Janko B.
Agile Coach in the SAP/S4 Migration Program Organization and Agile Transformation Coach
Experience
Oct 2022 - Aug 2024
1 year 11 monthsFreiburg im Breisgau, Germany
Agile Coach in the SAP/S4 Migration Program Organization and Agile Transformation Coach
Haufe Group SE
- Migrated all business processes of Haufe Group from an SAP ECC R/3 solution to SAP S/4 On-Prem, including Salesforce and peripheral system interfaces.
- Transformed the program organization from six sub-projects into a scaled agile organization to stabilize the go-live date.
- Set up key figures and performance metrics for an agile organization.
- Defined agile development and rollout principles for an SAP migration.
- Served as Scrum Master for the Customer, Business Partner, SAP DEV, Migration, Controlling, BI & Reporting teams, and coached change processes in large organizations and project turnarounds.
- Developed and adapted team structures, introduced target system, built agile teams and clarified roles.
- Introduced quarterly planning.
- Introduced agile KPIs.
- Joined an SAP migration program that had been running for several years as an Agile Transformation Coach. The steering board wanted more precise estimates for effort and duration and a reliable go-live date.
- Program management trusted me, so we decided together to adopt an agile approach focusing on end-to-end business processes (value). We changed the program organization to a structure of multiple agile teams and revised management and reporting.
- We built the product owner role with team leads and optimized end-to-end business processes for usability.
- As early as possible, we put business transactions into production and expanded them iteratively. This reduced the risk of a big-bang go-live and provided early feedback from specialist users.
- We laid the foundation for a DevOps organization, creating early team skills and ownership for live operations. The organization was well positioned for operations after the project phase.
- We reduced the delivery times of business processes by using technical cuts.
- With shorter cycle times, delivery date forecasts became more stable.
- Delivery rates (SAP transports) accelerated with smaller units.
- Users could see and benefit from results earlier and more often, boosting their confidence in the teams' delivery capability.
- We could keep our commitments, building trust and cutting costs by shortening duplicate structures during the migration.
Jun 2022 - Apr 2023
11 monthsGermany
Scaled Agile Management Coach – Autonomous Driving
Bosch.IO GmbH (Automated-Driving-Alliance VW cariad, Bosch AG)
- Transformed and optimized a joint venture software organization to develop L3 and L4 autonomous driving solutions.
- Served as agile coach for multiple software development teams.
- Scaling coach in LeSS and SAFe, and OKR coach.
- Integrated multiple teams into a joint venture.
- Consulted on change processes for large organizations.
- Established and adapted team structures.
- Built OKR cycles to plan and measure performance across team boundaries.
- Led three development teams.
- Supported the development of a software solution for autonomous driving within Bosch.IO, a joint venture between Robert Bosch GmbH and OEMs.
- For the globally distributed development of hardware and software components, products from many teams worldwide had to be integrated. We integrated several departments and external partners into a joint product organization to optimize the delivery reliability of promised components to customers.
- To achieve this, I worked with both agile teams and the leadership team. We merged the different frameworks like LeSS and Kanban, which teams used individually, into a unified scaled framework.
- Within the management team, we set goals and formulated them as OKRs. We changed performance measurement from cost tracking to measuring valuable product increments.
- We improved delivery times of new features through shorter cycle times, resulting in a higher delivery rate and faster customer service.
- Collaboration among stakeholders became noticeably more effective with frequent deliveries.
- We reduced dependencies between teams, simplifying product creation.
- New market information could be incorporated more quickly at the team level, creating flexibility and security in a dynamic environment.
- Delivery date forecasts became more accurate because we delivered smaller product units with measurable benefits. We shortened planning cycles, reducing the risk of undesirable outcomes.
- The organization became better at keeping its promises.
Jan 2021 - Dec 2022
2 yearsGermany
Agile Coach of Program Management and in Individual Product Teams
Bosch GmbH
- Transformed the product organization for Bosch eBike PLM (hardware and software).
- 16 teams, 180 people, and the leadership team.
- Defined goals via OKRs and designed and implemented the organization.
- Oversaw the transition of Bosch GmbH's new eBike generation development from a project- and phase-oriented organization to an agile product organization.
- For globally distributed hardware and software development, we had to align different product lifecycles. We integrated several areas of responsibility into the product organization to improve the accuracy of deadline commitments to eBike component customers and suppliers.
