Janko Böhm
Agile Coach in the SAP/S4 Migration Program Organization and Agile Transformation Coach
Erfahrungen
Okt. 2022 - Aug. 2024
1 Jahr 11 Monaten Freiburg im Breisgau, Deutschland
Agile Coach in the SAP/S4 Migration Program Organization and Agile Transformation Coach
Haufe Group SE
- Migration of all business processes of the Haufe Group from an SAP ECC R/3 Solution on SAP S/4 OnPrem incl. Salesforce and peripheral system interfaces.
- Transformation of the program organization from 6 sub-projects into a scaled agile organization to stabilize the go-live date.
- Establishing the key figures and performance metrics of an agile organization.
- Agile Development and Rollout Principles of an SAP Migration.
- Scrum Master of the teams Customer, Business Parter, SAP DEV, Migration, Controlling, BI & Reporting and Coach for change processes of large organizations and project turnaround.
- Development and adaptation of team structures, introduction of target system, development of agile teams and the understanding of roles.
- Introduction of quarterly planning.
- Introduction of agile KPIs.
- I joined an SAP migration that has been running for several years as an Agile Transformation Coach. There was a desire to harden the estimate for effort and duration from the project to the steering board and to name a reliable go-live date.
- The program management placed their trust in me, so that we decided together to transform to an agile approach with a focus on E2E business processes (value). This included the change of the program organization to a structure of several agile teams as well as the change in management and reporting.
- We have built up the role of product owners with the team leads and established an optimization for usable E2E business processes.
- As early as possible, we put the business transactions into production and expanded them iteratively. In this way, we have reduced the risk of the big-bang go-live and received early feedback from users from the specialist departments.
- We have laid the foundation of a DevOps organization. In this way, the skills and sense of responsibility of the teams for live operation were created early on. The organization was thus well positioned for operation after the project phase.
- The delivery times of business processes were reduced by a technical cut.
- With the reduction in cycle times, forecasts for delivery dates became more stable.
- The delivery rates (SAP transports) became faster with the smaller units.
- Users in the departments were thus able to see and benefit from results earlier and more frequently. This increased confidence in the teams' ability to deliver.
- We can keep our own commitments, thus building trust and reducing costs by shortening duplicate structures for the duration of the migration.
Juni 2022 - Apr. 2023
11 Monaten Deutschland
Scaled Agile Management Coach – Autonomous Driving
Bosch.IO GmbH (Automated-Driving-Alliance VW cariad, Bosch AG)
- Transformation and optimization of a joint venture software organization for the creation of an L3 and an L4 solution for autonomous driving.
- Agile coach of several software development teams.
- Scaling Coach, LeSS, SAFe, OKR Coach.
- Integrate multiple teams into a joint venture.
- Consultant for change processes of large organizations.
- Establishment and adaptation of team structures.
- Building OKR cycles to plan and measure performance across team boundaries.
- Leading 3 development teams.
- I am supporting the development of a software solution for autonomous driving for the Bosch.IO organization in a joint venture between Robert Bosch GmbH and OEMs.
- For the internationally distributed development of hardware and software components, the different products from many teams worldwide must be brought together. Several departments and contractual partners have been integrated into your joint product organization in order to optimize the delivery reliability of promised components to the customer.
- To do this, I worked with both the agile teams and the leadership team. We were able to bring together the different frameworks such as LeSS or Kanban, according to which the teams worked individually, into a common scaled framework.
- In the management team, we develop the goals for this and formulate them as OKRs. Performance measurement has been changed from cost tracking to measurement of valuable product increments.
- The delivery times of new features have been improved by shorter cycle times. This resulted in an increase in the delivery rate. Customers were served faster.
- The cooperation of the parties involved became noticeably more effective with frequent deliveries.
- Dependencies between teams have been reduced. Simplify product creation.
- New information from the market could be considered more quickly in development at team level. This has created flexibility and thus security in the dynamic environment.
- Forecasts of delivery dates have become more accurate because smaller product units are delivered with a measurable benefit. Planning cycles have been shortened, thus reducing the risk of undesirable developments.
- The organization is better able to keep its own promises.
