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Michael Tarnowski, Plays-In-Business

Complete Portfolio List

My project portfolio comes in two parts: I described all my projects extensively ordered by Years, whereas the sorting by Industries shows the excerpts with links to project ids only.

 

 

Select at the page bottom your preferred download format.


Company Profile

Certifications

  • Certified Agile Fluency Diagnostics Facilitator
  • Certified Agile Fluency Game Facilitator
  • Certified LeSS Practitioner - Large Scale Scrum (LeSS)
  • Certified Scrum Master (Scrum Alliance)
  • Certified ICAgile ICP-BAF (Business Agility)
  • Certified Innovation Professional (Verrochio Institute)
  • Certified Innovation Games Facilitator (Certified Collaboration Architect)
  • Certified Lego Serious Play Facilitator
  • Certified Prince2
  • Certified CobIT
  • Certified ITIL

Service

  • Management Executive Consulting & Coaching
  • 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

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

Customers

Bosch (via Communication Team GmbH), 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).

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

Since 2019 lecturer for Design Thlecturer inking at University for Applied Sciences, Fresenius, Wiesbaden.

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

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

Studies of Physics, Philosophy, Linguistics, and German Literature (Academic degree: Magister Artium, 1988). five years as a research fellow at Univ. Hamburg, Stuttgart, and Mainz (field: Computational Linguistics). Research fellow at IBM Center for Knowledge Based Systems, Stuttgart.

Nine years industry experience as developer and project manager in the area of Air Traffic Management systems (ATC systems airport Karthoum/Sudan, Augsburg/Germany).

Since 1999 consultant in: project mgt, quality mgt/assurance, requirement mgt, and software process improvement (CMMI, ISO 15504, Automotive SPiCE). Freelancer since 2010: Scrum master and Agile Coach, organisational Change Agent/Transformator. Addicted to gamified facilitation techniques: agile games, certified Innpovation Games and LEGO Serious Play facilitator.
Speaker on international conferences and open space events.

Certifications & Associations

ISO15504 assessor, cert. consultancy: ITIL v3, CobIT, CMMI, Scrum master.

Projects Summary

2019

Scrum Master in Automotive Driver Assistance Systems Development , Business: , Skills needed: , , , , , , , ,

2018

Executive Management Coaching in Software Process Improvement and Lean/Agile Principles , Business: , Skills needed: , , , , , , , , , , , , , ,

2016

Strategy-Workshop — Visioning The Future of After Sales (Automotive, LEGO Serious Play) , Business: , , Skills needed: ,
Levering Automotive Suppliers SQA Processes , Business: , Skills needed: , , , , , , , , ,
Team Building & Collaboration of Product Owners , Business: , , Skills needed: , , , , , , ,

2015

Agile Coaching Tools Development: Agile Game “Product Owner Challenge 2.0" , Business: , Skills needed: , , ,
Agile Coaching Tools Development: "Team Charter Canvas" , Business: , Skills needed: , , ,
Agile Coaching Tools Development: Agile Game “The Drama Game 2.0" , Business: , Skills needed: , ,

2014

LEGO Serious Play Workshop: "IT Goverance & PMI certification" — Airline , Business: , , , , Skills needed: , , , ,
Team Building Workshop with Agile Games and LEGO Serious Play , Business: , , Skills needed: , , ,
LEGO Serious Play Workshop — Creating Strategy (Automotive) , Business: , , Skills needed: ,
Temenos Workshop — Jax2014 , Business: , Skills needed: , ,
LEGO Serious Play Workshop — Consumer Health Regulary Affairs (Pharma) , Business: , , Skills needed:
Agile Coaching Tools Development: Agile Game “The Drama Game" , Business: , Skills needed: , , , ,

2013

Agile Coaching Tools Development: Agile Game “Product Owner Challenge" , Business: , Skills needed: , , , ,

2012

Process & Safety Management — SW-Development Air Traffic Management , Business: , , Skills needed: , , , , , , , , ,
LEGO Serious Play Workshop — Coaching / Team Development (TelCom) , Business: , , , Skills needed: , , ,

2011

Re-Engineering Functional Requirements and Testability of Driver Assistentance Video System — (Image Processing) , Business: , Skills needed: , , , ,

2008

Galileo Satellite Project — Leverage CMMI Systems Engineering , Business: , Skills needed: , , , , , , , , , ,
Training Development: "Benefits of using CMMI for Programmable Electronic Systems in Maritime" (1-day training) , Business: , , , Skills needed: , , , , , , , , , , , , , ,

2007

Supplier-Assessment Automotive SPICE® , Business: , Skills needed: , , , , , , , , ,
Training Development: Configuration Mgt Trainings — Aerospace , Business: , , Skills needed: , , , , , ,
Radar & Radio Navigation Systems — Leverage CMMI L2 Systems Engineering , Business: , Skills needed: , , , , , , , , , , , , , , ,
Business Development: Organisational Change Management (OCM) consultancy , Business: , , Skills needed: , , , , , , ,

2006

Improvement Analysis of Requirements Processes (CMMI L2 REQM) , Business: , , Skills needed: , , , , , , , ,
Training Development „ISO 15504 for System Engineers“ (3 days training) , Business: , Skills needed: , , , , , , , , , ,
Training Development „ISO 15504 for Managers“ (1 day training) , Business: , Skills needed: , ,
Training Development „Automotive SPICE® for System Engineers“ (3 days training) , Business: , , Skills needed: , , , , , , , , ,
Training Development „Automotive SPICE® for Managers“ (1 day training) , Business: , , Skills needed: , , , , , , , ,
Improving Electronics & Embedded Systems Development on Corporate Level — CMMI REQM L2 , Business: , Skills needed: , , , , , , , , ,
Logistics Service Provider — Leverage IT-Requirements Engineering (CMMI Level 2) , Business: , Skills needed: , , , , , , ,

2004

Training Development: "Certified Tester Foundation Level" , Business: , Skills needed: ,
Steering Driver Assistance System — Leveraging SPiCE Level 2 , Business: , Skills needed: , , , , , , , , , , ,

2003

Authoring Marketing-Portal User Help Files for Large German Airline , Business: , , Skills needed:

2002

Railway Ticket Marketing System - IT Operational Quality Management & Assurance , Business: , , Skills needed: , , , , , ,
Railway Routeing - IT Operational Quality Management & Assurance , Business: , , Skills needed: , , , , , ,
Callcenter/Fulfillment - IT Operational Quality Management & Assurance , Business: , , Skills needed: , , , , , ,
Concept Development & Implementation of a Knowledge Management System , Business: , Skills needed: , , , , , ,
Concept Development & Implementation of a Knowledge Management System , Business: , Skills needed: , , , , , ,
Establishing Staff Unit "Quality Assurance" on CIO-Level , Business: , Skills needed: , , , , , ,

2001

SWOT- Assessment QM on Department Level , Business: , Skills needed: , , , , , , , , ,

1999

PIN Authorisation System - IT Operational Quality Management & Assurance , Business: , Skills needed: , , , , , , , , ,
SAP Data Warehouse - IT Operational Quality Management & Assurance , Business: , Skills needed: , , , , , , , , ,
Acquirer Payment Gateway - IT Operational Quality Management & Assurance , Business: , Skills needed: , , , , , , , , ,
Establishing Staff Unit "Quality Assurance" on Corporate Level , Business: , Skills needed: , , , , , , , , ,



Complete Portfolio

Projects by Years

2019

Business:
Skills needed: , , , , , , , ,
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. Supporting and coaching a DevTeam with Product Owner in Scrum, agile ceremonies.
Duration: 07/2019- 12/2019
Role: Scrum Master in automotive driver assistance systems development
Description:

In 2018, an international Fortune 500 electronic device manufacturer launched a kind of innovation lab in a lean startup manner to enter the automotive market. Several scrum teams developed in the ADAS framework driver assistance systems like lane keeping & departure warning, and automatic emergency braking. Each team had its own Scrum Master.

