was challenged to pass a CMMI Dev. 1.2 Level 2 appraisal. IT maintenance, operations, service, and release management run according to ITIL 2.0.

A subdivision was responsible to manage all IT system changes and to distribute finally the changes national-wide to the agency bureaus and offices. They coordinated change requests for the different IT systems with the teams responsible for the appropriate IT system (they did all the SW design and implementation activities) on the one side and with the ITIL release management on the other side. The subdivision's working procedures were like order management. Their employees accepted or rejected change orders from the several business divisions or stakeholders, prioritized them, and assigned them to the IT systems teams who fulfilled the change orders.

As CMMI consultant I was in charge to change the employee's mindset from order-management to CMMI-like being actively involved in driving and tracking requirement management and engineering.

QM Model applied: CMMI dev. 1.2 Level 2, REQM, RD, ITIL 2.0
Size:
  • 20 ppl in the requirements managing team (subdivision Req.Mgt);
  • 50 ppl in several IT dev teams and interfaces to the ITIL release management;
  • additional external consultants,
  • other stakeholders (contacts to upper management and a coevally running organisational change initiative).
Industry: Logistics Service Provider

: Deutsche Post DHL, via flickr.com, .

       

2004

Business: , ,
Skills: , , , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 1626
Project:

Steering Driver Assistance System — Leveraging SPiCE Level 2

Time 02/2004 - 11/2005
Duration: 02/2004 - 11/2005
Role: ISO 15504 process improvement consultancy; contact to upper management and corporate-level quality assurance department; coaching of project team members and project manager.
Abstract: Reading Time: < 1 minute Leveraging an SW development project for a steering driver assistance system to ISO 15504 (SPiCE) Level 2 by synchronising SW and HW processes.
Description:

An internationally operating Germany-based automotive OEM classified the own corporate-belonging component plants as "suppliers". According to corporate guidelines and IT-governance regulations, suppliers had to pass an ISO 15504 Level 2 assessment.
Thus, the component plant developing a steering driver assistance system was challenged to meet ISO 15504 Level 2 for their SW and HW development activities. However, at this time ISO 15504 didn't HW processes.

To face these challenges, I implemented together with the project member and the team members

  • an SW development process model with iterations and gates to sync SW and HW development activities running in parallel.
  • a light-weight, flexible project internal change control process to estimate change efforts and to accept/reject change requests.
  • same configuration management tool for SW and HW development.
  • automatic code generation from Mathlab-Simulink models to C code.
  • a light-weight review process with quality gates, acceptance criteria, and checklists to assure project internal quality for all project artefacts: documents, MathLab-Simulink models, and generated C code.

Finally, the project and the plant passed the assessment as the first 

Industry: Automotive, OEM
QM model applied: ISO 15504 (SPiCE)
Size: 100 ppls: project team, OEM corporate (QA department), supplier, and sub-contractors.

: Phil Desveaux via Flickr.com, .

       

2003

Business: , ,
Skills:
Reading Time: < 1 minute
Project ID: 2045
Project:

Authoring Marketing-Portal User Help Files (Airline)

Time 08/2003 - 12/2003
Abstract: Reading Time: < 1 minute Authoring a marketing portal user help files for a large German airline. The portal was used for communication and interaction with associated advertising agencies.
Duration: 08/2003 - 12/2003
Role: Author, Designer
Description:

Authoring a marketing portal user help files for a large German airline. The portal was used for communication and interaction with associated advertising agencies.

As developer/author I

  • created and consolidated the content with the stakeholders (business department, IT developers)
  • implemented the content in the corporate Content Management System (CMS).
Size: 10 ppl.
Industry: Airline, Touristic

: Vyacheslav Argenberg, via flickr.com, .

       

2002

Business: , ,
Skills: , , , , , ,
Reading Time: < 1 minute
Project ID: 2169
Project:

Railway Ticket Marketing System - SW Quality Management & Assurance

Time 03/2002
Abstract: Reading Time: < 1 minute Supporting IT development projects in the business area of Railway Ticketing Marketing System with operational QM/QA activities. Evaluating potential improvements on CEO-level. Sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".
Duration: 03/2002 - 06/2002
Role: Auditor, Assessor
Description:

This project is a sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".

On behalf of the CEO Person Transport of an internationally operating, German-based railway company, I supported the IT development project in the business area of the Railway Ticketing Marketing System.

The aim of the ticketing project was to change the established pricing model to an "early bird" pricing model known as airline tickets.  This implied major changes in the IT operation processes and thus large IT change efforts. 

I supported the project by operational QM/QA activities (code & design reviews). On the CEO-level, I identified and reported possible improvements.

QM Model applied: Tailoring of CMM, RUP, Use cases modeling
Size: 500 ppl.
Industry: Logistics, Railway

: Daniel Schuhmann, via flickr.com, .

       

Business: , ,
Skills: , , , , , ,
Reading Time: < 1 minute
Project ID: 2157
Project:

Railway Routing - SW Quality Management & Assurance

Time 03/2002 - 06/2002
Abstract: Reading Time: < 1 minute Supporting IT development projects in the business area of routing with operational QM/QA activities. Evaluating potential improvements on CEO-level. Sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".
Duration: 03/2002 - 06/2002
Role: Auditor, Assessor
Description:

This project is a sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".

On behalf of the CEO Person Transport of an internationally operating, German-based railway company, I supported the IT development project in the business area of routing.

I supported the project by operational QM/QA activities (code & design reviews). On the CEO-level, I identified and reported possible improvements.

QM Model applied: Tailoring of CMM
Size: 10 ppl.
Industry: Logistics, Railway

: Ian Sane, via flickr.com, .

       

Business: ,
Skills: , , , , , ,
Reading Time: < 1 minute
Project ID: 2067
Project:

Callcenter/Fulfillment - SW Quality Management & Assurance

Time 03/2002 - 06/2002
Abstract: Reading Time: < 1 minute Supporting the IT development projects in the business area of call center/fulfillment with operational QM/QA activities. Evaluating potential improvements on CEO-level. Sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".
Duration: 03/2002 - 06/2002
Role: Auditor, Assessor
Description:

This project is a sub-project of the master project "CIO Corporate Staff Unit SW Quality Assurance Railway".

On behalf of the CEO Person Transport of an internationally operating, German-based railway company, I supported the IT development project in the business area of call center/fulfillment.

I supported the project by operational QM/QA activities (code & design reviews). On the CEO-level, I identified and reported possible improvements.

QM Model applied: Tailoring of CMM, RUP, Use cases modeling
Size: 100 ppl.
Industry: Logistics, Railway

: Alan Clark, via flickr.com, .

       

Business: ,
Skills: , , , , , ,
Reading Time: < 1 minute
Project ID: 2262
Project:

Concept Development & Implementation of a Knowledge Management System

Time 03/2002 - 06/2002
Abstract: Reading Time: < 1 minute For an international touristic company, I developed a concept and evaluation scheme for a QM Handbook Intranet-Portal Solution.
Duration: 03/2002 - 06/2002
Role: Consultant
Description: For an international touristic company, I supported the IT department in developing the concept and evaluation scheme for a QM Handbook Intranet-Portal Solution.