Jan. 2020 - Dez. 2022
2 Jahren Deutschland
Agile Coach of Program Management and in Individual Product Teams
Bosch GmbH
- Transformation of the product organization of Bosch eBike (hardware and software) PLM.
- 16 teams, 180 people and the leadership team.
- Goal definition via OKR and design incl. implementation of the organization for it.
- I am accompanying the conversion of the development of a new eBike generation of Bosch GmbH from a project- and phase-oriented organization to an agile product organization.
- For the internationally distributed development of hardware and software components, the different product lifecycles must be brought together. Several areas and areas of responsibility have been integrated into the product organization to increase the accuracy of deadline commitments to customers and suppliers of eBike components.
- In the management team, we develop the goals and formulate them as OKRs and establish review cycles. We are shaping the Agile Release Train according to SAFe 5. Performance measurement has been changed from cost tracking to measurement of valuable product increments. Result evaluation based on the OKR self-assessment is carried out in the product organization.
- The number of releases has been significantly increased, so new product features are quickly delivered to OEMs, independent dealers and workshops. Cooperation across departmental boundaries and within the specialist departments has become noticeably closer and more effective. Testing and approvals now run together and thus faster. Bugs in production can now be fixed better and faster. Topics on which the organization works are transparent and can be individually and quickly adapted to changing market priorities by Product Management.
- Forecasts of delivery dates became more accurate because we cut smaller product units, and the error rate became lower with short implementation times.
- Management takes fewer financial risks.
- The duration of a product cycle has been reduced. The handling of high product variance and complexity has been improved.
- The organization is better off keeping its own market commitments.
Jan. 2020 - Dez. 2020
1 Jahr Deutschland
Scrum Master / Agile Coach for 3 Teams
Porsche AG
- SAP product development with 3 international teams – Order Management, PLM.
- 4 departments and the management team and consultants.
- Coaching and implementation of the transformation with more than 50 people.
- I am accompanying the conversion of the development of Porsche AG's vehicle ordering system from a classic project organization to an agile product organization. For international development, we form a product team consisting of several development teams as well as representatives of the specialist departments. In this way, we form a cross-functional product team according to LeSS principles. I have changed the performance measurement from cost tracking to measurement of delivery items. The measurement of success has been changed from adherence to planned times to product deliveries.
- The number of releases has been significantly increased, so new features come to the user quickly. Cooperation across departmental boundaries and within the specialist departments has become noticeably closer and more effective. Testing and approvals now run together and thus faster. Errors in the production of the complex product can now be fixed better and faster. Topics that are being worked on are now transparent. The focus on the important issues is clear.
- By consistently measuring the value contribution generated by the teams, the internal organization was able to focus more precisely on the essentials. Requirements with less customer benefit were recognized early on and not implemented.
- The further development and operation of the internal SAP solution became more efficient.
Jan. 2019 - Dez. 2020
2 Jahren Deutschland
Agile Coaching for the Setup of International Transformation
Daimler AG
- SAP HANA Teams - Order Management, PLM.
- Practical piloting, Jira introduction, team setup on the levels of the national companies with a focus on Development & Management.
- Development of a business model (service allocations), OKR map and key figures of performance measurement.
- Coaching and implementation of the agile organization with more than 60 people.
- Development of some scaled Agile Working Model for SAP Dev. Leadership training, team coaching on agile working, KPI definition, draft contract agile purchasing, PO training.
- I am preparing the conversion of the SAP development processes of Daimler AG's vehicle ordering system from a classic project organization to an agile product organization. To this end, we develop a joint working model with representatives from Finance, Logistic, Pricing, Ordering, IT and Purchasing according to the agile values and goals of the management team. For this model, we develop the contracts for the external procurement of development teams, which are based on the standard contracts, but contain the agile principles and incentive systems of the working model. In many workshops and practical exercises, we take the idea to international organizations and development teams.
- The understanding of agile working methods, the principles and values was discussed by all departments involved, applied to their practical work on the SAP ordering system and thus internalized. Approval processes have been shortened. Standard meetings reduced. Agile standard tools have been introduced and have simplified the recording and prioritization of requirements. Goals of product development were sharpened and brought together in a product roadmap.