As a Scrum Master, I was in charge to develop and support a scrum team of 8 people (product owner included) in the agile mindset and Scrum setup. This included: hosting and facilitating the Scrum ceremonies, coaching the developers and the team in Scrum (according to the Scrum guide), Agile estimation, user story slicing) and pacing in the agile transition. The team's experience in  Agile and Scrum was heterogeneous: some team members 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 needed: , , , , , , , , , , , , , ,
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 coach (head, upper, and middle management of SW department) and agile coach on teeam level (2 feature teams, 2 traditional teams). Introducing new methods and tools: system thinking, design thinking, value strem mapping, agile and lean SW development, agile values, Kanban, Scrum,
Duration: 02/2017 - 12/2018
Role: Executive Management Coach, Lean Change Agent, Agile Coach
Description:

An international automotive supplier, 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 an analysis the mandate became clear: working as executive coach with the upper and middle  management of SW department (coaching 12 managers); coaching on team level 4 devteams (up to 20 employees).

I introduced agile thinking and values (Scrum, Kanban), system thinking, and design thinking into the SW department. I  facilitated value stream workshops on department level. We started 2 new teams as cross-functional feature teams (my role was coaching team members and product owners).

In 2018 we started an improvement initiative as a contiuously running lean change management program on SW department level (approx. 260 people).

My role was being 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, Automotive SPiCE
Size: ≥260 employees in SW projects (development, testing, calibration, product development)

: Wikipedia, .

       

2016

Business: ,
Skills needed: ,
Reading Time: < 1 minute
Project ID: 9661
Project:

Strategy-Workshop — Visioning The Future of After Sales (Automotive, LEGO Serious Play)

Time 10/2016
Duration: 1 day workshop; 2 days preparation
Role: Facilitator / Moderator
Abstract: Reading Time: < 1 minute Facilitating a large group EGO Serious Play workshop: management, team and project leader of the Afte Sales Depart. of a hugh german automotive OEM came together to envision and discuss future trends in "2021". A visioning and brand building workshop with LEGO.
Description:

The management and team and project leaders of the Afte Sales department of a Fortune 500+ german automotive OEM came together to envision and discuss future trends of their brand and business field in "2021". Plays-in-Business.com  created a strategic visioning and a brand-building large group LEGO Serious Play workshop for them.

More information on this, here.

 

Size: 75 ppl.
Industry: Automotive
       

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

Levering Automotive Suppliers SQA Processes

Time 05/2016 - 12/2016
Abstract: Reading Time: < 1 minute Levering Automotive Suppliers QA Processes to Automotive SPICE Level 2.
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 rise 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 (MAN.3), systems and software development (ENG.1 - ENG.10), configuration management (SUP,8), and problem resolution (SUP.9).

I was in charge leveraging the quality assurance processes (SUP.1) to Automotive SPICE Level 2, especially with focus to software quality.

A challenging objective: while in other automotive areas software development now is a decent part of embedded systems development activities, 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, .

       

Business: ,
Skills needed: , , , , , , ,
Reading Time: 2 minutes
Project ID: 8712
Project:

Team Building & Collaboration of Product Owners

Time 01/2016
Abstract: Reading Time: 2 minutes My mandate was to support a PO team to achieve better personal acknowledgement and to foster their internal collaboration.
Duration: 3 days
Role: Agile Coach
Description: An IT service provider delivers solutions to distribute SW applications on different technical platforms (Windows, Linux, Android, iOS). The company is on the agile transition journey since 1,5 years.
A team of product owners (POs) each responsible for a one or two dev teams manage technical debt maintenance and new features development according to market resp. customer demands. The ageing structure was from younger colleagues to very experienced ones. My mandate was to support the PO team to achieve better personal acknowledgement and to foster their collaboration. I chose a solution-oriented approach:

We don't want to unveil historic quarrels the 1000-th time again and again. We concentrate on building the future right now, instead.

Thus, I split the assignment into two parts: (1) personal appreciation and motivating, and (2) solution-focused exercises with LEGO Serious Play to identify the next steps.

Part 1: Personal Appreciation and Motivating

To open communication and to get insights on personal motivation we did the Super-Hero exercise: each PO introduced herself metaphorically as a super hero figure and reflects the colleagues as super heroes.
This part on the personal motives and engagement was closed with the Management 3.0 Moving Motivators exercise.

Part 2: Solution-oriented exercises

In four levels, we identified solution criteria and the steps needed to achieve them.  These levels were divided to individual and group reflections.

LSP-01 Individual model: „Imaging the Future I“

Each participant was asked to build a LEGO model according to the questions:

„Image, you collaborate in your team optimal. By which criteria you would identify this ideal state?“

Then each participant used her model to shared her individual insights and thoughts with the group metaphorically.

LSP-02 Shared model: „Imaging the Future II“

In this exercise the participants were asked as a group:

„Agree on as many common characteristics of the optimal future you see in the models.
Build with these elements a shared  model reflecting the commonalities.“

LEGO Serious Play workshop — Team Building & Collaboration

 

LSP-03 Individual model: „Realising the Future I“

The participants were asked to reflect personally:

„What will YOU do to accomplish this state/these states?“

 

LEGO Serious Play workshop — Team Building & Collaboration

 

Then each participant used her model to shared her individual commitments with the group metaphorically.

I had planned to close the workshop by each participant identifying the support needed to achieve her goals and getting the promise of one or more of the group for help.

However, the participants detoured in discussing the old quarrels. Since they toke in account the new insights of the workshop this a valuable closing as well.

Adapt the change — as coach, you have always to follow the flow 🙂

QM Model applied: none
Size: 7 ppls
Industry: IT service provider
       

2015

Business:
Skills needed: , , ,
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 to demonstrate a waterfall-driven product development the agile mindset.
Duration: 3 months
Role: Developer, Designer
Description: With the feedback I got from my presentations of the game on multiple conferences and open-space sessions, I created a new version on the game by extending agile sprint planning and user stories.
QM Model applied: feedback by agile community
Size: ---
Industry: Agile Consulting

: Pierre Neis via flickr.com, .

       

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

Agile Coaching Tools Development: "Team Charter Canvas"

Time 05/2015
Abstract: Reading Time: < 1 minute The team charter canvas is a perfect tool to reflect in more depth about team values, norms, chartering, and team culture.
Duration: 4 months
Role: Designer, Developer, Coach
Description: I created the <a href="https://www.plays-in-business.com/team-charter-canvas-how-to-charter-your-team-best/">Team Charter Canvas</a> as a tool to reflect in more depth about team chartering, team values and team culture.
QM Model applied: ...
Size: n.a.
Industry: Agile Consulting, Coaching
       

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

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

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

The Drama Game is a storytelling game to identify stakeholders behaviours and hidden expectations.

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 agile community
Size: ---
Industry: Agile Consulting
       

2014

Business: , , ,
Skills needed: , , , ,
Reading Time: 3 minutes
Project ID: 1510
Time 10/2014
Project:

LEGO Serious Play Workshop: "IT Goverance & PMI certification" — Airline

Time 11/2014
Duration: 1 day workshop; 2 days preparation
Role: Facilitator / Moderator
Size: 70 ppl.
Abstract: Reading Time: 3 minutes Faciliating a LEGO Serious Play Workshop "IT Goverance & PMI certification" — Create commitment of 70 project managers to adopt the new organsiational PMI certification program; define next steps to support the implementational program rollout.
Description: The department "IT Governance" of a large international airline had ran an internal PMI certification program for all IT project managers (PM). The project management office (PMO) developed new processes and tools accordingly.
The new objective from upper management for all PMs was to get acceptance, promote, support, and foster these new program and artifacts in all their IT-projects.
To launch the new initiative the upper management run a 1-day event for discussions and to share feedback.
To create a safe space for open and free discussions Julian Kean and I facilitated a LEGO Serious Play workshop in behave of an external agency. The overall motto was „How can I personally support the PMO to rollout the PMO-framework the next days?“70 project managers attended the workshop. We facilitated the workshop with 10 PMs each at 7 tables.