  • Creating requirements catalogue & negotiating with stakeholders 
  • Creating architectural design
  • Evaluation of market available solutions
  • Evaluation of market available workflow management tools
  • Evaluation of market available document management tools
  • Evaluation of market available task monitoring tools.
QM Model applied: V-model
Size: 50 ppl.
Industry: Touristics

: Jason Rogers, via flickr.com, .

       

Business: ,
Skills: , , , , , ,
Reading Time: < 1 minute
Project ID: 2191
Project:

Implementation of a Knowledge Management System

Time 03/2002
Abstract: Reading Time: < 1 minute For an international touristic company, I supported the IT department in developing the concept and evaluation scheme for a QM Handbook Intranet-Portal Solution as Knowledge Management System.
Duration: 03/2002 - 06/2002
Role: Consultant
Description: For an international touristic company, I supported the IT department in developing the concept and evaluation scheme for a QM Handbook Intranet-Portal Solution as Knowledge Management System

  • Creating a requirements catalogue
  • Creating architectural design
  • Creating a skill database of employees
  • Evaluation of market available solutions
  • Evaluation of market available workflow management tools
  • Evaluation of market available document management tools
  • Evaluation of market available task monitoring tools.
QM Model applied: V-model
Size: 100 ppl.
Industry: IT management consultancy

: tec_estromberg, via flickr.com, .

       

Business: ,
Skills: , , , , , ,
Reading Time: < 1 minute
Project ID: 2053
Project:

Establishing Staff Unit "CIO Corporate Staff Unit SW Quality Assurance Railway" (Railway, Logistics)

Time 02/2002 - 06/2003
Abstract: Reading Time: < 1 minute Establishing a staff unit "Quality Assurance" on the CEO level to start quality management and to monitor activities in all IT projects (in-house as well as contracted ones). — Master-Project "CIO Corporate Staff Unit SW Quality Assurance Railway"
Duration: 02/2002 - 06/2003
Role: Consultant, Coach
Description:

Master-Project "CIO Corporate Staff Unit SW Quality Assurance Railway" — The CEO Person Transport of an internationally operating, German-based railway company asked for support and improving the effectiveness of the in-house and contracted IT projects.

I established a staff unit "Quality Assurance" at the CEO level to start quality management and monitoring activities in all IT initiatives. In detail:

  • define a quality management process framework as a best of the breed of V-model, Bootstrap (ISO 15504), and CMM;
  • establish the operational structure and quality management/assurance processes for QM activities in IT projects;
  • train and coached internal employees to act as quality managers in IT projects operationally;
  • supervise QM/QA activities in the IT projects;
  • create QM/QA tools: templates, quality criteria, and checklists, etc.
QM Model applied: Best breed of V-Model, Bootstrap (ISO 15504), and CMM
Size: 500 ppl.
Industry: Logistics, Railway

: Gerard-Nicolas Mannes, via flickr.com, .

       

2001

Business: , ,
Skills: , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 2247
Project:

SWOT- Assessment QM on SW Department Level (Insurance)

Time 08/2001 - 09/2001
Abstract: Reading Time: < 1 minute For an internationally operating, German-based reinsurance company, I assessed six internal IT systems/projects for process strengths, weaknesses, and opportunities.
Duration: 08/2001 - 09/2001
Role: Auditor, Assessor
Description: For an internationally operating, German-based reinsurance company, I assessed six internal IT systems/projects regarding process strengths, weaknesses, and opportunities.
QM Model applied: Bootstrap (ISO 15504)
Size: 30 ppl.
Industry: Insurance

: Damian Morys, via flickr.com, .

       

1999

Business: ,
Skills: , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 2233
Project:

PIN Authorisation System - SW Quality Management & Assurance

Time 02/1999 - 05/2001
Abstract: Reading Time: < 1 minute Supporting the IT system "PIN Authorisation System" with operational QM/QA activities. This project is a sub-project of "CIO Corporate Staff Unit SW Quality Assurance Credit Card Issuing".
Duration: 02/1999 - 05/2001
Role: Auditor, Assessor
Description:

To ensure Y2K compliance with their IT systems a credit card issuer planned to establish a staff unit "SW Quality Assurance" on the corporate level.

While installing the SW QA staff unit, I supported the IT system "PIN Authorisation System" as a mandatory project for operational QM/QA activities.

QM Model applied: Tailoring of CMM, RUP, Use cases modeling
Size: 100 ppl.
Industry: Finance

: Kev, via flickr.com, .

       

Business:
Skills: , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 2223
Project:

SAP Data Warehouse - SW Quality Management & Assurance

Time 02/1999
Abstract: Reading Time: < 1 minute Supporting the IT system "SAP Data Warehouse" with operational QM/QA activities. This project is a sub-project of "CIO Corporate Staff Unit SW Quality Assurance Credit Card Issuing".
Duration: 02/1999 - 05/2001
Role: Auditor, Assessor
Description: In consequence of Y2K issue a credit card issuer established a staff unit "Quality Assurance" on corporate level. I supported the IT system "SAP Data Warehouse" of a credit card issuer with operational QM/QA activities.
QM Model applied: Tailoring of CMM, RUP, Use cases modeling
Size: 100 ppl.
Industry: Finance

: Kim Scarborough, via flickr.com, .

       

Business:
Skills: , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 2213
Project:

Acquirer Payment Gateway - SW Quality Management & Assurance

Time 02/1999
Abstract: Reading Time: < 1 minute Supporting the IT system "Acquirer Payment Gateway" with operational QM/QA activities. This project is a sub-project of "CIO Corporate Staff Unit SW Quality Assurance Credit Card Issuing".
Duration: 02/1999 - 05/2001
Role: Auditor, Assessor
Description: In consequence of Y2K issue a credit card issuer established a staff unit "Quality Assurance" on corporate level. I supported the IT system "Acquirer Payment Gateway" of a credit card issuer with operational QM/QA activities.
QM Model applied: Tailoring of CMM, RUP, Use cases modeling
Size: 100 ppl.
Industry: Finance

: Tristan Schmurr, via flickr.com, .

       

Business:
Skills: , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 2200
Project:

Establishing Staff Unit "Quality Assurance" on Corporate Level (Finance)

Time 02/1999 - 05/2001
Abstract: Reading Time: < 1 minute Master-Project "CIO Corporate Staff Unit SW Quality Assurance Credit Card Issuing" — Defining the operational structure and establishing a staff unit "Quality Assurance" on a CIO level to start SW quality management and monitoring activities in all IT projects.
Duration: 02/1999 - 05/2001
Role: Consultant, Coach
Description:

As a consequence of Y2 K's issue, a credit card issuer established a staff unit "Quality Assurance" on the CIO level.

The objectives were to ensure Y2K readiness and assess Y2K effectiveness in the first run and to support IT changes and development in SW quality management in the future.

In detail we

  • defined a quality management process framework as a best of the breed of V-model, Bootstrap (ISO 15504), and CMM;
  • we established the operational structuring and quality management/assurance processes for QM activities in IT projects;
  • trained and coached internal employees to act as quality managers in IT projects operationally;
  • we supervised QM activities in the IT projects;
  • we designed tools: templates, quality criteria, and checklists to be used in the projects.
QM Model applied: Best breed of V-Model, Bootstrap (ISO 15504), CMM
Size: 250 ppl.
Industry: Finance

: Sean MacEntee, via flickr.com, .