Jan. 2019 - Dez. 2020
1 Jahr Deutschland
Strategy Consulting, Target Systems (OKR, KPIs), Organizational Transformation
Daimler AG
- Agile Infrastructure Daimler AG Public & Private Cloud, ALM.
- Business model and product portfolio of the department developed.
- Coaching and implementation of the agile product organization with 70 people.
- In Daimler Group IT (Central IT), a cloud service has been set up that provides individual accounts from external providers such as Google, Microsoft, Amazon and others as a uniform off-prem cloud solution. Internal on-prem solutions were also integrated there. A product portfolio of the hybrid cloud environment was created, which enables every internal project to easily use this infrastructure as a billable service. Data security checks, contract and billing mechanisms are integrated into the product portfolio as self-services.
- I supported the leadership team of department heads and five team leaders in setting up the internal organization according to the principles of product organization. The product portfolio has been sharpened. Responsibilities that were previously technology-oriented have been changed to products. I have promoted the exchange between the departments through Retrospective on the product portfolio and established key figures for the evaluation of profitability.
- The procedure has simplified, supported and carried out internal communication more regularly. Conflicts in the teams could be reduced. Decisions on the products were made based on key figures that are aligned with the company's goals according to the OKR model. This made decisions more comprehensible and led to improvements in cooperation.
- The use of central services has become faster and more cost-effective through self-service offerings.
Juli 2018 - Feb. 2019
8 Monaten Deutschland
Scrum Master (Turnaround) of a Mercedes Me Development Project
Daimler AG - Digital Channel, Mercedes ME – Automotive
- Coaching of two agile teams in the development of the overall portal of the application and the user application "Inbox Customer Info Channel" within the portal.
- Re-setup of the processes of two teams (Kanban & Scrum) incl. requirements gathering and procedures in operation (operating).
- Coaching of the customer organization (Product Owner, UX Lead) as well as the Dev Teams incl. Supplier Management. Establishment of maturity monitoring and KPI-based success monitoring.
Jan. 2018 - Dez. 2019
1 Jahr Deutschland
Product Owner of an iOS-based custom app for the mass market, Strategy Consulting, Target Systems, Organizational Transformation
Porsche Digital GmbH
- Agile Transformation in 3 Product Teams.
- Organizational transformation distributed at 3 locations in Germany and the USA.
- Coaching and development of the product organization with 180 people.
- In order to digitally convey the digital experience of the Porsche brand, several products have been developed at Porsche Digital GmbH. I was the product owner for an iOS app that maps the customer as a digital twin, learns from the use of the services and makes suggestions to the other products of the group. The learning was implemented in the form of AWS services such as TensorFlow and SageMaker.
- Investments in different companies and technologies are also examined and carried out here. The investments are incorporated into the product development of several distributed teams. As the DEV team, we examined the technical aspects and products in a due diligence step of companies in which Porsche AG wanted to participate.
- In the management team, we set up the teams based on the agile values and principles in such a way that decisions could be made as late as possible. Maintaining flexibility was an essential aspect that I carried from agile values into the transformation of the organization.
- Results from the technical developments could be directly incorporated into the evaluation of companies that were evaluated by the business team for participation. In this way, we have shortened decision-making times and created a diverse basis for decision-making with the broad knowledge of all teams.
- Acquired companies and their products were quickly incorporated into the further development of digital products. Many of the employees were invited to Porsche Digital GmbH from the Group. With our transparent work, we have made a significant contribution to passing on the values and principles of agile working methods to all employees of Digital GmbH. Decisions have been made faster and more transparently with the participation of many departments.
Jan. 2016 - Dez. 2019
2 Jahren Deutschland
Enterprise Agile Business Coach, Scrum Master, Coach of Product Owners, Executives and Dev Teams
Deutsche Bahn AG Long-distance transport, Regio, Cargo, Network
- Business Intelligence for Deutsche Bahn's KPI's "Punctuality".
- Coaching on processes, requirements, roles and tool use.
- Scaling of 4 project teams (approx. 35 people in the internal team) and Contact persons in the region, long-distance transport, cargo, network and DBSystel.