Lego Serious Play 1a: “Individual Models — Worst Nightmare”

After a warm-up round playing with the LEGO bricks the participants were asked to think of their toughest past project and to build a personal model of this greatest challenge in either their private or business life. At each table all participants shared their stories by explaining their models built.

Lego Serious Play 1b: “Individual Models — Solution Focus”

After sharing the individual challenges the participants were asked to build personal models of what helped them so solve the issues or to stand the personal breakdown. At each table all participants shared their stories by explaining their models built.

Lego Serious Play 1c: “Individual Models — Missing Links”

Each participant built a personal model of what he missed or what was lacking in solving the issue. At each table all participants shared their stories by explaining their models built.

Lego Serious Play 2a: “Shared Models — Orange Brick Exercise”

At each table the group identified the core meaning of each model and marked it with an orange LEGO brick (“Orange Brick Exercise”). After this, each group/table built one common model out of all identified individual core components on the table. For the common model built the group created one shared meaning.

Lego Serious Play 2b: “Shared Models — Communicate Your Model”

For each table the group selected one participant to stay at the tabel and to be explainer for the shared model. All other participants walked to all other tables to became acquainted with the other models, to inspect them, and to ask questions.

Lego Serious Play 3: “Individual Commitment”

Each participants built a model what she individually would contribute in the next 6 month to support a successful PMO-rollout after discussing with other participants and becoming acquainted with the other models.

 

LEGO Serious Play Workshop: "IT Goverance & PMI certification" — Airline

LEGO Serious Play Workshop: "IT Goverance & PMI certification" — AirlineLEGO Serious Play Workshop: "IT Goverance & PMI certification" — Airline LEGO Serious Play Workshop: "IT Goverance & PMI certification" — AirlineLEGO Serious Play Workshop: "IT Goverance & PMI certification" — AirlineLEGO Serious Play Workshop: "IT Goverance & PMI certification" — AirlineLEGO Serious Play Workshop: "IT Goverance & PMI certification" — Airline

Industry: Airline

: Ha Jeong Jeong via Flickr.comPlays -In-Business.com, .

       

Business: ,
Skills needed: , , ,
Reading Time: 2 minutes
Project ID: 1545
Project:

Team Building Workshop with Agile Games and LEGO Serious Play

Time 10/2014
Duration: 1 day workshop; 2 days preparation
Role: Facilitator / Moderator
Abstract: Reading Time: 2 minutes Facilitating a team building workshop with Agile Games and LEGO Serious Play. An agile software company wanted to identify and bolster up the internal power of the devteam members again: "Identify your team power & your power team"
Description: An agile software company asked to identify and bolster up the internal power of the devteam members again: "Identify your team power & your power team".

  • Check-In: game to welcome and to attune participants to the workshop.
  • Plus-Minus-Delta: a well-known retrospective tool to identify what is going well and what needs to be changed.
  • Super Hero: game to raise awareness of participants for already known and as well hidden own powers / competencies, the divergence between self-perception and public image, and team member’s diversity of strengths.
  • LEGO Serious Play: game to share individual and personal insights within the group to answer the question: “From your own personal view: How does the ideal collaboration in the dev team should look like?”

Goals of the Super Hero Game were:

  • To get aware of the self-perception of already known or hidden own powers and competencies.
  • To realise and accept that there often is a difference between self-perception and public image: how I recognise myself vs. how others recognise me.
  • To become aware of the other team member’s diversity of strengths.

The Lego Serious Play was set up and ran at different levels of abstractions to gain specific insights and individual commitments.

Lego Serious Play 1: “Individual Models”

The goal of this LSP game was to share individual and personal insights regarding to the question posed in the group. Each builder images and constructs an individual model for herself to answer the question raised by the facilitator. After building, each builder explained her model.

Lego Serious Play 2: “Shared Models, Connections and Guiding Principles”

The goal of this game was to create a shared understanding and consensus of the topic in question. The group consolidates all individual models in a common shared model agreed by all. After building the shared model, the participants identified break points, interfaces, and connections in the model.

“Building Connections and Playing Emergences”

The goal of this activity was to simulate the consequences of decisions by playing scenarios. The participants explored how the models or the landscape responded to dynamic changes / events. Therefore, after building the shared model, the participants identified break points, interfaces, and connections in the model.

“Guiding Principles”

The goal of this activity is to support strategic decision making in the real world. The participants shall develop high-level guidelines to implement in the real world actions / decisions derived from the models built. The facilitator asked the group to answer the question “What can I do personally to achieve the ideal state?”

Size: 12 ppl.
Industry: Agile SW development, Intellectual Property/Law
       

Business: ,
Skills needed: ,
Reading Time: 2 minutes
Project ID: 1538
Project:

LEGO Serious Play Workshop — Creating Strategy (Automotive)

Time 02/2014
Duration: 1 day workshop; 2 days preparation
Role: Facilitator / Moderator
Abstract: Reading Time: 2 minutes 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.
Description: All international sales directors (120 ppl.) of an automotive supplier came together at a 3-day gathering with upper management to discuss how to achieve new business goals for 2014/2015. In behave of an external agency I facilitated together with 5 additional facilitators a LEGO Serious Play workshop (12 tables with 10 participants each) to brainstorm steps needed to achieve the new business objective: “Achieve additional x% sales surplus.”
After a warm-up exercise fiddling with the LEGO bricks the participants ran the Lego Serious Play method on two levels of abstraction: individual and organisational level.

Lego Serious Play 1: “Individual Models — Building Professional Milestones”

The participants on each table were asked to built a personal model of their most important professional milestones (either at the current company or a previous one). At each table all participants shared their stories by explaining their models built.

Lego Serious Play 2: “Individual Models — Where do you see potential to achieve the business goals”

The participants on each table were asked to built a model of a realistic future perspective from their personal view. At each table all participants shared their stories by explaining their models built.

Lego Serious Play 3: “Shared Models — Where do you see potential to achieve the business goals?”

The participants on each table were asked to built a combined model of all views shared on the table. The participants on each table were mixed arbitrarily — national or department overlaps were by random only.
For each table a transcript writer was selected and each group came together with a common shared meaning of the model built.

Follow-up Session”

We closed the Lego Serious Play workshop with the potentials identified at each table how to achieve the business goals. With this information the participants and upper management started a new workshop session to identify steps needed for implementation.

Size: 120 ppl.
Industry: Automotive

: dinosaur shots, via flickr.com, .

       

Business:
Skills needed: , ,
Reading Time: < 1 minute
Project ID: 2023
Project:

Temenos Workshop — Jax2014

Time 03/2014
Abstract: Reading Time: < 1 minute 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.
Duration: 1/2 day
Role: Co-Facilitator (with 17 others)
Description:

Temenos is an experience based workshop format for people interested in personal growth, strength, and authentic relationship with others. Temenos invites us to experience connection, openness and trust on a level that’s not accessible to us in daily life. With Temenos, we can safely test more effective methods of relating with others.

At the Jax2014 conference Olaf Lewitz and Christine Neidhardt ran a Temenos workshop with 275 ppls. supported by several co-facilitators. I was one of them.

Size: 275 ppl.
Industry: Software Development

: Zach Dischner, via flickr.com, .

       

Business: ,
Skills needed:
Reading Time: 2 minutes
Project ID: 1525
Project:

LEGO Serious Play Workshop — Consumer Health Regulary Affairs (Pharma)

Time 03/2014
Duration: 1 day workshop; 2 days preparation
Role: Facilitator / Moderator
Size: 60 ppl.
Abstract: Reading Time: 2 minutes Facilitating a LEGO Serious Play Workshop: Consumer Health Regulary Affairs (Pharma). After merging the independent national regulation affairs departments to one global department, the challenge for the employes was to identify new ways of collaboration and to define steps necessary to set up this new mindset.
Description: Recently, an international pharmaceuticals company had merged all country-separated consumer health regulary affairs departments to one national-wide corporate-wide department.
In behave of an external agency I facilitated with a co-facilitator a LEGO Serious Play workshop (6 tables with 10 ppl. each).
All former country representatives came together to identify new ways of collaboration in the new future organisational structure.After a warm-up exercise fiddling with the LEGO bricks the participants ran the Lego Serious Play method on two levels of abstraction: individual/personal one, and new department-wide.