       



 

Client Workshops & Training

Workshops & training on behalf of customers and clients:

2016

9661 - Product Development / Strategy-Workshop — Visioning The Future of After Sales (Automotive)
Business: , , ,
Skills: ,
Abstract:
For the After Sales Department of a German DAX500 automotive OEM, I designed and facilitated in 2016 a large group strategy workshop. Management, team, and project leader came together to envision future trends in "After Sale 2021". A visioning and brand building workshop with LEGO Serious Play.

8712 - Product Owner Team Building Workshop
Business: , , ,
Skills: , , , , , , ,
Abstract:
For a German IT service provider delivering IT workplace management solutions I designed and facilitated an internal team-building workshop for the Product Owner team to foster their interal collaboration.

2014

1510 - Strategy Workshop "IT Governance & PMI certification" (Airline)
Business: , , , , ,
Skills: , , , ,
Abstract:
For the department "IT Project Management Office" of a German DAX500 airline, I designed and facilitated a strategy workshop "IT Governance & PMI certification" for 70 IT project managers. The aim of the workshop was to identify ways of creating commitment to adopt the new organsiational PMI certification program, and to define next steps to support the implementational PMI program rollout. A visioning and brand building workshop with LEGO Serious Play.

1545 - Team Building Workshop (Agile SW Dev)
Business: , , ,
Skills: , , ,
Abstract:
For an agile software company, I designed and facilitated an internal team-building workshop to bolster up the internal power of the dev team members again: "Identify your own team power & your power team". A visioning and brand building workshop with LEGO Serious Play.

1525 - Strategy Workshop Consumer Health Regulatory Affairs (Pharma)
Business: , , ,
Skills:
Abstract:
For a German DAX 500 Pharma company, I designed and facilitated a strategy workshop on consumer health regulatory affairs. After merging all national-wide consumer health regularly affairs departments to one corporate-wide department new ways of collaboration had to be identified. A visioning and brand building workshop with LEGO Serious Play.

2012

176 - Team Building (Coaching) Workshop (Telecommunication)
Business: , , , , ,
Skills: , , ,
Abstract:
For a German DAX 500 Telecommunication company, I designed and facilitated an internal team-building workshop to foster the togetherness of the dev team. Next-steps were identified to implement the insights gained at the workplace. A visioning and brand building workshop with LEGO Serious Play.

2008

1563 - Development Training: "Benefits of CMMI for Programmable Electronic Systems in Maritime" (1-day training)
Business: , ,
Skills: , , , , , , , , , , , , , ,
Abstract:
For the maritime business branch of an internationally accredited registrar and classification society, I developed customer training to illustrate the benefits and application of CMMI process areas in developing programmable electronic systems (PES) in building ships.

2006

1612 - Development Training: „ISO 15504 for System Engineers“ (3 days training)
Business: ,
Skills: , , , , , , , , , ,
Abstract:
Conceptual design (content, slides, methods) and realisation of a 3 day training (English) „ISO 15504 for System Engineers“.

1614 - Development Training: „ISO 15504 for Managers“ (1 day training)
Business: ,
Skills: , , , , , , , , ,
Abstract:
Conceptual design (content, slides, methods) and realisation of a 3 day training (English) „ISO 15504 for Managers“.

1610 - Development Training: „Automotive SPICE® for System Engineers“ (3 days training)
Business: , ,
Skills: , , , , , , , , ,
Abstract:
Conceptual design (content, slides, methods) and realisation of a 3 day training (English) „Automotive SPICE® for System Engineers“.

1591 - Training Development „Automotive SPICE® for Managers“ (1 day training)
Business: , ,
Skills: , , , , , , , ,
Abstract:
Conceptual design (content, slides, methods) and realisation of a 3 day training (English) „Automotive SPICE® for Managers“.

2004

2031 - Development Training: "Certified Tester Foundation Level"
Business: ,
Skills: ,
Abstract:
Designing and implementing of "Certified Tester Foundation Level" training course (English): content, slides, training methods compliant to iNTACS training syllabus.




 

Conference Talks, Public Workshops, Training & Meetups

My public workshops & talks at (Open Space) conferences and meetups:

2020, Oct.

Virtual Agile Camp Berlin 2020

The Virtual Agile Camp Berlin 2020 Schedule

We will have three virtual conference days instead of the in-person Agile Camp Berlin’s usual two days. Also, we need to invest more time preparing the vACB20, as for obvious reasons, we cannot improvise at the usual level when we go virtual. The great news is that we do not have to clean up the venue afterward. (Although it is incredible to see how fast that works when 30-40 people join the effort.)

I present a new Agile Game for Coaching Scrum Masters, Trainers, and Agile Teams: "The Agile Coach Game", developed at Play4Agile20. 

2020, Oct.

Startup SAFARI FrankfurtRheinMain 2020

The largest event for startup and innovation ecosystems in Frankfurt/RheinMain Vol. 4.

2020, Oct.

Play4Agile20 Virtual Event

The Play4Agile Virtual Global Edition. 
I present a new Agile Game for Coaching Scrum Masters, Trainers, and Agile Teams: "The Agile Coach Game", developed at Play4Agile20. 

2020, Feb.

Play4Agile 2020, Rückertsbach, Germany

Play4Agile Un-Conference Play4Agile is for Agile and Lean coaches, facilitators, game and innovation experts who want to exchange questions, ideas and experiences on using games in teams and organisations. Play4Agile provides an open playground to inspire each other and to learn how using serious games can help us achieve our goals. Play4Agile is a gathering of experienced peers from all over the world to create and play games in an inspiring environment. [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2019, Oct.

Agile Methoden für die tägliche Arbeit

In  charge of  Die Akademie für Führungskräfte, Überlingen, Germany, I give the public training
Please register:
Die Akademie für Führungskräfte
Phone: +49 7551 9368-185
Email: beratung@die-akademie.de
[su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]
2019, Apr.

Agile Tools für Manager

In  charge of  Die Akademie für Führungskräfte, Überlingen, Germany, I give the public training
Please register
Die Akademie für Führungskräfte
Phone: +49 7551 9368-185
Email: beratung@die-akademie.de
[su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]
2019, Mar.

#play14 Luxembourg 2019

play14   #play14 is an international gathering for people who share the idea that playing is a great way to teach, learn and understand! Many different profiles of people are invited to share serious games, good practices, tips, knowledge, laughs and smiles in a common goal of spreading new ways to teach, learn, create or train. These profiles could be for example (and not exhaustively): serious gamers, learning-by-doing practitioners, games designers, serious games facilitators from various communities like agile, teachers, specialists, service designer, actors, improvisers, therapists, speech therapists, creativity, Human Resources managers.   [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]
2019, Jan.