- Coaching of the product owners and consulting of the management on scaling to several Scrum teams. Key figures such as the Group KPI "Punctuality" were calculated near-time for the DB AG Board of Management and provided interactively for evaluations and as a basis for decision-making. For this purpose, a data lake was set up and played out with several Qlik applications on different end devices. Raw data on availability, failures, construction sites and the like were collected from all divisions. The BI app calculated the key figures and made them available interactively on different devices with filters and different timelines.
- In a scaled Scrum environment, I supported the product owners in creating a product roadmap and determining the delivery dates with the other departments with a high degree of reliability. In workshops with the management circle, we visually prepared the complex relationships as well as the measured performance during implementation. This enabled cross-departmental prioritization. Costs could be optimized transparently across divisional boundaries.
- Through transparency in the development teams, we have established a clear focus on the important features of the product. We were able to provide a usable product at a very early stage that achieved added value early on. The KPI "punctuality" was able to move from manual calculation to our product very early in the development period of the product.
Mai 2016 - Dez. 2017
1 Jahr 8 Monaten Deutschland
Scrum Master - Agile Methodologies
Various medium-sized companies
- Communication in software development projects.
- Implementation of coaching sessions, training in the project.
- In various medium-sized companies, consulting and coaching in the use of agile methods with a focus on requirements management as Product Owner, Backlog Management, Sub Contractor Management and Team Coaching to build feature teams. Definition, development and execution of communication structures for scaled scrum in large organizations.
Jan. 2015 - Dez. 2017
2 Jahren Deutschland
Product Owner & Agile Team Coach
Thales AG Transportation & Defense
- Development for safety-critical communication and control center technology.
- Product Ownership for a TelCo Control Center Technology Subsystem.
- Coaching of other POs and project management on the transformation of requirements management from V-model & requirement specification into agile requirements management with a central backlog with user stories.
- Coaching Conversion of existing bug/incident management processes to DevOps principles in 8 scaled teams.
- Coaching and implementation of agile product development concepts with approx. 80 people and additionally the management team from 3 departments.
- Development of a fail-safe control center TelCo system for police, fire brigade and emergency call centers. A distributed system is to receive, transfer, record emergency calls and radio communication and transmit operational commands to connected systems. The functionality of the safety-critical system in the event of partial failures or the infrastructure was a central requirement.
- With several sub-suppliers who develop and provide devices, interfaces or subsystems, a complete product was developed in 4 development teams and other teams for infrastructure, test and systems management (approx. 80 people).
- The current large-scale project was planned and started according to the V-model. After the requirement specification phase, during ongoing development, the project was transformed into an agile product organization. Four Scrum teams were organized according to LeSS principles. Several specifications were replaced by a story board and requirements were developed according to the priority of the control centers. The safety-critical tests and multi-stage acceptance procedures were integrated into the agile way of working of the product team.
- Costs of time-consuming project management have been reduced. Small development packages could be tested for function in the control centers at a very early stage. The rollout to the various locations with the very different conditions on site could be tested at an early stage.Risks and costs for conversions have been reduced. The cooperation of the officers on site was established at an early stage. Technical decisions on system selection and architectural decisions could be checked under real conditions and also changed later.
Jan. 2015 - Aug. 2016
1 Jahr 8 Monaten Deutschland
Agile Coach (Scrum Master, Product Owner)
Daimler AG
- Development of an IT service: Semantic Information Service (DW) and handover to operations, RfP process for vendor selection for enterprise search providers.
- Establishment of a company-wide information service for searching in linked data. Technology: Semantic networks, linking data concepts.
- Development of a service for the processing of central information (information & knowledge management), setup, requirements analysis and implementation in 3 teams and 20 FTE, billing models, operating model, monitoring.
- This included the development and establishment of operations (DevOps) including IT security infrastructure and the search service for vehicles.
- Consulting on the technical setup, ascertaining the requirements as a product owner, mapping to the project organization in 3 teams and securing results as well as performance monitoring, setting up the operating, SLA management, setting up a billing model for client calculation, implementation of an RfP and RfQ process for the selection of a manufacturer (make or buy decision).
- Requirements gathering and decomposing; Acceptance criteria, supplier management, performance measurement, integration into the operational processes and the IT security infrastructure; Interface between business and feature teams.
- The aim of the project was to establish a service for processing information with semantic technologies and an interface to the CMS system. The service was introduced to various clients and adopted into operation.