Lego Serious Play 1a: “Individual Models — Personal Core Competence”

The participants on each table were asked to build a personal model of their most important personal core competence. At each table, all participants shared their stories by explaining their models built.

 

Individual Model

LEGO Serious Play Workshop: Building Personal Competences ((Since the customer asked not to publish photos, the pictures on this page are topic related taken from other LSP workshops.))

 

Lego Serious Play 1b: “Individual Models — New Collaboration in the Future”

The participants on each table were asked to build a model of their personal view how they could collaborate in the new organisational structure. At each table, all participants shared their stories by explaining their models built.

 

LEGO Serious Play Workshop

 

Lego Serious Play 2a: “Shared Models — New Collaboration in the Future”

The participants on each table built a shared model out of the individual models on the table to answer the question: “How should we collaborate in the Future?”. At each table, all participants agreed to one common meaning of the model built.

 

Shared Modell

 

Lego Serious Play 2b: “Shared Models — New Collaboration: Next Steps”

Each group/table presented their interpretation in the plenum. Next steps were defined and collected at a flip chart.

Industry: Pharma

: Rodrigo Senna, via flickr.comPlays -In-Business.comMTarnowski, .

       

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

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

Time: 03/2014 - 06/2014
Role: Developer
Abstract: Reading Time: < 1 minute “The Drama Game” is a Story Telling Game to identify stakeholders behaviours and hidden expectations. Playing the game in retrospectives creates a shared understandings of events and incidents 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 to identify stakeholders behaviours and hidden expectations. Playing the game in retrospectives creates a shared understandings of events and incidents happened in the Product Development Life Cycle.
See more at: http://bit.ly/TheDramaGame
The game was presented at
Agile Coach Camp Germany 2014, Jun. 2014, Germany
#wisp14, Work is Play, Belgium
Industry: n.a
Standard / model applied: n.a
Size: n.a.
 
       

2013

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

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

Time: 12/2013 - 01/2014
Role: Designer, Developer
Abstract: Reading Time: < 1 minute “Product Owner Challenge” is a agile game with Lego bricks. 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. 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 precise 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 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
#t4at14, Oct. 2014, Germany
Industry: n.a
Standard / model applied: n.a
Size: n.a.
 
       

2012

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

Process & Safety Management — SW-Development Air Traffic Management

Time 08/2012
Duration: 05/2012-11/2013
Role: Process & Safety Manager
Abstract: Reading Time: 2 minutes Implementing a DO-178B, DO-178C/ED-12C compliant software development process model for air traffic management systems developer. Moderating, and documenting 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 an individual customisation.The challenges for the devteam of my client were

  • to implement all operational procedures valid for the target airspace (80% functionality of the system to be rebuild).
  • to keep the existing system architecture design;
  • to fulfill operational safety requirements for the existing and added/rebuilded functionality system-wide;
  • to setup a 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 external consultant was

  • to design, implememnt, and document for the project a system development process with all artefacts needed to be n 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 devteam in applying the new/changed processes (Coaching).

Safety Management Responsibilities

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

  • repeatedly 5-Why-Questions drilled down from architectual design, code (component, modul level implementation)
  • imaginating worst case scenarios: "What is the consequence if function X /code segment Y in module Z fails?", or "Which components/functional code have 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 artefacts needed for DOD/ED compliance.
Industry: Aviation / Air Traffic Management

: JoJo 77, via flickr.com, .

       

Business: , ,
Skills needed: , , ,
Reading Time: < 1 minute
Project ID: 176
Project:

LEGO Serious Play Workshop — Coaching / Team Development (TelCom)

Time 05/2012
Duration: 1 days workshop; 6 days preparation, wrap-up
Abstract: Reading Time: < 1 minute An international Germany-based telecommuncation company asked to foster the togetherness of the devteam. In a LEGO Serious Play workshop the participants identified each others individual goals and desires. From this next-steps were identified needed to implement the next day on the workplace all insights.
Role: Agile Coach / LEGO Serious Play Facilitator
Description: An international Germany-based telecommuncation company asked to foster the togetherness of a devteam.
In the workshop the participants identified each others individual goals and desires.
From this, they derived their individual motivations to collaborate within the group.
The participants agreed on common acceptable regulations within the team and next-steps needed to implement the next day on the workplace all insights.
Industry: Telecommunication
QM model applied: LEGO Serious Play Method
Project size: Agile customer devteam (4 participants).

: MTarnowski, .

       

2011

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

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

Time 03/2011
Abstract: Reading Time: < 1 minute Re-Engineering of functional requirements, test scenarios and test cases for a video camera driver assistant system.
Duration: 03/2011 - 08/2011
Role: Agile Coach, Scrum Master, Team-Lead
Description: An international automotive supplier builds a video camera driver assistant system. Within the last years new functionality was added to the overall system to satisfy the needs of different OEMs. The OEMs dev team developed the software with the agile Scrum framework.
Over the years the documentation (requirements, architecture and implementation, test cases) became obsolete.An external company was asked to setup a team of embedded system developers and testers to analyse the code (C++) and to redesign functional requirements, test scenarios and test cases. This team was also setup as a Scrum team.My role was twofold: 1) as Scrum Master I defined with my team the weekly deliveries (analysis results) for the OEM; 2) agile coach for the team; and 3) for the direct contractor and the OEM I was the contact 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 needed: , , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 29
Project:

Galileo Satellite Project — Leverage CMMI Systems Engineering

Time 03/2018
Duration: 03/2008 - 08/2009
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 an european Avionics and Space Company was faced to improve some of their product development processes: Req. Engineering, Project Mgmt, and Quality Mgmt to CMMI Dev.1.2 Level 2. Since the project developed an ionic beam thruster device for the ESA Gallieo Satellite Program, the challenge was to fulfil 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 frameworks:

  • the management on corporate level asked for CMMI Dev. 1.2 Level2 readiness of Req. Eng. (REQM, RD), Project (PM) and Quality Management (PPQA);
  • on 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, .

       

Business: , ,
Skills needed: , , , , , , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 1563
Project:

Training Development: "Benefits of using CMMI for Programmable Electronic Systems in Maritime" (1-day training)

Time 02/2014
Duration: 02/2008 - 03/2008
Role: Conceptual design and realisation of the training (english): content, slides, methods.
Abstract: Reading Time: < 1 minute For the maritime business branch I developed a customer training to illustrate benefits and application of CMMI process areas in developing programmable electronic systems (PES) in building ships.
Description: For the maritime business branch I developed a customer training to illustrate benefits and application of CMMI in the development of programmable electronic systems (PES) for maritime purposes.
The training covered the description of CMMI process areas and principles, quality and cost benefits of using CMMI in shipyards and ship constructions.
Lateron I was trainer/speaker in the trainings.
Industry: Maritime IT consultancy (DNV ITGS und DNV Maritime)

: Rennett Stowe, via flickr.com, .

       

2007

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

Supplier-Assessment Automotive SPICE®

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.
Description: Selected projects of an automotive supplier (car lightning systems) were assessed in an external iNTACS-complainte Automotive SPiCE Level 2 assessment. Assessed were the development processes (extended HIS standard) of developement facilities in Germany, 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 needed: , , , , , ,
Reading Time: < 1 minute
Project ID: 1573
Project:

Design and Development of Configurations Management Trainings — Aerospace

Time 03/2007
Duration: 03/2007 - 04
Role: Consultancy
Abstract: Reading Time: < 1 minute Design and development of configurations management trainings for the rollout of CMMI Dev. 1.2 Level 2 compliant CM processes.
Description: The configuration management processes of all european software development facilities had to be standardised according to CMMI Dev. 1.2 CM Level 2.
My task was to design and develop the CM trainings classes for the rollout.
Industry: Aerospace
QM Model applied: CMMI Dev. 1.2 Level 2
Size: 10 ppl.