Play4Agile 2019, Rückertsbach, Germany

Play4Agile Un-Conference Play4Agile is for Agile and Lean coaches, facilitators, game and innovation experts who want to exchange questions, ideas and experiences on using games in teams and organisations. Play4Agile provides an open playground to inspire each other and to learn how using serious games can help us achieve our goals. Play4Agile is a gathering of experienced peers from all over the world to create and play games in an inspiring environment. [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2018, Nov.

Play4Agile 2018, Rückertsbach, Germany

Play4Agile Un-Conference Play4Agile is for Agile and Lean coaches, facilitators, game and innovation experts who want to exchange questions, ideas and experiences on using games in teams and organisations. Play4Agile provides an open playground to inspire each other and to learn how using serious games can help us achieve our goals. Play4Agile is a gathering of experienced peers from all over the world to create and play games in an inspiring environment. [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]
2018, Nov.

#play14 Hamburg 2018

play14   #play14 is an international gathering for people who share the idea that playing is a great way to teach, learn and understand! Many different profiles of people are invited to share serious games, good practices, tips, knowledge, laughs and smiles in a common goal of spreading new ways to teach, learn, create or train. These profiles could be for example (and not exhaustively): serious gamers, learning-by-doing practitioners, games designers, serious games facilitators from various communities like agile, teachers, specialists, service designer, actors, improvisers, therapists, speech therapists, creativity, Human Resources managers.   [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]
2018, Nov.

T4AT - Tools4AgileTeams2018

T4AT-Logo [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]
2018, Oct.

Agile Tools für Manager

In  charge of  Die Akademie für Führungskräfte, Überlingen, Germany, I give the public training
Please register
Die Akademie für Führungskräfte
Phone: +49 7551 9368-185
Email: beratung@die-akademie.de
[su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]
2018, Jun.

ACC Romania 18

Agile Coach Camp Romania is a three-day event that serves as an unconference for Agile coaches of Romania and other countries. It is a free, not-for-profit, practitioner-run event. Agile Coach Camp Romania follows the open space format for conferences. Open space is a simple methodology for self-organizing conference tracks. It relies on participation by people who have a passion for the topics to be discussed. There is no preplanned list of topics, only time slots and a space in the main meeting room where interested participants propose topics and pick time slots.   [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]
2018, Jun.

ACCDE18: Agile Coach Camp Germany

Agile Coach Camp Germany is a three-day event that serves as an unconference for Agile coaches of Germany and other countries. The Agile Coach Camp Germany is a free, not-for-profit, practitioner-run event. Agile Coach Camp Germany follows the open space format for conferences. Open space is a simple methodology for self-organizing conference tracks. It relies on participation by people who have a passion for the topics to be discussed. There is no preplanned list of topics, only time slots and a space in the main meeting room where interested participants propose topics and pick time slots.   [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]
2018, May.

BarCamp Bodensee 2018

Barcamp Bodensee ist eine offene Tagung mit offenen Workshops, deren Inhalte und Ablauf von den Teilnehmern zu Beginn der Tagung selbst entwickelt und im weiteren Verlauf gestaltet werden. http://www.barcamp-bodensee.de/ [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]
2018, Apr.

Agile Tools für Manager

In  charge of  Die Akademie für Führungskräfte, Überlingen, Germany, I give the public training
Please register
Die Akademie für Führungskräfte
Phone: +49 7551 9368-185
Email: beratung@die-akademie.de
[su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]
2018, Mar.

#play14 Luxembourg 2018

play14   #play14 is an international gathering for people who share the idea that playing is a great way to teach, learn and understand! Many different profiles of people are invited to share serious games, good practices, tips, knowledge, laughs and smiles in a common goal of spreading new ways to teach, learn, create or train. These profiles could be for example (and not exhaustively): serious gamers, learning-by-doing practitioners, games designers, serious games facilitators from various communities like agile, teachers, specialists, service designer, actors, improvisers, therapists, speech therapists, creativity, Human Resources managers.   [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]
2017, Nov.

T4AT - Tools4AgileTeams2017

T4AT-Logo [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]
2017, Sep.

CoRe Day17 Stuttgart

Coach Reflection Day - CoRe Day Logo

Coach Reflection Day - CoRe Day

The CoRe Day is a 1-day open space format for (Agile) coaches to train and learn in mutually supervised sessions and coaching dojos.     [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]
2017, Sep.

ALE2017 - Agile Lean Europe

The ALE network is here to foster discussions among agilists across Europe and welcomes our 7th conference this year in Prague, Czech Republic.
2017, Sep.

Die Kandidaten zur Bundestagswahl 2017 - Eine konstruktive Diskussion mit Lego Serious Play

Hier zum Blog-Artikel. Einladungstext: Die Wirtschaftsjunioren Mannheim-Ludwigshafen zusammen mit Plays-In-Business.com, laden ein: Download Flyer  
Am 24. September 2017 ist Bundestagswahl! Die Wirtschaftsjunioren sind die Stimme der jungen Wirtschaft in der Region. Wir suchen gerade in Wahljahren immer wieder den Austausch mit unseren politischen Vertretern. In diesem Jahr möchten wir mit vier Kandidaten zur Bundestagswahl aus unserer Region mittels LEGO® Serious Play® jenseits abgedroschener Worthülsen und Schachtelsätze über die Politik für morgen debattieren. Die Kandidaten werden ihre Ideen und Konzepte anhand von Lego-Modellen visualisieren. Die im Unternehmensumfeld für Strategie-Workshops erprobte Lego Serious Play® Methode sorgt so für „Politik zum Anfassen“. In Deutschland läuft die Wirtschaft aktuell "rund". Aber wie ist es langfristig um Deutschlands Wettbewerbsfähigkeit bestellt? Welchen Plan haben die Kandidaten bei Digitalisierung, Bildung, Bürokratieabbau & Regulierung. Es bauen und diskutieren mit unserer Moderatorin Berit Moßbrugger: Stefan Rebmann, MdB   SPD Nikolas Löbel                CDU Dr. Danyal Bayaz           BÜNDNIS 90 / DIE GRÜNEN Florian Kußmann           FDP Erleben wir „konstruktive Politik“ und vier spannende Bundestagswahl-Kandidaten aus unserer Region! Anmeldung für Wirtschaftsjunioren und externe Gäste hier auf unserer Vereinonline Plattform. Bei Anmeldung über info@wirtschaftsjunioren.org ist keine erneute Anmeldung hier über Vereinonline notwendig. Die Plätze sind begrenzt, bitte meldet Euch bis spätestens 08. September 2017 an. Einlass ab 18.30, Start ist 19.00 Uhr. Eure Wirtschaftsjunioren des Arbeitskreises kritisches Engagement in Politik und Gesellschaft
    [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]
2017, Feb.

Play4Agile 2017, Rückertsbach, Germany

Play4Agile Un-Conference Play4Agile is for Agile and Lean coaches, facilitators, game and innovation experts who want to exchange questions, ideas and experiences on using games in teams and organisations. Play4Agile provides an open playground to inspire each other and to learn how using serious games can help us achieve our goals. Play4Agile is a gathering of experienced peers from all over the world to create and play games in an inspiring environment. [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2016, Dec.

Agile In The City Manchester 2017: "Product Owner Challenge 3.0"

Agile In The City ManchesterAt Agile In The City Manchester 2017, I present a workshop on my "Product Owner Challenge Game". Product Owner Challenge is an agile game with Lego bricks. It supports organisations in transitioning from waterfall to agile.