- The project aims to establish a new data warehouse service for 6 international clients within the Group's IT organization.
- New technology is introduced, as well as a new organizational role "Information Manager" is established.
- Agile values, principles and building feature teams to introduce Scrum in large organizations.
Juni 2014 - Feb. 2015
9 Monaten Deutschland
Agile Coach - Scrum Master and PO Coach
Pharma, Philips Medical Systems
- Product Development Process Modeling Tool.
- Design and development of a web-based tool for process modelling for hospital processes. Calculation of optimization potentials by comparing throughput times.
- Creation of a project management framework, quotation calculation, Scrum process and feature teams set up and monitor, performance reporting, requirements gathering and documentation, cost reporting and contract management. Coordination of interaction design and visual design.
- The aim of the project was to develop a new and innovative process modelling tool for medical systems consultants.
- The method is patented.
Jan. 2014 - Dez. 2015
1 Jahr Deutschland
Overall Project Management "Portal Migration 2015", SM, PO
Daimler AG
- Migration and rollout of the Daimler AG employee portal to all locations worldwide.
- New hardware, middleware platform, new basic product version WebSphere Portal Server, new internal PAI platform, migration of shared services and the Employee Portal.
- Project management of 5 work packages and 3 participating departments; Management of subcontractors, 2 work packages according to Scrum; In software development in the role of the PO.
- Implementation of requirements management, test management, quality assurance, definition and implementation of the overall acceptance, handover of operations, project reporting, cost and deadline responsibility.
- The employee portal, which is operated in all countries and branches, will be migrated completely in all shifts. At the same time as the technical migration, a functional expansion and the redesign of the layout with 4 departments involved are taking place. The project covers all phases of the project management process and is implemented with several service providers.
Juni 2013 - Dez. 2014
7 Monaten Deutschland
Sub-project management "Sourcing & Supplier Management"
Daimler AG
- In the development of a worldwide SAP operating organization for development, maintenance, support and rollout.
- Partial project management and interface to overall project management, PM method selection and implementation, performance management.
- In a global IT program for the consolidation of SAP operating and development tasks as well as IT rollout projects (approx. € 300 million), the tendering as well as the supplier evaluation and selection were implemented in this sub-project. SAP operating processes were separated into core and non-core tasks of the organization and tendered in several stages with personnel requirements planning. After the preparation of the RfP documents and evaluation of the quotations of the suppliers, the selection process (supplier selection) was completed and the onboarding as well as the supplier management were set up in the line. The cost comparison calculation and operating cost accounting were carried out in close integration with the business case. Tax and legal in 3 countries, international setup (India, Turkey, Germany).
Jan. 2013 - Juni 2013
6 Monaten Deutschland
Project Management
Daimler AG
- For the development of a cloud infrastructure and the migration of applications. Suppliers with parts of the operating processes were integrated and controlled.
- Project management, supplier selection and contract drafting, organization and implementation of supplier days to coordinate RFP content (requirements and proposals incl. pricing of suppliers), definition of IT service processes.
- As part of an overall program for the cost optimization of IT services, a cloud infrastructure (IaaS and PaaS) is being set up in a sub-project. Creation of a business case invoice. Selection of suppliers via an RfP and RfQ process, service descriptions and operating scenarios were created, SLAs were defined and key performance indicators (KPIs) for the transition phase were established.
Deutschland
Founder and CEO / Managing Director
Methodenfabrik Gmbh
- Personnel responsibility as interim managing director and owner.
- Management.
- Agile contracts, investment calculation.
Zusammenfassung
I create clarity about success criteria and make teams predictable. We become better at meeting delivery dates and cost commitments.
- quickly grasp the situation, even in a complex environment
- strong questioning technique and focus on the essentials
- solutions and alternatives, just admiring the problem
Sprachen
Deutsch
Muttersprache
Englisch
Verhandlungssicher
Zertifikate & Bescheinigungen
Certified SAFe 6 Practice Consultant
Scaled Agile
Certified SAFe 5 Program Consultant
Scaled Agile
SAFe 4.0 Scrum Master Certification
Scaled Agile
Professional Scrum Master (PSM, Scrum.Org)
Scrum.Org
Project Management Professional (PMP, PMI)
PMI
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