: Joshua Davis, via flickr.com, .

       

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

Radar & Radio Navigation Systems — Leverage CMMI L2 Systems Engineering

Time 03/2007
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 Project (Radar & Radio Navigation Systems)
Description: For the german facility developing radar, radio, and navigation systems for international armed forces five development projects were chosen within a gap analysis as pilots for process areas to be improved:

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

As the CMMI consultant on-site, my assignments were

  • coordinate the on-site, local, 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 needed: , , , , , , ,
Reading Time: < 1 minute
Project ID: 1580
Project:

Business Development: Organisational Change Management Consultancy (OCM)

Time 02/2007
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); setup skill competencies, internal and external trainings, and collection of methods and tools.
Description: To establish the new business field Organisational Change Management (OCM) I was as national contact person and subject matter expert in charge to develop skill competencies, internal and external trainings, and to set up a consultancy collection of methods and tools.
Size: 60 colleagues (DNV ITGS Germany; 460 international colleagues)

: Chris Fithall, via flickr.com, .

       

2006

Business: ,
Skills needed: , , , , , , , ,
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 ( tracebility within documents/DOORS db) and further potential improvements on process level.
Time 05/2006
Duration: 05/2006
Role: Consultancy
Description: An international automotive supplier asked to inspect the systems requirements engineering and management processes of their climate control systems development branch.Objects under inspection were: requirements and design documentation, DOORS database, and working procedures, resp. process descriptions.
CMMI Dev.1.2 (REQM, RD), level 2, was chosen as reference model.

Primary goals were to identify recommendations improvements on artefacts level (tracebility within documents/DOORS db) and further potential improvements on process and workplace level.

The final management presentation showed minor improvements on artefact level and major improvement possibilities in adopting Scrum as new 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 needed: , , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 1612
Project:

Training Development „ISO 15504 for System Engineers“ (3 days training)

Time 04/2006
Duration: 04/2006 - 05/2006
Abstract: Reading Time: < 1 minute Conceptual design (content, slides, methods) and realisation of a 3 day training (english) „ISO 15504 for System Engineers“.
Role: Designer and Trainer
Description: Conceptual design (content, slides, methods) and realisation of a 3 day training (english) „ISO 15504 for System Engineers“. The training presents ISO 15504 Process Reference Model (PRM), Process Assessment Model (PAM) in details for system engineers (HW/SW embedded systems development).
Industry: IT management & service consultancy (DNV ITGS)

: U.S. Army Corps of Engineers Europe District, via flickr.com, .

       

Business:
Skills needed: , ,
Reading Time: < 1 minute
Project ID: 1614
Project:

Training Development „ISO 15504 for Managers“ (1 day training)

Time 04/2006
Duration: 04/2006 - 05/2006
Abstract: Reading Time: < 1 minute Conceptual design (content, slides, methods) and realisation of a 3 day training (english) „ISO 15504 for Managers“.
Role: Designer and Trainer
Description: Conceptual design (content, slides, methods) and realisation of a 1 day training (english) „ISO 15504 for Managers“. The training presents ISO 15504 Process Reference Model (PRM), Process Assessment Model (PAM) and cost/benefits ratio in details for C-level managers.
Industry: IT management & service consultancy (DNV ITGS)

: U.S. Army Corps of Engineers Europe District, via flickr.com, .

       

Business: ,
Skills needed: , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 1610
Project:

Training Development „Automotive SPICE® for System Engineers“ (3 days training)

Time 04/2006
Duration: 04/2006 - 05/2006
Abstract: Reading Time: < 1 minute Conceptual design (content, slides, methods) and realisation of a 3 day training (english) „Automotive SPICE® for System Engineers“.
Role: Designer, trainer.
Description: Conceptual design (content, slides, methods) and realisation of a 3 day training (english) „Automotive SPICE® for System Engineers“. The training presents Automotive SPICE® Process Reference Model (PRM), Process Assessment Model (PAM) in details for system engineers (HW/SW embedded systems development).
Industry: IT management & service consultancy (DNV ITGS)

: U.S. Army Corps of Engineers Europe District, via flickr.com, .

       

Business: ,
Skills needed: , , , , , , , ,
Reading Time: < 1 minute
Project ID: 1591
Project:

Training Development „Automotive SPICE® for Managers“ (1 day training)

Time 04/2006
Duration: 04/2006 - 05/2006
Abstract: Reading Time: < 1 minute Conceptual design (content, slides, methods) and realisation of a 3 day training (english) „Automotive SPICE® for Managers“.
Role: Designer, trainer.
Description: Conceptual design (content, slides, methods) and realisation of a 1 day training (english) „Automotive SPICE® for Managers“. The training presents Automotive SPICE® Process Reference Model (PRM), Process Assessment Model (PAM) and cost/benefits ratio in details for C-level managers.
Industry: IT management & service consultancy (DNV ITGS)

: U.S. Army Corps of Engineers Europe District, via flickr.com, .

       

Business:
Skills needed: , , , , , , , , ,
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 an US-based automotive OEM.
Description: An US-based automotive OEM started to optimise the embedded systems development processes on corporate level to CMMI Dev. 1.2 Level 2.

To steer the improvement activities in the development centers Germany, Sweden, and US a Software Engineering Process Group (SEPG) was established with action groups headed by an external subject matter expert for each of the CMMI process areas

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

Pilot projects were chosen to test and optimise improvements and to coach employees.

I was in charge as team lead and subject matter expert for process groups REQM, RD in international development centers Germany, Sweden, 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 needed: , , , , , , ,
Reading Time: < 1 minute
Project ID: 1601
Project:

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

Time 02/2006
Duration: 02/2006 - 12/2007
Abstract: Reading Time: < 1 minute The Germany located IT department of an international Postal and Logistics Service Provider was challenged to pass a CMMI Dev. 1.2 Level 2 appraisal. At the same time the overall IT maintenance and operation processes run according to ITIL 2.0 with quarterly planned release and update cycles.
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 Germany located IT department of an international Postal and Logistics Service Provider was challenged to pass a CMMI Dev. 1.2 Level 2 appraisal.
At the same time the overall IT maintenance and operation processes run according to ITIL 2.0 with quarterly planned release and update cycles.For the department responsible to manage and distribute all IT system changes to all agency bureaus and offices national-wide, my appointment was together with some colleges to leverage the requirements engineering processes to REQM/RD.

There was a kind of cultural clash. On department level the requirements managing team worked in the past like order managers. They accepted or rejected change orders from the several business divisions, prioritised them and assigned the to existing IT systems. Then the change order were passed to the IT developer teams.
In CMMI requirements engineering & managing processes accompanies the complete development/change project. They start with requirement gathering and elicitation at the beginning and passes then to design, implementation, and validation/verification criteria.

After a CMMI REQM/RD training and several discussions the requirements managing team member were motivated to work in the new way.

QM Model applied: CMMI dev. 1.2 Level 2, REQM, RD
ITIL
Size:
  • 20 ppl in the requirements managing team;
  • 50 ppl in the IT devteams and interfacing to ITIL release management;
  • additional external consultants,
  • and internal contacts to the corporate improvement program and upper management.
Industry: Logistics Service Provider

: Deutsche Post DHL, via flickr.com, .