The game illustrates the agile mindset to a waterfall-driven product development culture: stop micro-management and communicate face-to-face clear objectives, requirements, and product vision. In the workshop, you'll experience the importance of 'walk and talk' objectives, collaboration, clear product visioning, and trust in the DevTeam - real challenges for traditional-minded product development departments.

Website: http://agilemanchester.net/2017/ Tickets: http://agilemanchster.net/2017/tickets/ [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2016, Dec.

Agile In The City Birmingham 2017: "Product Owner Challenge 3.0"

Agile In The City Birmingham At Agile In The City Birmingham 2017, I present a workshop on my "Product Owner Challenge Game". Product Owner Challenge is an agile game with Lego bricks. It supports organisations in transitioning from waterfall to agile.

The game illustrates the agile mindset to a waterfall-driven product development culture: stop micro-management and communicate face-to-face clear objectives, requirements, and product vision. In the workshop, you'll experience the importance of 'walk and talk' objectives, collaboration, clear product visioning, and trust in the DevTeam - real challenges for traditional-minded product development departments.

Website:

http://agileinthecity.net/2017/birmingham/ Tickets: http://agileinthecity.net/2017/birmingham/tickets/ [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2016, Jun.

Univ. Hannover, Academic Lecture: LEGO Serious Play

LEGO Serious Play workshop — Team Building & Collaboration I will have the pleasure and honour to hold a lectureship at the winter semester 2016/2017 at the University of Hannover, Institute for Interdisciplinary Ergonomics. This chair offers extra-occupational studies as weekend centred 2-days workshops for "students" having a professional occupation. Together with Sonja Hartmann I will give a 2-days combined introduction lecture and workshop "LEGO Serious Play". More info (PDF)       [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]    

2016, Jun.

Tools4AgileTeams T4AT2016: “Was ist der Unterschied zwischen einem Sprint und einem Penis?” – Laterales Denken, Agile Black & White Stories

T4AT-LogoSie sind schwarz, rätselhaft und durch und durch morbide. – Black Stories (ein Kartenspiel von Holger Bösch) sind rabenschwarze, im Team zu lösende Rätselgeschichten. Die Spieler tasten sich dabei durch Fragen und Raten Schritt für Schritt an den Tathergang heran. Agile Black & White Stories übertragen dies auf Grundprinzipien und Ideen von Scum, Agilität, und Lean. Die Teilnehmer diskutieren die Grundprinzipen und Verwendung und schreiben selbst Stories.

2016, Jun.

ACConf16: "Product Owner Challenge 3.0" - Cambridge, UK

Agile Cambridge Conference 2016 I'm glad and proud to have again — twice in sequence — the honour to present a workshop at Agile Cambridge 2016. My this year's workshop  is about my "Product Owner Challenge Game". "Product Owner Challenge" is an agile game with Lego bricks. It supports organisations in transitioning from waterfall to agile. The game illustrates the agile mindset to a waterfall-driven product development culture: stop micro-management and communicate face-to-face clear objectives, requirements, and product vision. In the workshop you'll experience the importance of 'walk and talk' objectives, collaboration, clear product visioning and trust in the DevTeam - real challenges for traditional-minded product development departments. Website: http://agilecambridge.net/2016/ Tickets: http://agilecambridge.net/2016/tickets [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2016, Jun.

agileworld2016, Munich

  agileworld Together with Gerald Fiesser I will present at agileworld2016 a session about the power of playing at the workplace. Starting with an introduction to LEGO Serious Play (LSP) we show how you can build high-performant teams, in which daily work is playful. The workshop participants will apply LEGO Serious Play techniques and the "Team Charter Canvas" tool to model team constellations. We will introduce the participants to the LEGO Serious Play (LSP) method. In an example, we will show how high-performing teams in which work is real fun can be built with LSP. With the "Team Charter Canvas", the participants will model  team constellations with LEGO Serious Play. Team chartering is a kind of self-organisation of (agile) teams. Teams define by themselves norms, values, regulations, goals, and visions. agileworld2016 program Further Readings

  [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2016, Apr.

ACCDE16: Agile Coach Camp Germany

Agile Coach Camp Germany is a three-day event that serves as an unconference for Agile coaches of Germany and other countries. The Agile Coach Camp Germany is a free, not-for-profit, practitioner-run event. Agile Coach Camp Germany follows the open space format for conferences. Open space is a simple methodology for self-organizing conference tracks. It relies on participation by people who have a passion for the topics to be discussed. There is no preplanned list of topics, only time slots and a space in the main meeting room where interested participants propose topics and pick time slots.   [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2016, Feb.

LSP Rhein-Main Meetup: 2. LSP Clinic — "Ich hätte da gern mal ein Problem..." — "I would like to have an objective..."

LEGO Serious Play Rhein-Main Meetup Topic of the evening: "Ich hätte da gerne mal ein Problem..."

...bring' es mit zu unserem Meetup!
 
Die LEGO Serious Play-Klinik ist eröffnet:
LEGO Serious Play Workshop Sie schlagen sich - beruflich oder privat - mit einem bestimmten Thema herum und möchten sehen, wie es mit LEGO Serious Play "spielerisch" gelöst werden könnte? Bringen Sie das Thema in unser  Meetup ein. Keine Sorge: "Everything what's in the meetup stays in the meetup!" An Euren echten Problemen wollen sehen, wie wir sie mit LEGO Serious Play lösen können!
LEGO Serious Play ist eine innovative und kreative Managementmethode, Probleme und Ziele — im beruflichen oder privaten Umfeld — zu lösen. Ich freue mich, Euch zahlreich zu sehen!
------------------------------------------------------
You are faced with a objective? - Bring it to our meetup! Make the experience how business or private objectives can be solved with LEGO Serious Play seriously and playfully! Don't panic: be aware "Everything what's in the meetup stays in the meetup!"
LEGO Serious Play is an innovative and creative problem-solving method to address management and business objectives. Hope to see plenty of you!

Registration to this event via Xing     [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button] Please note: This Meetup group has no legal or financial affiliation with the LEGO® Group. Even LEGO® SERIOUS PLAY® is owned by LEGO® Group who maintain all intellectual property rights, the method is public domain under Common Creative License. (Pls. read: Trademark guidelines/LEGO® IP rights)

2016, Feb.

LSP Rhein-Main Meetup: 1. LSP Clinic — "Ich hät' da gern mal ein Problem..." — "I would like to have an objective..."

LEGO Serious Play Rhein-Main Meetup Topic of the evening: "Ich hätte da gerne mal ein Problem..."

...bring' es mit zu unserem Meetup!
 