- Within the management team, we set goals as OKRs and established review cycles. We launched an Agile Release Train based on SAFe 5. We changed performance measurement from cost tracking to measuring valuable product increments. We conduct result evaluations based on OKR self-assessments within the product organization.
- We significantly increased the number of releases so new features could be quickly delivered to OEMs, independent dealers, and workshops. Cross-departmental cooperation, both between and within technical teams, became noticeably closer and more effective. Testing and approvals now run together, speeding up the process. Production bugs can be fixed more effectively and faster. Work topics are transparent and can be quickly and individually adapted to changing market priorities by product management.
- Delivery date forecasts became more accurate because we delivered smaller product units, and the error rate decreased due to shorter implementation times.
- Management took fewer financial risks.
- We reduced product cycle duration and improved handling of high product variance and complexity.
- The organization became better at meeting its market commitments.
Jan 2020 - Dec 2020
1 yearGermany
Scrum Master / Agile Coach for 3 Teams
Porsche AG
- SAP product development with three international teams – Order Management and PLM.
- Collaborated with four departments, the management team, and consultants.
- Coached and implemented the transformation with over 50 people.
- Oversaw the transition of Porsche AG's vehicle ordering system development from a classic project organization to an agile product organization. For international development, we created a product team consisting of multiple development teams and representatives from specialist departments. This formed a cross-functional product team based on LeSS principles. I changed performance measurement from cost tracking to measuring deliverables. We shifted success measures from meeting planned timelines to actual product deliveries.
- We significantly increased the number of releases, so new features reached users quickly. Cross-departmental cooperation, both between and within specialist teams, became noticeably closer and more effective. Testing and approvals now run together, speeding up the process. Errors in complex products can now be fixed more effectively and faster. Work in progress is transparent, and focus on key issues is clear.
- By consistently measuring the value delivered by the teams, the organization could focus on the essentials. Requirements with low customer benefit were identified early and not implemented.
- Further development and operation of the internal SAP solution became more efficient.
Jan 2019 - Dec 2020
2 yearsGermany
Agile Coaching for the Setup of International Transformation
Daimler AG
- SAP HANA teams – Order Management and PLM.
- Piloted practical setups, introduced Jira, and organized teams at the national company level, focusing on development and management.
- Developed a business model (service allocations), OKR map, and performance measurement metrics.
- Coached and implemented an agile organization with over 60 people.
- Developed a scaled agile working model for SAP development. Delivered leadership training, team coaching on agile work, defined KPIs, drafted an agile procurement contract, and trained product owners.
- Prepared the transformation of Daimler AG's vehicle ordering system SAP development processes from a classic project setup to an agile product organization. We developed a joint working model with representatives from Finance, Logistics, Pricing, Ordering, IT, and Purchasing, aligned with the management team's agile values and goals. For this model, we created external procurement contracts for development teams based on standard contracts but embedded agile principles and incentive systems. In numerous workshops and practical exercises, we spread the approach to international organizations and development teams.
- All involved departments discussed and internalized agile methods, principles, and values, applying them in their work on the SAP ordering system. Approval processes were shortened, and standard meetings reduced. Agile standard tools were introduced, simplifying capturing and prioritizing requirements. Product development goals were clarified and aligned into a product roadmap.
Jan 2019 - Dec 2019
1 yearGermany
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.
Jul 2018 - Feb 2019
8 monthsGermany
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 - Dec 2018
1 yearGermany
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 2017 - Dec 2018
2 yearsGermany
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.
May 2016 - Dec 2017
1 year 8 monthsGermany
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 2016 - Dec 2017
2 yearsGermany
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 year 8 monthsGermany
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.
Jun 2014 - Feb 2015
9 monthsGermany
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 - Dec 2014
1 yearGermany
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.
Jun 2013 - Dec 2013
7 monthsGermany
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 - Jun 2013
6 monthsGermany
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.
Germany
Founder and CEO / Managing Director
Methodenfabrik Gmbh
- Personnel responsibility as interim managing director and owner.
- Management.
- Agile contracts, investment calculation.
Summary
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
- providing solutions and alternatives, not just looking at the problem
Languages
German
NativeEnglish
AdvancedCertifications & licenses
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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