       

2004

Business:
Skills needed: ,
Reading Time: < 1 minute
Project ID: 2031
Project:

Training Development: "Certified Tester Foundation Level"

Time 04/2004
Abstract: Reading Time: < 1 minute Conceptual design and realisation of "Certified Tester Foundation Level" training course (english): content, slides, methods. Content according to iNTACS training syllabus.
Duration: 04/2004 - 05/2004
Role: Trainer/speaker
Description: Conceptual design and realisation of the training (english): content, slides, methods. Content according to iNTACS training syllabus.
Size: n.a.
Industry: IT consultancy

: Lachlan Hardy, via flickr.com, .

       

Business:
Skills needed: , , , , , , , , , , ,
Reading Time: 2 minutes
Project ID: 1626
Project:

Steering Driver Assistance System — Leveraging SPiCE Level 2

Time 02/2004
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 PM.
Abstract: Reading Time: 2 minutes Leveraging a development project for a steering driver assistance system to ISO 15504 (SPiCE) Level 2.
Description:

General Overview

An international Germany-based automotive OEM decided according to corporate guidelines and IT-goverance regulations to take all corporate-belonging component development plants as "suppliers".

To assure a high product quality the corporate quality assurance department asked the corporate-belonging facility developing a steering driver assistance system to improve their SW- and HW development processes in respect to achieve ISO 15504 (SPiCE) Level 2 within a year.

Challenges

Challenges when starting:

  • At the begining there did not exist any distinctive SW development processes. Even though, the process maturity had to be leveraged to level 2.
  • The process model to be implemented had to incorporate at the same time SW- and HW-development processes satisfying ISO 15504 Level 2 objectives.
    In detail: Project Management & Control, Quality Management & Assurance, Configuration Management, Requirements Management, SW Design/Implementation, Testing.
  • According to corporate guidelines all external suppliers and sub-contractors of the project had to be leveraged to SPiCE Level 1 at the same time.

Resulting Approach

To face these challenges, I implemented with all the project team members

  • A process model with iterations, identified phases and synchronisation points/gateways to support SW and HW development activities running in paralell.
  • A light-weight, flexible project internal change control process to estimate change efforts and to accept/reject change requests.
  • Tool-supported (Telelogic CM Synergy) configuration management 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 check lists to assure project internal quality for all project artefacts: documents, MathLab-Simulink models, and generated C code.
Industry: Automotive, OEM
QM model applied: ISO 15504 (SPiCE)
Size: 100 ppls: project, supplier, sub-contractors, and OEM corporate.

: Phil Desveaux via Flickr.com, .

       

2003

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

Authoring Marketing-Portal User Help Files for Large German Airline

Time 08/2003
Abstract: Reading Time: < 1 minute Authoring a marketing portal user help files for large german airline.
Duration: 08/2003
Role: Author, Designer
Description: Authoring a marketing portal user help files for large german airline. The portal was used for communication and interaction with associated advertising agencies.
Size: 10 ppl.
Industry: Airline, Touristic

: Vyacheslav Argenberg, via flickr.com, .

       

2002

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

Railway Ticket Marketing System - IT Operational Quality Management & Assurance

Time 03/2002
Abstract: Reading Time: < 1 minute Supporting the IT development projects in the business area of Railway Ticketing Marketing System with operational QM/QA activities and evaluation in respect to possible improvements.
Duration: 03/2002 - 06/2002
Role: Auditor, Assessor
Description: For an international logistics and railway company I supported the IT development projects in the business area of Railway Ticketing Marketing System. I supported the projects with operational QM/QA activities and evaluated them in respect to 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 needed: , , , , , ,
Reading Time: < 1 minute
Project ID: 2157
Project:

Railway Routeing - IT Operational Quality Management & Assurance

Time 03/2002
Abstract: Reading Time: < 1 minute Supporting the IT development projects in the business area of routeing with operational QM/QA activities and evaluation in respect to possible improvements.
Duration: 03/2002 - 06/2002
Role: Auditor, Assessor
Description: For an international logistics and railway company I supported the IT development projects in the business area of routeing. I supported the projects with operational QM/QA activities and evaluated them in respect to possible improvements.
QM Model applied: Tailoring of CMM
Size: 10 ppl.
Industry: Logistics, Railway

: Ian Sane, via flickr.com, .

       

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

Callcenter/Fulfillment - IT Operational Quality Management & Assurance

Time 03/2002
Abstract: Reading Time: < 1 minute Supporting the IT development projects in the business area of call center/fulfillment with operational QM/QA activities and evaluation in respect to possible improvements.
Duration: 03/2002 - 06/2002
Role: Auditor, Assessor
Description: For an international logistics and railway company I supported the IT development projects in the business area of call center/fulfillment. I supported the projects with operational QM/QA activities and evaluated them in respect to 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 needed: , , , , , ,
Reading Time: < 1 minute
Project ID: 2262
Project:

Concept Development & Implementation of a Knowledge Management System

Time 03/2002
Abstract: Reading Time: < 1 minute For an international logistics and railway 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 touristics company I supported the IT department in a developed a concept and evaluation scheme for a QM Handbook Intranet-Portal Solution.

  • Creating requirements catalogue
  • 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 needed: , , , , , ,
Reading Time: < 1 minute
Project ID: 2191
Project:

Concept Development & Implementation of a Knowledge Management System

Time 03/2002
Abstract: Reading Time: < 1 minute For an international logistics and railway 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 touristics company I supported the IT department in developing a concept and evaluation scheme for a QM Handbook Intranet-Portal Solution.

  • 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 needed: , , , , , ,
Reading Time: < 1 minute
Project ID: 2053
Project:

Establishing Staff Unit "Quality Assurance" on CIO-Level

Time 02/2002
Abstract: Reading Time: < 1 minute Defining the operational structure and establishing a staff unit "Quality Assurance" on CIO level to start quality management and monitoring activities in all IT projects (in-house and outsourced ones).
Duration: 02/2002 - 06/2003
Role: Consultant, Coach
Description: The CIO Passenger Traffic of an international logistics and railway company wanted to support and improve the effectives of the IT projects and services running as well in-house and the outsourced one.
Together with a colleague I established a staff unit "Quality Assurance" on CIO level to start quality management and monitoring activities in all IT projects (in-house and outsourced ones).

In detail we

  • defined a quality management process framework as a best of 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: 500 ppl.
Industry: Logistics, Railway

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

       

2001

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

SWOT- Assessment QM on Department Level

Time 08/2001
Abstract: Reading Time: < 1 minute For a reinsurance company I assessmed six internal IT systems/projects regarding process strengths, weaknesses, and opportunities.
Duration: 08/2001 - 09/2001
Role: Auditor, Assessor
Description: For a reinsurance company I assessmed 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 needed: , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 2233
Project:

PIN Authorisation System - IT Operational Quality Management & Assurance

Time 02/1999
Abstract: Reading Time: < 1 minute Supporting the IT system "PIN Authorisation System" with operational QM/QA activities.
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 "PIN Authorisation System" 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

: Kev, via flickr.com, .

       

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

SAP Data Warehouse - IT Operational Quality Management & Assurance

Time 02/1999
Abstract: Reading Time: < 1 minute Supporting the IT system "SAP Data Warehouse" with operational QM/QA activities.
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 needed: , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 2213
Project:

Acquirer Payment Gateway - IT Operational Quality Management & Assurance

Time 02/1999
Abstract: Reading Time: < 1 minute Supporting the IT system "Acquirer Payment Gateway" with operational QM/QA activities.
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 needed: , , , , , , , , ,
Reading Time: < 1 minute
Project ID: 2200
Project:

Establishing Staff Unit "Quality Assurance" on Corporate Level

Time 02/1999
Abstract: Reading Time: < 1 minute Defining the operational structure and establishing a staff unit "Quality Assurance" on corporate level to start quality management and monitoring activities in all IT projects.
Duration: 02/1999 - 05/2001
Role: Consultant, Coach
Description: In consequence of Y2K issue a credit card issuer established a staff unit "Quality Assurance" on corporate level.
The objectives were to ensure Y2K readiness and assess Y2K effectivness in the first run and to support IT changes and development in the future in all quality managemenet issues.