Die LEGO Serious Play-Klinik ist eröffnet:
LEGO Serious Play Workshop Sie schlagen sich - beruflich oder privat - mit einem bestimmten Thema herum und möchten sehen, wie es mit LEGO Serious Play "spielerisch" gelöst werden könnte? Bringen Sie das Thema in unser  Meetup ein. Keine Sorge: "Everything what's in the meetup stays in the meetup!" An Euren echten Problemen wollen sehen, wie wir sie mit LEGO Serious Play lösen können!
LEGO Serious Play ist eine innovative und kreative Managementmethode, Probleme und Ziele — im beruflichen oder privaten Umfeld — zu lösen. Ich freue mich, Euch zahlreich zu sehen! Dieses Meetup findet statt zusammen mit der Agile Usergroup Rhein-Main (Meetup Group/Xing-Gruppe). Anmeldungen bitte ausschließlich nur über das gemeinsame Xing Event, damit wir alle den Überblick behalten.
[caption id="attachment_4669" align="alignleft" width="103"]Agile User Group Logo Agile User Group Rhein-Main [/caption]
 
 
 
 
 
 
 
 
 
------------------------------------------------------
You are faced with a objective? - Bring it to our meetup! Make the experience how business or private objectives can be solved with LEGO Serious Play seriously and playfully! Don't panic: be aware "Everything what's in the meetup stays in the meetup!"
LEGO Serious Play is an innovative and creative problem-solving method to address management and business objectives.
 
In cooperation with[caption id="attachment_4669" align="alignleft" width="103"]Agile User Group Logo Agile User Group Rhein-Main[/caption]
 
 
 
 
 
 
 
To get a clear view please register only via the joined Xing event .
 
Hope to see plenty of you!

Registration to this event via Xing     [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button] Please note: This Meetup group has no legal or financial affiliation with the LEGO® Group. Even LEGO® SERIOUS PLAY® is owned by LEGO® Group who maintain all intellectual property rights, the method is public domain under Common Creative License. (Pls. read: Trademark guidelines/LEGO® IP rights)

2016, Feb.

LSP Rhein-Main Meetup: "Ich hätte da mal ein Problem..." — "I am faced with an objective..."

LEGO Serious Play Rhein-Main Meetup Topic of the evening: "Ich hätte da mal ein Problem..."

...bring' es mit zu unserem Meetup!
 
Die LEGO Serious Play-Klinik ist eröffnet:
LEGO Serious Play Workshop Sie schlagen sich - beruflich oder privat - mit einem bestimmten Thema herum und möchten sehen, wie es mit LEGO Serious Play "spielerisch" gelöst werden könnte?Bringen Sie das Thema in unser  Meetup ein. Keine Sorge: "Everything what's in the meetup stays in the meetup!" Wir wollen an Euren echten Problemen sehen, wie wir sie mit LEGO Serious Play lösbar sind!
LEGO Serious Play ist eine innovative und kreative Managementmethode, Probleme und Ziele — im beruflichen oder privaten Umfeld — zu lösen. Ich freue mich, Euch zahlreich zu sehen!
------------------------------------------------------
You are faced with a objective? - Bring it to our meetup! Make the experience how business or private objectives can be solved with LEGO Serious Play seriously and playfully! Don't panic: be aware "Everything what's in the meetup stays in the meetup!"
LEGO Serious Play is an innovative and creative problem-solving method to address management and business objectives. Hope to see plenty of you!

Registration to this event via Xing     [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button] Please note: This Meetup group has no legal or financial affiliation with the LEGO® Group. Even LEGO® SERIOUS PLAY® is owned by LEGO® Group who maintain all intellectual property rights, the method is public domain under Common Creative License. (Pls. read: Trademark guidelines/LEGO® IP rights)

2016, Jan.

LSP Rhein-Main Meetup: Solve Your Real Problem

LEGO Serious Play Rhein-Main Meetup LSP Rhein-Main Meetup: Bring your real problem — we will solve them with LEGO Serious Play. LEGO® Serious Play® (LSP) is a structured and facilitated workshop method for strategic decision making and problem resolution in business environments. This Meetup group is for anyone interested in using LEGO® Serious Play to solve business issues. It is a forum to exchange experiences as well for trained LSP facilitators as for all interested in the method. We meet at a regular basis each 2nd Monday a month (starting 8.6.2014) at: heimathafen Wiesbaden - Coworking Space & Café, Karlstrasse 22, 65185 D-Wiesbaden. Our hashtag is #LSPRheinMain; email: lsp-meetup (@) gmx.de More: http://legoseriousplay-rheinmain.weebly.com/


Topic of the evening:

LSP Rhein-Main Meetup: Bring your real problem — we will solve them with LEGO Serious Play.

Wir wollen an einem Euren echten Problemen sehen, wie wir es mit LSP lösen können!   Ich freue mich, Euch zahlreich zu sehen ------------------------------------------------------ Bring your real problem — we will solve them with LEGO Serious Play. On one of your real problems, we want to investigate how to handle it with LSP. @heimathafen" we will meet 19:00-21:00. Hope to see plenty of you!


Registration to this event via the meetup group:     [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2016, Jan.

LSP Rhein-Main Meetup: Solve Your Real Problem with LEGO Serious Play

LEGO Serious Play Rhein-Main Meetup LEGO® Serious Play® (LSP) is a structured and facilitated workshop method for strategic decision making and problem resolution in business environments. This Meetup group is for anyone interested in using LEGO® Serious Play to solve business issues. It is a forum to exchange experiences as well for trained LSP facilitators as for all interested in the method. We meet at a regular basis each 2nd Monday a month (starting 8.6.2014) at: heimathafen Wiesbaden - Coworking Space & Café, Karlstrasse 22, 65185 D-Wiesbaden. Our hashtag is #LSPRheinMain; email: lsp-meetup (@) gmx.de More: http://legoseriousplay-rheinmain.weebly.com/


Topic of the evening: Wir wollen an einem Euren echten Problemen sehen, wie wir es mit LSP lösen können! Schickt Themenvorschläge (eines Euren aktuelle Probleme) bis Fr. 26.Jan an lsp- meetup(@)gmx.de. Ich wähle dann ein geeignetes aus. 😉 Unser Treffen ist wg. Rosenmontag ausnahmsweise 1.Feb. und wegen "Winterzeit im heimathafen" nur bis 21:00. Ich freue mich, Euch zahlreich zu sehen ------------------------------------------------------ On one of your real problems, we want to investigate how to handle it with LSP. Pls send your proposals to lsp-meetup(@)gmx.de (deadline Fr. Jan. 26.) — I will choose a proper one 😉 Due to carneval (Rosenmaontag) our meetup is at Feb., 1. and due to "winter daylight time @heimathafen" we will meet 19:00-21:00. Hope to see plenty of you! [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2016, Jan.

AgileCologne2016

Agile CologneParticipation at open-space event regarding to agile software development, Kanban, Lean, and related topics.   I facilitated two open space sessions: Agile Black Stories:

[scf-post-excerpt id="8704"], more...

Team Chartering with Team Charter Canvas and Lego Serious Play

[scf-post-excerpt id="8915"], more...

[su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2016, Jan.

Wie führt man mit LEGO Serious Play Retrospektiven durch?

