Senior Expert at Deutsche Boerse AG
Eschborn, Hessen 65760
Summary: ----------- October 2012 - present Agile Mentor Details: ----------- In my current project the aim is to implement a new Clearing System for Eurex Clearing, a subsidiary for Deutsche Börse Group. The project started with an iterative Waterfall approach, but since it turned out that this process is not flexible enough and limits too much the exchange of information between the customer and the AD I was approached by the IT project management to support them fulltime (ca. 150 hours/month)to implement a more agile approach with the auxillary condition that self-responsible and self-managed teams are out of scope. Together with two other - external - coaches we implemented a home grown user story driven agile approach that uses a Backlog which is prioritized by Product Owners who are living with the team. Even though team leaders continue to exist, hey have degrees of freedom to decide to which extent agile artefacts are used to improve the commitment and productivity of the teams. Together with the other mentors it is my task to help the teams (team leaders, POs, teams and managers) to implement and improve the new process by utilizing artefacts like Planing Meetings, Dailies, Review meetings, Retrospectives etc.
Product Owner at Deutsche Börse Services sro
Praha, Praha 18600
February 2012-September 2012
Summary: ----------- February 2012 - July 2012 (Prague) and August 2012 - September 2012 (Eschborn) Product Owner in a Deutsche Boerse development team Details: ----------- Since my contract in Prague ended by end of July I continued to support my previous project as a Product Owner for eight months (ca. 1200 hours) after I handed over my project responsibilities to my successors. Since I did not have a fixed Scrum team assigned I was supporting the other Product owners in * gathering requirements from the stakeholders/customers, * alignment between the Product Owners with regards to the product vision, * defining user stories and * substituting them towards their teams during their absence because of vacations, illness etc.
Project Manager at Deutsche Börse Services sro
Praha, Praha 18600
May 2011-January 2012
Summary: ----------- June 2011 - Jan 2012 IT Project Manager at Deutsche Boerse Details: ----------- I was fulltime responsible as an Application development manager for a team of 40 people for 8 months (ca. 1200 hours). We were implementing a new Risk Management System for Eurex Clearing AG, a subsidiary of Deutsche Boerse Group. Since the timeline for the implementation was quite aggressive while scope was still evolving and the implementation team still had to adapt to new technologies and domain know how we decided to implement Scrum instead of following the standard Waterfall approach that was used so far. On top of this the project faced additional complexity since the Application development (incl. Product Owners) was located near-shore in Prague, Czech republic while all other stakeholders were located in Frankfurt, Germany. In a first step I was organizing support from an external CST to help us in setting up cross-functional teams and train them, the Scrum Masters, Product Owners and the Management team including myself. As an AD manager my main responsibility towards the four implementation teams was to resolve cross-team impediments, provide them with a general vision of the project as well as the implementation approach and set up and participate in an AD-steering committee to steer the Scrum implementation. Towards the customer and higher IT management levels I was responsible to communicate the agile way of project steering and controlling.
No recent activity