In detail we

  • defined a quality management process framework as a best of 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, .

       



Projects by Industries

(Agile) SW-Development

2016
Project ID: 8712
Team Building & Collaboration of Product Owners
My mandate was to support a PO team to achieve better personal acknowledgement and to foster their internal collaboration.

2014
Project ID: 1545
Team Building Workshop with Agile Games and LEGO Serious Play
Facilitating a team building workshop with Agile Games and LEGO Serious Play. An agile software company wanted to identify and bolster up the internal power of the devteam members again: "Identify your team power & your power team"

2012
Project ID: 1551
Process & Safety Management — SW-Development Air Traffic Management
Implementing a DO-178B, DO-178C/ED-12C compliant software development process model for air traffic management systems developer. Moderating, and documenting safety workshops.

2012
Project ID: 176
LEGO Serious Play Workshop — Coaching / Team Development (TelCom)
An international Germany-based telecommuncation company asked to foster the togetherness of the devteam. In a LEGO Serious Play workshop the participants identified each others individual goals and desires. From this next-steps were identified needed to implement the next day on the workplace all insights.

2006
Project ID: 32
Improvement 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 ( tracebility within documents/DOORS db) and further potential improvements on process level.

Aerospace & Air Traffic Mgmt

2014
Project ID: 1510
LEGO Serious Play Workshop: "IT Goverance & PMI certification" — Airline
Faciliating a LEGO Serious Play Workshop "IT Goverance & PMI certification" — Create commitment of 70 project managers to adopt the new organsiational PMI certification program; define next steps to support the implementational program rollout.

2012
Project ID: 1551
Process & Safety Management — SW-Development Air Traffic Management
Implementing a DO-178B, DO-178C/ED-12C compliant software development process model for air traffic management systems developer. Moderating, and documenting safety workshops.

2008
Project ID: 29
Galileo Satellite Project — Leverage CMMI Systems Engineering
A high-innovative R&D project of an european Avionics and Space Company was faced to improve some of their product development processes: Req. Engineering, Project Mgmt, and Quality Mgmt to CMMI Dev.1.2 Level 2. Since the project developed an ionic beam thruster device for the ESA Gallieo Satellite Program, the challenge was to fulfil the objectives of the European Space Agency Standard (ECSS) on the one side and the corporate objectives CMMI L2 on the other side.

2007
Project ID: 1573
Training Development: Configuration Mgt Trainings — Aerospace
Design and development of configurations management trainings for the rollout of CMMI Dev. 1.2 Level 2 compliant CM processes.

2003
Project ID: 2045
Authoring Marketing-Portal User Help Files for Large German Airline
Authoring a marketing portal user help files for large german airline.

Agile Games / Gamification

2015
Project ID: 8803
Agile Coaching Tools Development: Agile Game “Product Owner Challenge 2.0"
"Product Owner Challenge" is an agile game played with Lego bricks to demonstrate a waterfall-driven product development the agile mindset.

2015
Project ID: 8807
Agile Coaching Tools Development: "Team Charter Canvas"
The team charter canvas is a perfect tool to reflect in more depth about team values, norms, chartering, and team culture.

2015
Project ID: 8785
Agile 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 understandings of events and incidents happened in the Product Development Life Cycle.

2014
Project ID: 1547
Agile Coaching Tools Development: Agile Game “The Drama Game"
“The Drama Game” is a Story Telling Game to identify stakeholders behaviours and hidden expectations. Playing the game in retrospectives creates a shared understandings of events and incidents happened in the Product Development Life Cycle.

2013
Project ID: 1549
Agile Coaching Tools Development: Agile Game “Product Owner Challenge"
“Product Owner Challenge” is a agile game with Lego bricks. 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.

Airline

2014
Project ID: 1510
LEGO Serious Play Workshop: "IT Goverance & PMI certification" — Airline
Faciliating a LEGO Serious Play Workshop "IT Goverance & PMI certification" — Create commitment of 70 project managers to adopt the new organsiational PMI certification program; define next steps to support the implementational program rollout.

2003
Project ID: 2045
Authoring Marketing-Portal User Help Files for Large German Airline
Authoring a marketing portal user help files for large german airline.

Automotive

2019
Project ID: 13387
Scrum Master in Automotive Driver Assistance Systems Development
Scrum Master in automotive driver assistance systems development. Supporting and coaching a DevTeam with Product Owner in Scrum, agile ceremonies.

2018
Project ID: 9909
Executive Management Coaching in Software Process Improvement and Lean/Agile Principles
Executive management coach (head, upper, and middle management of SW department) and agile coach on teeam level (2 feature teams, 2 traditional teams). Introducing new methods and tools: system thinking, design thinking, value strem mapping, agile and lean SW development, agile values, Kanban, Scrum,

2016
Project ID: 9661
Strategy-Workshop — Visioning The Future of After Sales (Automotive, LEGO Serious Play)
Facilitating a large group EGO Serious Play workshop: management, team and project leader of the Afte Sales Depart. of a hugh german automotive OEM came together to envision and discuss future trends in "2021". A visioning and brand building workshop with LEGO.

2016
Project ID: 9183
Levering Automotive Suppliers SQA Processes
Levering Automotive Suppliers QA Processes to Automotive SPICE Level 2.

2014
Project ID: 1538
LEGO Serious Play Workshop — Creating Strategy (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
Project ID: 182
Re-Engineering Functional Requirements and Testability of Driver Assistentance Video System — (Image Processing)
Re-Engineering of functional requirements, test scenarios and test cases for a video camera driver assistant system.

2007
Project ID: 196
Supplier-Assessment Automotive SPICE®
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.

2006
Project ID: 32
Improvement 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 ( tracebility within documents/DOORS db) and further potential improvements on process level.

2006
Project ID: 1610
Training Development „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
Project ID: 1591
Training 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
Project ID: 1618
Improving Electronics & Embedded Systems Development on Corporate Level — CMMI REQM L2
Improving Electronics & Embedded Systems Development on Corporate Level (CMMI REQM Level 2) for an US-based automotive OEM.

2004
Project ID: 1626
Steering Driver Assistance System — Leveraging SPiCE Level 2
Leveraging a development project for a steering driver assistance system to ISO 15504 (SPiCE) Level 2.

Coaching

2014
Project ID: 2023
Temenos 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.

Defense

2007
Project ID: 40
Radar & Radio Navigation Systems — Leverage CMMI L2 Systems Engineering
Leverage CMMI L2 Systems Engineering Project (Radar & Radio Navigation Systems)

Finance

1999
Project ID: 2233
PIN Authorisation System - IT Operational Quality Management & Assurance
Supporting the IT system "PIN Authorisation System" with operational QM/QA activities.

1999
Project ID: 2223
SAP Data Warehouse - IT Operational Quality Management & Assurance
Supporting the IT system "SAP Data Warehouse" with operational QM/QA activities.

1999
Project ID: 2213
Acquirer Payment Gateway - IT Operational Quality Management & Assurance
Supporting the IT system "Acquirer Payment Gateway" with operational QM/QA activities.

1999
Project ID: 2200
Establishing Staff Unit "Quality Assurance" on Corporate Level
Defining the operational structure and establishing a staff unit "Quality Assurance" on corporate level to start quality management and monitoring activities in all IT projects.

Insurance

2001
Project ID: 2247
SWOT- Assessment QM on Department Level
For a reinsurance company I assessmed six internal IT systems/projects regarding process strengths, weaknesses, and opportunities.

IT Management Consultancy

2008
Project ID: 1563
Training Development: "Benefits of using CMMI for Programmable Electronic Systems in Maritime" (1-day training)
For the maritime business branch I developed a customer training to illustrate benefits and application of CMMI process areas in developing programmable electronic systems (PES) in building ships.

2007
Project ID: 1580
Business Development: Organisational Change Management (OCM) consultancy
Establishing the new business field Organisational Change Management (OCM); setup skill competencies, internal and external trainings, and collection of methods and tools.

2002
Project ID: 2191
Concept Development & Implementation of a Knowledge Management System
For an international logistics and railway company I developed a concept and evaluation scheme for a QM Handbook Intranet-Portal Solution.

LEGO Serious Play

2016
Project ID: 9661
Strategy-Workshop — Visioning The Future of After Sales (Automotive, LEGO Serious Play)
Facilitating a large group EGO Serious Play workshop: management, team and project leader of the Afte Sales Depart. of a hugh german automotive OEM came together to envision and discuss future trends in "2021". A visioning and brand building workshop with LEGO.

2016
Project ID: 8712
Team Building & Collaboration of Product Owners
My mandate was to support a PO team to achieve better personal acknowledgement and to foster their internal collaboration.

2014
Project ID: 1510
LEGO Serious Play Workshop: "IT Goverance & PMI certification" — Airline
Faciliating a LEGO Serious Play Workshop "IT Goverance & PMI certification" — Create commitment of 70 project managers to adopt the new organsiational PMI certification program; define next steps to support the implementational program rollout.

2014
Project ID: 1545
Team Building Workshop with Agile Games and LEGO Serious Play
Facilitating a team building workshop with Agile Games and LEGO Serious Play. An agile software company wanted to identify and bolster up the internal power of the devteam members again: "Identify your team power & your power team"

2014
Project ID: 1538
LEGO Serious Play Workshop — Creating Strategy (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.

2014
Project ID: 1525
LEGO Serious Play Workshop — Consumer Health Regulary Affairs (Pharma)
Facilitating a LEGO Serious Play Workshop: Consumer Health Regulary Affairs (Pharma). After merging the independent national regulation affairs departments to one global department, the challenge for the employes was to identify new ways of collaboration and to define steps necessary to set up this new mindset.

2012
Project ID: 176
LEGO Serious Play Workshop — Coaching / Team Development (TelCom)
An international Germany-based telecommuncation company asked to foster the togetherness of the devteam. In a LEGO Serious Play workshop the participants identified each others individual goals and desires. From this next-steps were identified needed to implement the next day on the workplace all insights.

Logistics

2006
Project ID: 1601
Logistics Service Provider — Leverage IT-Requirements Engineering (CMMI Level 2)
The Germany located IT department of an international Postal and Logistics Service Provider was challenged to pass a CMMI Dev. 1.2 Level 2 appraisal. At the same time the overall IT maintenance and operation processes run according to ITIL 2.0 with quarterly planned release and update cycles.

2002
Project ID: 2169
Railway Ticket Marketing System - IT Operational Quality Management & Assurance
Supporting the IT development projects in the business area of Railway Ticketing Marketing System with operational QM/QA activities and evaluation in respect to possible improvements.

2002
Project ID: 2157
Railway Routeing - IT Operational Quality Management & Assurance
Supporting the IT development projects in the business area of routeing with operational QM/QA activities and evaluation in respect to possible improvements.

2002
Project ID: 2067
Callcenter/Fulfillment - IT Operational Quality Management & Assurance
Supporting the IT development projects in the business area of call center/fulfillment with operational QM/QA activities and evaluation in respect to possible improvements.

Maritime

2008
Project ID: 1563
Training Development: "Benefits of using CMMI for Programmable Electronic Systems in Maritime" (1-day training)
For the maritime business branch I developed a customer training to illustrate benefits and application of CMMI process areas in developing programmable electronic systems (PES) in building ships.

Organisational Change Mgmt (OCM)

2007
Project ID: 1580
Business Development: Organisational Change Management (OCM) consultancy
Establishing the new business field Organisational Change Management (OCM); setup skill competencies, internal and external trainings, and collection of methods and tools.

Pharma

2014
Project ID: 1525
LEGO Serious Play Workshop — Consumer Health Regulary Affairs (Pharma)
Facilitating a LEGO Serious Play Workshop: Consumer Health Regulary Affairs (Pharma). After merging the independent national regulation affairs departments to one global department, the challenge for the employes was to identify new ways of collaboration and to define steps necessary to set up this new mindset.

Project Management

2014
Project ID: 1510
LEGO Serious Play Workshop: "IT Goverance & PMI certification" — Airline
Faciliating a LEGO Serious Play Workshop "IT Goverance & PMI certification" — Create commitment of 70 project managers to adopt the new organsiational PMI certification program; define next steps to support the implementational program rollout.

Railway

2002
Project ID: 2169
Railway Ticket Marketing System - IT Operational Quality Management & Assurance
Supporting the IT development projects in the business area of Railway Ticketing Marketing System with operational QM/QA activities and evaluation in respect to possible improvements.

2002
Project ID: 2157
Railway Routeing - IT Operational Quality Management & Assurance
Supporting the IT development projects in the business area of routeing with operational QM/QA activities and evaluation in respect to possible improvements.

2002
Project ID: 2067
Callcenter/Fulfillment - IT Operational Quality Management & Assurance
Supporting the IT development projects in the business area of call center/fulfillment with operational QM/QA activities and evaluation in respect to possible improvements.

2002
Project ID: 2053
Establishing Staff Unit "Quality Assurance" on CIO-Level
Defining the operational structure and establishing a staff unit "Quality Assurance" on CIO level to start quality management and monitoring activities in all IT projects (in-house and outsourced ones).

Telecommunication

2012
Project ID: 176
LEGO Serious Play Workshop — Coaching / Team Development (TelCom)
An international Germany-based telecommuncation company asked to foster the togetherness of the devteam. In a LEGO Serious Play workshop the participants identified each others individual goals and desires. From this next-steps were identified needed to implement the next day on the workplace all insights.

Touristics

2002
Project ID: 2262
Concept Development & Implementation of a Knowledge Management System
For an international logistics and railway company I developed a concept and evaluation scheme for a QM Handbook Intranet-Portal Solution.

Training

2008
Project ID: 1563
Training Development: "Benefits of using CMMI for Programmable Electronic Systems in Maritime" (1-day training)
For the maritime business branch I developed a customer training to illustrate benefits and application of CMMI process areas in developing programmable electronic systems (PES) in building ships.

2007
Project ID: 1573
Training Development: Configuration Mgt Trainings — Aerospace
Design and development of configurations management trainings for the rollout of CMMI Dev. 1.2 Level 2 compliant CM processes.

2006
Project ID: 1612
Training Development „ISO 15504 for System Engineers“ (3 days training)
Conceptual design (content, slides, methods) and realisation of a 3 day training (english) „ISO 15504 for System Engineers“.

2006
Project ID: 1614
Training Development „ISO 15504 for Managers“ (1 day training)
Conceptual design (content, slides, methods) and realisation of a 3 day training (english) „ISO 15504 for Managers“.

2006
Project ID: 1610
Training Development „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
Project ID: 1591
Training 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“.

2004
Project ID: 2031
Training Development: "Certified Tester Foundation Level"
Conceptual design and realisation of "Certified Tester Foundation Level" training course (english): content, slides, methods. Content according to iNTACS training syllabus.



Conference Talks, Workshops & Public Meetups

 

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

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Happy Salmon #p4a18
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Crowd Event Happy Salmon at #play14, 2018
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p4a17 - PlayApplication
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Acting: Character Creation with Lego Serious Play and Moving Motivators
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LEGO Serious Play® – Building Metaphors
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LEGO Serious Play® – Playing Emergence & Decisions
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LEGO Serious Play® – Building Landscapes
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Playpplication for P4A15
Why I want to be part of it again My...
"Zwietracht am Brunnen"
park in progress, Stadtlabor unterwegs in den Wallanlagen - Brunnenfest...
POChallenge -- Product Owner Challenge Game
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Business Process Modeling with LEGO, Balls, and Strings
At #play14, 14.-16.Mar.2014, Luxembourg, Virgina Anderson facilitated an open space...
Luise & Mathilde
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