LEGO Serious Play Rhein-Main Meetup   Retrospektiven werden im Projektalltag verwendet, um Erfahrungen zu reflektieren und Lernergebnisse zu identifizieren. Sie sind ein wesentlicher Bestandteil des "continous improvement".   Retrospektiven werden meist in den folgenden 5 Schritten durchgeführt (Esther Derby, Diana Larsen: „Agile Retrospectives“):  

  1. Set the Stage 

    • Intro: Begrüßung, Klärung der Ziele der Retrospektive
  2. Gather Data

    • Fakten sammeln: Was ist in letzter Zeit geschehen? Was war gut? Was war schlecht? Gibt es Daten über Qualität/Produktivität, etc.?
  3. Genereate insights

    • Erfahrungen und Lernergebnisse identifiziern.
  4. Decide what to do

    • Was wollen wir konkret wie und wann ändern?
    • Next Steps definieren.
  5. Close the Retrospektive

    • Zusammenfassung, Verabschiedung

  Am Beispiel Wie können wir das Meetup für 2016 besser machen? ----------------------------- Survey: How can we improve the meetup for 2016? https://de.surveymonkey.com/r/C56SDRH untersuchen wir, wie Retrospektiven ("Lessons Learned") mit LEGO Serious Play durchgeführt werden können. [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2016, Jan.

Play4Agile 2016, Rückertsbach, Germany

Play4Agile Un-Conference Play4Agile is for Agile and Lean coaches, facilitators, game and innovation experts who want to exchange questions, ideas and experiences on using games in teams and organisations. Play4Agile provides an open playground to inspire each other and to learn how using serious games can help us achieve our goals. Play4Agile is a gathering of experienced peers from all over the world to create and play games in an inspiring environment. [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2015, Dec.

Agile Stammtisch Frankfurt — POChallenge

I was invited by the Agile Stammtisch Frankfurt to give a workshop on POChallenge. "Product Owner Challenge Game" is an agile game played with Lego bricks to demonstrate a waterfall-driven product development the agile mindset. Contact: @as_ffm, #agileFFM, https://asffm.slack.com/   [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]  

2015, Dec.

CoRe Day15 Wiesbaden

Coach Reflection Day - CoRe Day Logo

Coach Reflection Day - CoRe Day

The CoRe Day is a 1-day open space format for (Agile) coaches to train and learn in mutually supervised sessions and coaching dojos.     [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2015, Dec.

ScanAgile15: Scandinavian Agile Conference, Helsinki 2015

ScanAgile LogoI am happy and proud to had the great opportunity to give a @POChallenge workshop at the agile conference @ScanAgile, Helsinki, Finland, 10.-11.Mar.2015. Product Owner Challenge Game is an agile game played with Lego bricks to demonstrate a waterfall-driven product development the agile mindset. The Scan Agile Conference, organized by the Agile Finland will take place from 10th March to the 11th March 2015 in Helsinki, Finland.   [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2015, Dec.

ACCDE15: Agile Coach Camp Germany

Agile Coach Camp Germany is a three-day event that serves as an unconference for Agile coaches of Germany and other countries. The Agile Coach Camp Germany is a free, not-for-profit, practitioner-run event. Agile Coach Camp Germany follows the open space format for conferences. Open space is a simple methodology for self-organizing conference tracks. It relies on participation by people who have a passion for the topics to be discussed. There is no preplanned list of topics, only time slots and a space in the main meeting room where interested participants propose topics and pick time slots.   [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2015, Dec.

ACCDK15: Agile Coach Camp Denmark

Agile Coach Camp Denmark is a three-day event that serves as an unconference for Agile coaches of Denmark and other countries. The Agile Coach Camp Denmark is a free, not-for-profit, practitioner-run event. Agile Coach Camp Denmark follows the open space format for conferences. Open space is a simple methodology for self-organizing conference tracks. It relies on participation by people who have a passion for the topics to be discussed. There is no preplanned list of topics, only time slots and a space in the main meeting room where interested participants propose topics and pick time slots.   [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2015, Dec.

#play14 Luxembourg 2016

play14 At #play14.2016 Luxembourg, I the workshop experiment: [scf-post-title id="8951"].   [scf-post-excerpt id="8951"]. (more)   #play14 is an international gathering for people who share the idea that playing is a great way to teach, learn and understand! Many different profiles of people are invited to share serious games, good practices, tips, knowledge, laughs and smiles in a common goal of spreading new ways to teach, learn, create or train. These profiles could be for example (and not exhaustively): serious gamers, learning-by-doing practitioners, games designers, serious games facilitators from various communities like agile, teachers, specialists, service designer, actors, improvisers, therapists, speech therapists, creativity, Human Resources managers.   [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2015, Dec.

#play14 Luxembourg 2015

play14#play14 is an international gathering for people who share the idea that playing is a great way to teach, learn and understand! Many different profiles of people are invited to share serious games, good practices, tips, knowledge, laughs and smiles in a common goal of spreading new ways to teach, learn, create or train. These profiles could be for example (and not exhaustively): serious gamers, learning-by-doing practitioners, games designers, serious games facilitators from various communities like agile, teachers, specialists, service designer, actors, improvisers, therapists, speech therapists, creativity, Human Resources managers.   [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2015, Dec.

Play4Agile 2015, Rückertsbach, Germany

Play4Agile Un-Conference Play4Agile is for Agile and Lean coaches, facilitators, game and innovation experts who want to exchange questions, ideas and experiences on using games in teams and organisations. Play4Agile provides an open playground to inspire each other and to learn how using serious games can help us achieve our goals. Play4Agile is a gathering of experienced peers from all over the world to create and play games in an inspiring environment.   [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2015, Aug.

CoRe Day15 Kassel

Coach Reflection Day - CoRe Day Logo

Coach Reflection Day - CoRe Day

The CoRe Day is a 1-day open space format for (Agile) coaches to train and learn in mutually supervised sessions and coaching dojos.     [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2015, Aug.

T4AT15: Team-Chartering with LEGO

Tools4AgileTeams Team chartering is generally only used at the start of a project, and team charters tend to be quite universal. In this workshop, we will use the 'Lego Serious Play' method to develop a team-specific team charter, which is suited to team goals and adapted continuously. You'll be able to use it in your own organisation. The conference language is German. More Info: http://www.tools4agileteams.com/display/2015/Team-Chartering+mit+LEGO Website: http://www.tools4agileteams.com/display/2015/Konferenzprogramm Tickets: http://www.tools4agileteams.com/display/2015/Anmeldung [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2015, Aug.

ACConf15: Do I need a "Prime Directive"? (Cambridge, UK)

  agilecambridge2015Team Chartering is generally used at the start of a project only, and team charters tend to be quite general and abstract. See here for more information about Team Chartering. In this hands-on session of Agile Cambridge Conference 2015, we will use the 'Lego Serious Play' method to develop a team-specific team charter, which fits individual team goals and can be adapted continuously. You'll be able to use it in your own organisation.   [slideshare id=53256711&doc=primedirective-teamcharterv0-150928012054-lva1-app6892] [TeamCharterCanvas-Poster-A0] More Info on the conference: http://agilecambridge.net/2015/sessions/index.php?session=27 Website: http://agilecambridge.net/2015/ Tickets: http://agilecambridge.net/2015/tickets/ [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2015, Aug.

