Janko Böhm
Senior Business Agility Coach
Experience
Agile Transformation Coach
Haufe Group SE
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.
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.
Agile Coach
Haufe Group
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
Scaled Agile Management Coach
Bosch IO GmbH
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
Agile Coach
Bosch.IO GmbH
Agile coach of several software development teams. Scaling Coach, LeSS, SAFe, OKR Coach. Integrate multiple teams into a joint venture.
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.
Agile Coach
Bosch GmbH
Agile coach of program management and in individual product teams. 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.
Management Sparring Partner
Remote coach and partner for exchange in change processes of large organizations. Development and adaptation of team structures, financing and billing models across several Group departments
Scrum Master / Agile Coach
Porsche AG
Scrum Master / Agile Coach for 3 Teams. 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.
Agile Coach
Daimler AG
Agile Coaching for the Setup of International Transformation. 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.
Agile Coach
Daimler AG
Strategy consulting, target systems (OKR, KPIs), organizational transformation. 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.
Scrum Master
Daimler AG
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
Product Owner
Porsche Digital GmbH
Product Owner of an iOS-based custom app for the mass market. Strategy consulting, target systems, 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.
Enterprise Agile Business Coach
Deutsche Bahn AG
Scrum Master, coaching of product owners, executives and DEV teams 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.
Scrum Master
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
Product Owner & Agile Team Coach
Thales AG
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.
Agile Coach
Daimler AG
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)
Agile Coach & Product Owner
Daimler AG
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 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
Agile Coach
Philips Medical Systems
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
Project Manager
Daimler AG
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
Sub-project Manager
Daimler AG
Partial project management and interface to overall project management, PM method selection and implementation, performance management
Project Manager
Daimler AG
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