LSP Rhein-Main Meetup: Levels of Abstraction

LEGO Serious Play Rhein-Main Meetup LEGO® Serious Play® (LSP) is a structured and facilitated workshop method for strategic decision making and problem resolution in business environments. This Meetup group is for anyone interested in using LEGO® Serious Play to solve business issues. It is a forum to exchange experiences as well for trained LSP facilitators as for all interested in the method. We meet at a regular basis each 2nd Monday a month (starting 8.6.2014) at: heimathafen Wiesbaden - Coworking Space & Café, Karlstrasse 22, 65185 D-Wiesbaden. Our hashtag is #LSPRheinMain; email: lsp-meetup (@) gmx.de More: http://legoseriousplay-rheinmain.weebly.com/


Topic of the evening: There are 7 levels of abstraction to run a LSP workshop. We will play and introduce them all:

  • Building Individual Models
  • Building Shared Models
  • Creating a Landscape
  • Creating Connections
  • Building a System
  • Playing Emergences and Decisions
  • Extracting Simple Guideline

Registration to this event via the meetup group:     [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2015, Aug.

LSP Rhein-Main Meetup: Team Building — Why you need a Team Charter?

LEGO Serious Play Rhein-Main Meetup LEGO® Serious Play® (LSP) is a structured and facilitated workshop method for strategic decision making and problem resolution in business environments. This Meetup group is for anyone interested in using LEGO® Serious Play to solve business issues. It is a forum to exchange experiences as well for trained LSP facilitators as for all interested in the method. We meet at a regular basis each 2nd Monday a month (starting 8.6.2014) at: heimathafen Wiesbaden - Coworking Space & Café, Karlstrasse 22, 65185 D-Wiesbaden. Our hashtag is #LSPRheinMain; email: lsp-meetup (@) gmx.de More: http://legoseriousplay-rheinmain.weebly.com/


  Topic of the evening:

LEGO® Serious Play & Team Building: Why you need a Team Charter?

Wozu braucht ein Team eine Team Charter? - Wie findet man von allen akzeptierte, gemeinsame Werte und Richlinien für die Zusammenarbeit? - Natürlich mit LEGO Serious Play! A Team Charter is a plan of how the team will work together; it is an agreement involving everyone to set values, achievable standards, and protocols for the team collaboration. We will experiment how to create a Team Charter with LSP:

  • Individual value sets
  • Common shared value sets
  • Steps to implement a Team Charter.

Registration to this event via the meetup group:     [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2015, Aug.

LSP Rhein-Main Meetup: Why Warm-ups? - Wozu brauchen wir Warm-Ups?

LEGO Serious Play Rhein-Main Meetup Why Warm-ups? - Wozu brauchen wir Warm-Ups? Ein LEGO Serious Play Workshop dauert mindestens 1-2 Std. oft sogar länger. Das Warm-up zum Workshop dauert meist 30-45min. Wozu brauchen wir das? Kommt mit Euren Fragen und Erfahrungen! -------------------------- A LEGO Serious Play workshop takes at least 1-2 hours, often much longer. The associated warm-up only 30-45min. Do we have to do it? Bring-in your experiences and questions!


LEGO® Serious Play® (LSP) is a structured and facilitated workshop method for strategic decision making and problem resolution in business environments. This Meetup group is for anyone interested in using LEGO® Serious Play to solve business issues. It is a forum to exchange experiences as well for trained LSP facilitators as for all interested in the method. We meet at a regular basis each 2nd Monday a month (starting 8.6.2014) at: heimathafen Wiesbaden - Coworking Space & Café, Karlstrasse 22, 65185 D-Wiesbaden. Our hashtag is #LSPRheinMain; email: lsp-meetup (@) gmx.de More: http://legoseriousplay-rheinmain.weebly.com/


  Registration to this event via the meetup group:     [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2015, Aug.

LSP Rhein-Main Meetup: Facilitation of LSP workshops — Moderation von LSP Workshops

LEGO Serious Play Rhein-Main Meetup LEGO® Serious Play® (LSP) is a structured and facilitated workshop method for strategic decision making and problem resolution in business environments. This Meetup group is for anyone interested in using LEGO® Serious Play to solve business issues. It is a forum to exchange experiences as well for trained LSP facilitators as for all interested in the method. We meet at a regular basis each 2nd Monday a month (starting 8.6.2014) at: heimathafen Wiesbaden - Coworking Space & Café, Karlstrasse 22, 65185 D-Wiesbaden. Our hashtag is #LSPRheinMain; email: lsp-meetup (@) gmx.de More: http://legoseriousplay-rheinmain.weebly.com/


  Topic of the evening:

Facilitation of LSP workshops — Moderation von LSP Workshops

  • Worauf muß man bei der Durchführung eines Lego Serious Play Workshops achten? Was macht einen "guten" LSP-Facilitator aus?

Registration to this event via the meetup group:     [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2015, Aug.

LSP Rhein-Main Meetup: Was erwarten Teilnehmer von LSP Workshops?

LEGO Serious Play Rhein-Main Meetup LEGO® Serious Play® (LSP) is a structured and facilitated workshop method for strategic decision making and problem resolution in business environments. This Meetup group is for anyone interested in using LEGO® Serious Play to solve business issues. It is a forum to exchange experiences as well for trained LSP facilitators as for all interested in the method. We meet at a regular basis each 2nd Monday a month (starting 8.6.2014) at: heimathafen Wiesbaden - Coworking Space & Café, Karlstrasse 22, 65185 D-Wiesbaden. Our hashtag is #LSPRheinMain; email: lsp-meetup (@) gmx.de More: http://legoseriousplay-rheinmain.weebly.com/


  Teilnehmerwartungen an LEGO Serious Play Workshops Was erwarten Teilnehmer von einem LEGO Serious Play Workshop? In den bisherigen Meetups haben wir die Erwartung an Facilitator-Kompetenz und entsprechende Übungen  besprochen, doch was wollt ihr als Teilnehmer?


Registration to this event via the meetup group:     [su_button url="https://www.plays-in-business.com/event-calendar/" icon="icon: arrow-right"]View calendar[/su_button]

2014, Sep.

Annual Conference Agile Consortium Netherlands 2014

In Sept. 2014, the Annual Conference Agile Consortium NL will take place at Ermelo NL. This year's motto is "Walk the Talk — Talk the Walk" ('WTTW). I'm invited to share my theatre stage experience as actor and director as well as Agile Coach. Thus, I will present a broad toolbox of communication skills for Agilists in my workshop:

"Drama babe! – Theatre Stage Experience for Agilists"

The participants will discover basic stage techniques to improve their presentation skills "live on stage":

  • How to prepare your stage: onstage, offstage, and audience space
  • How to use light, sound, costumes, and props properly
  • How to rehearse & improve your presentation properly
  • How to use your body language properly

Speakers & Program

2014, Mar.

Work Is Play 2014, Schelle (Belgium) 2014 — #WisP14

At the open space conference Work Is Play 2014 at Schelle (Antwerpen), Belgium, I present a session on customer experience: tell your product development story as a kind of Hero Quest: [scf-post-excerpt id="331"] See more

 

 

Publications (Slideshare)

See all my presentations at http://de.slideshare.net/emte69/presentations

Videos (Youtube)

See all my videos at https://www.youtube.com/user/emte69/videos


Possible download formats: