Large Agile Projects - Scaled Agile

Large Agile Projects – Scaled Agile

These days, agile methods are widely prevalent, and are also being used more and more for large projects. Originally, agile software development focused on small and mid-sized projects, so scaling agile processes up to accommodate large projects can represent a challenge.

A number of agile frameworks which address this issue have arisen over the last few years, such as LeSS (Large-Scale Scrum), DAD (Disciplined Agile Delivery), Nexus and SAFe (Scaled Agile Framework®). They all provide processes which (more or less) solve the essential challenges which arise in scaled agility:

  • Significantly longer planning horizons
  • Responsibility and decision-making authority doesn’t lie with just one product owner
  • Tasks must be divided meaningfully over multiple teams, and results must be synchronized and integrated.
  • Increased effort involved in communication and coordination

ASKING THE RIGHT QUESTIONS

You’ll need to ask yourself the following questions to determine the right scaled agile method to use:

  • What actually needs to be scaled (e.g. more teams, specialization of tasks, handling different customer projects in parallel on one common basis)?
  • Is your actual priority to become faster through scaling, to carve out a larger project scope or to be able to make more resources available for key activities?
  • Can your individual teams work separately from one another or do you need to coordinate and align them with respect to time and content?
  • What other analysis, planning, software design and quality management methods would you like to use, and how can they be woven into the implementation of your agile project?

Scaled agile frameworks are an absolute necessity when you want to employ agile methods in large projects, and it is recommended that the fittest method be selected (in terms of the method which is most suitable), based on products, processes, resources and development culture.

The two courses below will give you the necessary tools for doing just that.

Trainings for Agile Methods and Kanban by Spirit in Projects
Trainings for Agile Methods and Kanban by Spirit in Projects
Digitalization, Digitization and Digital Transformation – Are you ready?

Digitalization, Digitization and Digital Transformation – It’s Now or Never!

Digitalization – digitization – digital transformation – what exactly are the differences between those terms, and why do you need to know how they’re defined? It’s obvious that information technology has radically changed not only work life, but also day-to-day living in general, and a number of terms which use the word “digital” are being used to describe that phenomena. In this blog, we clarify how IT professionals use those different terms, and what that means as a result.

Up to just a short time ago, digitalization was still the accepted way in any modern corporate strategy to make an organization fit for the future. However, it has become an absolute necessity over these past few months, and in these special times is providing companies with the flexibility they need to continue to work productively and in an orderly fashion in spite of all challenges.

A company’s digital fitness has now become a key factor in its resilience to crises, and now might be the last good chance for many businesses to take the right steps to ensure they don’t fall behind and the competition becomes uncatchable. As a result, it’s crucial you know the three levels of digital change, and are able to define, based on your own business, an honest self-assessment as well as the next steps to take.

What is Digitization?

Digitization describes a change at the beginning of the process. Digitization describes the receiving of data represented in digital form so they can be read and processed by computers. The term therefore describes a technology which has existed since the very earliest days of information technology. It’s only through digitization that the information which exists in the world can be made usable for IT systems.

Here, it’s definitely possible to make the sweeping statement that as the availability of quality data from the greatest possible number of sources increases, the better these data can be then be evaluated, tied together and cultivated for decision-making purposes. The concept of data wealth is applicable in this regard. The challenge lies in obtaining data of good quality. Digitization techniques are constantly improving.

Currently, the use of AI (artificial intelligence) is essential for progress in this field. Artificial intelligence has been used for a number of years for text recognition in printed documents, with natural language recognition being another important application of AI. And recognizing objects in images and correctly interpreting scenes taken by cameras is possible in digitization only through AI.

In addition, digitization will also remain an essential task in the future so computers can record reality outside of their own digital worlds. Even today, sophisticated sensors make it possible for computers to see, hear and even smell better than a human ever could. Areas of application such as autonomous driving, medicine and agriculture are key examples of this field of application.

What is Digitalization?

Digitalization refers to a change to an overall process. The term describes the comprehensive use of information technology in the implementation of business, production and service processes, comprehensive meaning that computers are used in a process from start to end. The necessary data are passed digitally from one step to the next, or are already available digitally, and there are no media discontinuities in processing.

Digitalization requires that companies convert their technical ecosystems to information technology, and it’s essential that all functionality and relevant data can be used anywhere they’re required, without technical barriers.

One significant consequence of digitalization is an explosive increase in data, which can be explained by the fact that data are not only processed automatically, but the vast majority of data today are also being created automatically. Big data methods and technologies are addressing this challenge. Data needs to be made usable, since more and more political and business decisions are being made quickly and reliably on the basis of information which is detailed, dependable and up-to-date.

What is Digital Transformation?

Digital transformation goes even further – the term refers to a change in business models, customer relationships and even social structures. This is accompanied by changes in market and business structures which are based on the use of information technology. These extremely rapid changes are having so sweeping an effect on existing processes and systems that the term disruptive is often used instead.

Digital transformation is changing society, business and the world of work, and innovations and disruptive changes must be considered the main factors responsible for this. Technology and its use are integral in determining whether an organization or company will be successful over the medium term.

Examples of digital transformation are by no means new, since the process got underway in the mid-90s and is gaining momentum more and more. Examples of the phenomenon of digital transformation include the online mail-order industry, Internet banks and insurance companies, arranging personal transportation via app, streaming providers in the field of media, the use of social media for targeting advertising, and much more. In our opinion, the fact that many activities which previously involved at least some travel are also being carried out via web conference is likewise leading to permanent changes in the travel industry, in particular when it comes to business trips.

In light of established examples of digital transformation, it becomes apparent that speed is more important that company size and technical competence is more important than capital. A important point here is the improved possibility of obtaining cost-effective, highly scalable and globally available IT infrastructures, made possible through public cloud services.

Bottom line: Digitization isn’t enough – go for transformation

Even our quick glimpse of the differences between digital concepts shows that digitization alone does not go far enough, and it’s clear that reliable data are an essential condition for all processes further down the line. Digitalizing processes can often boost potentials for savings as well as customer satisfaction. However, to survive over the medium term, companies need to review their business models and adapt them with an eye to digital transformation. In order to remain OR become a leader in the digital transformation race, you need to keep an eye on the following items and build up a corresponding skill set in your organization:

  • Agile management and design thinking
  • Cloud technologies
  • Artificial intelligence
  • Big data

And as experts in digital innovation and technology, we can help you do exactly that.


UNSERE TRAININGSANGEBOTE ZU INNOVATIONSTECHNOLOGIEN:

Trainings for digitalization & innovation by Spirit in Projects
Trainings for digitalization & innovation by Spirit in Projects
Trainings for digitalization & innovation by Spirit in Projects
Trainings for digitalization & innovation by Spirit in Projects
Online Meetings and Workshops – that's how they work

Getting the Most of Online Meetings and Workshops

In this age of the home office, it can be a challenge to deal with new ways of holding meetings. Every once in a while, online meetings turn into a delightful form of chaos, and the best thing to do is just shake your head and laugh. But just a few simple tips will turn your online meetings, and even your online workshops, into real opportunities for productive collaboration.

You find them in every company – those workers who can never get their video conferencing or telecommunications to work right. There’s John, who can never find his way into the online meeting room, or Alice, whose camera and microphone take turns acting up. And of course there’s always that colleague whose cat and kids are constantly scampering past the screen.

In principle, online meetings are supposed to be more efficient, but in many respects they’re also more stressful, especially when you can’t see the other participants, don’t know them too well and need to maintain full concentration to understand what they’re saying.

Tips for Online Meetings

As with offline meetings, an online meeting should have one person responsible for facilitating the meeting. An important component in facilitating an online meeting isn’t just being a good moderator, but knowing how to share content to the screen such as the meeting agenda, presenting content and issues, meeting minutes, etc. – all of these greatly help participants to understand and follow what’s being discussed. Video conferences will run smoothly with a just a few simple rules:

  • Create an agenda and schedule in advance.
  • Define a moderator who’ll moderate the meeting.
  • Define rules in advance, such as muting microphones when no one’s speaking. This way no one will hear the tapping on a keyboard if someone decides to answer an email during the meeting (but note that people aren’t as good at multitasking as they think). This also includes the little things like online punctuality, letting others speak and letting people ask questions at any time.
  • Also, be open about whether video is desired or not.
  • The following things are important to do at the beginning of an online meeting:
    • Make sure everybody knows everybody else – having a round of introductions online is much more important than in a meeting room.
  • At the end of the meeting, agree on a todo list of what’s next.
  • Prepare meeting minutes during the online meeting – ideally, minutes should be completed and sent out 15 minutes after the meeting, with all participants informed of their tasks and follow-up responsibilities.

Tips for Online Workshops

In comparison to online meetings, the challenge in online workshops is that sometimes participants need to collaborate to work out extremely complex matters (e.g. models, business processes, etc.) Before physical distancing became necessary, this was generally handled in a meeting room using a flip chart, moderator and business analyst, and also included the relevant stakeholders and technical experts.

In general, the points listed above for online meetings also apply to workshops held online. These include discussing the agenda and schedule at the beginning of the meeting, introductions, introducing the topic, bringing all participants up to speed, agreeing on rules for the workshop and the method for keeping minutes. However, since proper preparation is still much more important for a successful online workshop than for a meeting room, we also recommend the following practical tips:

Clarify Roles

You should clarify without question who’ll act as moderator – in practice, this is usually the project manager. The moderator will ensure the agenda and schedule are adhered to, keep minutes and record todos. In addition, you should clarify who’ll take on various roles, such as business analyst – in other words, the role/person who’s responsible in the workshop for facilitating discussion on development and clarification of the business process. As a result, you specify how the workshop will be facilitated in terms of both procedure and content. These duplicate facilitator roles are an essential success factor for online workshops.

The moderator and analyst should agree in advance how to divide up each of their roles, and who’ll do what during the workshop:

  • When the agenda, schedule and minutes will be shared to the screen (moderator)
  • When and how the process under development will be worked out (analyst)

Creating Templates

The business analyst and moderator should create a template in advance and use this during the workshop to record the model or process online.

From my experience, a swim lane diagram pre-filled with the most essential standard elements has proven to be extremely helpful as a template for this purpose.

Alexander Hirt

Clarifying Issues in Advance

The business analyst and moderator should clarify as many issues as possible in advance of the meeting. Ideally they can already be working together during the workshop to develop a first draft, for example of a process, instead of beginning with a completely blank template.

Live Documentation

The process or other item being worked out should be documented directly on the screen so that all participants see the result and give their feedback. This also means that the completely recorded process as well as minutes will be ready at the end of the workshop, and can immediately be sent out for review.

Bottom Line: Take Advantage of Online Meetings

Meetings in these crisis times are held almost exclusively online. Many companies are jumping on board, and will certainly be using video conferences and calls more and more in the future, whether to save on travel costs or reduce time spent on trips.

This means that employees who can already come in a proven set of methods for taking part in “offline” meetings and workshops will start off with a clear advantage here. One good option for broadening your own horizon in this area are our courses in project management and agility, which you can use to expand your own toolbox of methods out to online formats as well.


Learn more about our trainings for project management and agile methods:

Trainings for Agile Methods and Kanban by Spirit in Projects
Trainings for Agile Methods and Kanban by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Trainings for Agile Methods and Kanban by Spirit in Projects
Trainings for Agile Methods and Kanban by Spirit in Projects
Trainings for Agile Methods and Kanban by Spirit in Projects

Consulting and Project Management from the Home Office: Opportunities and challenges

Consulting and Project Management from the Home Office

Consulting and project management thrive on working directly with people. However these crisis times, which sometimes even mean one’s social and professional life are locked down, mean work is moving increasingly into the home office, and suddenly teams are dislocated but still need to work together. Following are a few tips for working under such conditions.

Spirit in Projects’ own work as consultants and project managers as well as our collaboration with clients has not been immune from these changes over the last few weeks, and all activities with our clients are now digital. All of a sudden, many companies have had to roll out new tools for digital collaboration, while others, which previously had traditional organizations, now make extensive use of flexible models for work and working time.

In our opinion, the present changes in the work world are having a disruptive effect and will continue to exist well beyond the present crisis. Digitalization is a process that can’t be reversed, since the novel channels of communication will continue to exist beyond the crisis.

Wolfgang Hiermann, CEO

What works best for your company and your day-to-day work routine is often a matter of trial and error. However, we would like to pass on a few tips with regard to physical distancing, which we’ve gained from our experience in consulting and project management.

Making Clear Arrangements & Establishing Rules

Clear arrangements with team members regarding work assignments and expected results are especially important when managing dislocated teams. Since every now and then a home office means there are far fewer opportunities for contact and informal exchange, it’s especially important for team members to have a clear understanding of the expectations made of them.

As a result, your team should openly discuss items such as our tips for meetings and for a home office infrastructure, and should establish rules for dislocated collaboration so that all workers are clear on where they’re headed.

Working as a Team from a Home Office

The greatest danger in a widespread home office is the loss of common social structures. A few simple tips can help to create a structure which makes collaboration possible and doesn’t restrict it unnecessarily.

When you’re leading projects managed completely online, it’s more important than ever for your team not only to plan on the fixed structure of meetings which becomes necessary, but also to allow for enough room to work and for one-on-one meetings between team members (and not completely fill up the team’s calendar). Key tips include:

Standup meetings

As social beings, we seek to have exchange with others. The normal chitchat around the coffee machine is impossible in a home office environment, but still should not be underestimated as a hub of information. Make sure you establish a number of fixed meetings throughout the week, both “coffee chats” in which colleagues can talk socially as well as “standup video meetings” in which colleagues can discuss tasks. Of course, both elements can also be combined into one meeting, but these must then be time-boxed.

Keeping One-On-One Meetings

When your day-to-day working routine is virtual, you need some kind of substitute for “just going to a colleague’s desk for a second”. So instead of an “unscheduled meeting” in the office, dedicate times for having fixed one-on-one meetings with key colleagues. Make sure these discussions have a relaxed atmosphere – something like a “virtual coffee break”.

Self-Discipline vs. Flexibility

Arrange fixed periods of time during which your team members are accessible. When you’re at home, there’re just too many distractions, and there’s always the danger of just letting yourself go. Fixed periods of time can help with this – plus you don’t always need to be accessible when you’re in your home office. However, team members will know that you’ll be at your home office at the arranged times.

Establishing Channels of Communication

It’s a good idea to establish channels and tools of communication for your team in advance (email, Slack, Skype, MS Teams, Zoom, etc.). Since our clients use different tools, we’ve already installed the most popular collaboration tools on our work devices for the most part, meaning we’re already prepared for external meetings.

Maintaining Common Task Lists / Kanban Boards

Well-managed task lists and kanban boards which are shared online, in combination with numerous meetings during the week, mean everyone has a handle on their own work and also knows what everyone else needs to do. This also applies for project plans, and this transparency helps the team.

However, watch out for ticket jumpers who work on one ticket one day and another the next, and wind up not finishing any. The trick here is to limit the number of tickets in the work flow.

Basic Infrastructure for the Home Office

The basic requirement for all of the above is a good infrastructure, which should be made clear early on and available to all team members. The infrastructure should include:

  • A workplace in which you can work in peace (either a small, separate room or a very quiet corner to which you can withdraw and is a good distance from other roommates).
  • A stable, high-performance Internet connection, ideally a cable connection which can automatically fall back to a mobile phone connection.
  • High-performance mobile work devices (notebooks, webcams, etc.)
  • Good microphone and headset (especially in “open” rooms in the home office where background noise needs to be reduced).
  • Adequate access to company applications and data (VPN gateways and authorization options).
  • Suitable systems for online meetings such as MS Teams, WebEx or Zoom, which also offer whiteboards and screensharing.
  • Wikis such as Confluence (great as online meeting protocols, and include Gliffy diagrams to quickly record processes – e.g. swimlanes and UML).

Essential tools also include productivity tools such as MS Office, which ideally provide for shared document processing.

Bottom Line: Taking Advantage of the Home Office

Our experience shows that home office collaboration doesn’t just bring challenges, but also opportunities. For example, meetings held online can often be organized so they’re more productive. In addition, a home office environment makes it possible to reinforce key skills which can also be put to good use later in collaborations with other dispersed teams. As consultants, we believe that these changes in the working environment will disrupt and shape future collaboration on a permanent basis.

It definitely helps to already have a sound knowledge of methods in the field of project management and agility – this will make the defined framework (e.g. standup meeting or kanban board) clearer to all participants. Here, we in the team also use the time to build up additional competence through training – a recommendation we also give to all our clients.


Learn more about our trainings for project management and agile methods:

Trainings for Agile Methods and Kanban by Spirit in Projects
Trainings for Agile Methods and Kanban by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Trainings for Agile Methods and Kanban by Spirit in Projects
Trainings for Agile Methods and Kanban by Spirit in Projects
Trainings for Agile Methods and Kanban by Spirit in Projects
The challenge: T-shaping needs broad knowledge and in-depth competences

T-Shaped Manager: Skills for Successful Projects

How do you as a project manager manage the balancing act between nerd and organizer? Unless you have the superpowers shown in the image at the top of the page, our experience shows that “t-shaping” is one answer to this. In this blog article, our senior project manager Wolfgang Rauscher passes on his practical experience and shows you how a good mix of skills can be invaluable in managing projects.

These days, demands made on project managers go well beyond having a mastery of project management methods. Projects are becoming more and more complex, and process digitalization is altering company business models. It’s no longer enough for IT project managers to fall back on broad knowledge in the area of project management – instead, specialized skills are becoming increasingly important. The concept of T-shaped project management explains this paradigm shift.

What’s a T-Shaped Person?

In T-shaped project management, the horizontal bar of the letter “T” stands for broad competence – so in the case of an IT project manager, this would mean that he or she shows sound, detailed, knowledge of project management methods. The vertical bar of the letter “T” stands for specialized competences in a specific field, such as test management or architecture.

In my experience, specialized competencies increase a project manager’s level of acceptance within a project team, as specialists will see you as an equal.

Wolfgang Rauscher

The two bars together form the letter “T” and thus describe a T-shaped project manager – one who shows both broad competence in project management as well as in-depth expertise in a given area of specialty. The example below illustrates how that works in practice.

Being T-Shaped in Practice: Meaningful Skill Sets

What I’ve already seen in many projects is that requirements engineering is an area of specialty which is almost perfectly suited to project management. As a result, my own “T-shape” has project management as a broad competence. Then my in-depth expertise includes requirements engineering and telecommunications.

Requirements Engineering as a Broad Competence: Better Understanding and Assessment

My know-how in the field of requirements engineering makes it possible for me as a project manager to have a thorough understanding of the actual content of a project. By flexibly applying a variety of elicitation methods during the analysis phase of a project, I can create the basis in my projects for working out project content in detail.

As a project manager, I can then accurately plan out work packages on the basis of that content (“proper division of tasks”) and also specify their deliverables in detail. As a result, the extremely important issue of cost and time estimation becomes much easier, as well as determination of the project budget required for implementation. My assessments become more accurate since my work packages are planned in better detail.

To sum, projects which are planned and managed by a T-shaped project manager who has requirements engineering as an area of specialty show the following advantages:

  • In general, fewer changes over the course of the project
  • The three core components of time, content and costs which are established in the project order are  analyzed in greater detail and are planned more precisely.
  • In the event of unavoidable changes, a T-shaped project manager is capable of analyzing their repercussions in detailand revising project plans accordingly.

Technology as a Broad Competence: Credibility

Another of my areas of specialty is my detailed, technical knowledge in the field of telecommunications, which has often paid off for me in terms of building trust in the project team (which is especially important when working as an external project manager). At the beginning of a project, team members are often hesitant or restrained when dealing with their project manager – it’s basically an attitude of “Let’s see what he can do!”

If you find yourself in that situation but can show the project team that you’re one of them, and not only do you have a handle on project management methods but you can also “talk the talk”, you already have the team on your side. Project team members feel like they’re included, feel that you understand them and that they’re in good hands. One member of a project once told me, “Finally we’ve got a project manager who speaks our language!” That kind of high acceptance by the project team has often made my life as a project manager much easier. Projects managed by a T-shaped project manager who shows detailed technical know-how generally have the following advantages:

  • The project manager understands the technical content of work packagesand can recognize when a project team member has incorrectly assessed the time and/or cost required for a task.
  • Work packages are planned with much greater accuracy.
  • The project manager is accepted by the project team.
  • The project team identifies with the project (“It’s OUR project!”) and work quality improves as a result.
  • Forming a project team becomes easier, since the project manager isn’t an outsider in the team, but “one of us”.

Bottom Line: T-Shaped Skills Make it Possible to Manage Projects More Successfully

My experience shows that T-shaping makes it possible to better control projects in all their complexity. This starts with soft factors related to project marketing (“credibility”) and communication between nerds and managers that’s on equal terms, and ends with more accurate assessments, better change management and more precise planning.

In general, one doesn’t acquire a skill set of that nature immediately after education, but develops it over the course of one’s professional career. It also changes every now and then, and you create even more areas of competence for yourself. A keyword now exists for this – the hashtag-shaped (#-shaped) project manager. In any case, sound training is a good basis for building up these skill sets, which is why I also enjoy imparting my experience as a trainer.


Learn more about our trainings for RE and project management:

Videotraining für Requirements Engineering von Spirit in Projects
Trainings for digitalization & innovation by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Training for Requirements Engineering by Spirit in Projects
Training for Requirements Engineering by Spirit in Projects
Training for Requirements Engineering by Spirit in Projects
Training for Requirements Engineering by Spirit in Projects
Training for Requirements Engineering by Spirit in Projects
Trainings für Usability und User Experience bei Spirit in Projects
Trainings for Project Management by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Consulting for Business Analysis & Business Processes by Spirit in Projects

Business Analysis & Business Processes

Business Analysis & Business Processes

From developing an initial concept, deriving the related requirements, formulating these requirements as a functional concept which includes all business processes involved and finally creating detailed templates for requirements specifications for tenders for implementation — Spirit in Projects is your leader in efficient business analysis. We start with business analyses from which we develop business processes and detailed procedures which are readily supported by IT solutions. In combination with ROI calculations, our detailed yet efficient analyses are an essential part of our customers‘ decision
making and help to prevent costly flawed developments.

Our approach

  • Our requirements analysis starts right where needs arise. We structure this process through business analyses and establish high-quality business requirements even before the implementation project begins.
  • We‘re seeing that business processes are becoming increasingly automated and are dependent on the possibilities of technical implementation. As a result, we integrate IT requirements with business process management to achieve maximum value and efficiency for our customers.
  • Through appropriate analyses, we help you to decide whether the investments you‘re considering will pay off. As a result, we save our customers money by making it possible for them to set the right priorities based on facts.

Our services

  • Gathering, optimizing and documenting business processes and functional requirements.
  • Reviewing and clearly formulating business requirements
  • Stakeholder and demand management
  • Developing functional concepts
  • Creating requirements specifications and carrying out ROI calculations
  • Preparing tender documentation
  • Developing tendering criteria and evaluating offers
  • Change management and impact analyses
  • Rollout and transfer management
  • Selecting and implementing business analysis tools and processes

Our training programs für business analysts:

Trainings in Business Analysis by Spirit in Projects
Trainings in Business Analysis by Spirit in Projects
Trainings in Business Analysis by Spirit in Projects
Trainings in Business Analysis by Spirit in Projects
Consulting for requirements engineering by Spirit in Projects

Requirements Engineering

Requirements Engineering

High-quality requirements for IT solutions are an essential step to implementing projects efficiently and saving our customers high follow-up costs. This is because the IT solutions which are eventually implemented will properly fulfill their required tasks. We’ve developed methods which allow us to carry out requirements engineering of an especially high quality and with an especially high degree of efficiency — all the way from agile projects up to extremely complex projects. We’ve taken numerous customer projects which became stalled and got them up and running again, a big reason for this turnaround was because we made possible for the necessary IT solutions to be implemented.

Our approach

  • We use clear, professional requirements engineering methods and are able to apply them especially efficiently because of our many years of experience.
  • These methods allow us to identify gaps in requirements very early on so we can focus on and bridge them during the requirements gathering stage.
  • We adapt the requirements engineering approach pragmatically and specifically to the given product, environment, and development approach.
  • We set requirements for IT solutions within the context of business needs and available technical options and thus avoid costly mistakes in planning.

Our services

  • Gathering, specifying and optimizing IT requirements
  • Reviewing requirements and formulating them clearly and unambiguously
  • Identifying and clarifying requirement gaps
  • Stakeholder management
  • Cost/time estimates and prioritization of requirements
  • Developing functional specifications
  • Tying requirements together with test plans and test designs
  • Coordinating requirements with the solution design

Our training programs for requirements engineers:

Videotraining für Requirements Engineering von Spirit in Projects
Trainings for digitalization & innovation by Spirit in Projects
Training for Requirements Engineering by Spirit in Projects
Training for Requirements Engineering by Spirit in Projects
Training for Requirements Engineering by Spirit in Projects
Consulting for project management by Spirit in Projects

Project­ Management

Project­ Management

Complex IT projects demand a thorough understanding not just of project management, but also of modern system and software engineering processes and methods. Bringing security for the project owner in line with flexibility for the project team, properly estimating cost and effort and controlling projects quickly and actively are just some of the services Spirit in Projects provides for its clients. We gather and manage project risks and methodically implement and support project controlling though our analytical and technical know-how. As a result, our clients’ projects are manageable and delivery deadlines are predictable.

Our approach

  • We integrate project management methods with the current state of knowledge in the fields of requirements engineering, technical design and quality assurance.
  • We combine extensive experience in managing complex projects with in-depth technical know-how.
  • Our methods make it possible for us to make project processes transparent to and verifiable by project owners and in turn controllable.
  • Through our approach of active stakeholder management we create high acceptance of project goals and project results.

Our services

  • Launching projects, detailed planning, steering, controlling and completion, as general contractors as well
  • Stakeholder and scope management
  • Estimation procedures, budget planning and management
  • Effective work package specifications using RE methods
  • Project controlling and reporting
  • Resource management
  • Redimensioning and restructuring of projects
  • Project analyses and evaluations
  • Project management of invitations to tender
  • Risk analysis and risk management
  • Planning and implementation of acceptance testing

Our training programs for project managers and project owners:

Trainings for Project Management by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Trainings for Project Management by Spirit in Projects
Consulting for agile software development by Spirit in Projects

Agile Software Development

Agile Software Development

Agile methods mean flexibility, a criterion which is becoming increasingly important for modern software development in complex environments and systems. Agile software development is state-of-the-art in many organizations. Originally designed for small development teams, today even large, complex projects are realized using a number of different teams, sometimes even distributed over time and space. This poses agile organizations with special challenges, especially in terms of planning and implementation. The methods designed to solve these challenges are known as Agile methods 2.0 — and we’re Agile 2.0 specialists.

Our approach

  • We combine flexibility with planability so that even complex projects can take advantage of agile methods.
  • Agile teams are at their most efficient when they actually work in an agile manner and the product owner has prepared meaningful user stories.
  • Methods must be pragmatic and practically applicable. Only something which actually works will bring value.
  • Companies of different sizes and from different areas of industry differ greatly in terms of corporate culture, market development and internal processes. We always bear this in mind when choosing agile methods.

Our services

  • Agile requirements engineering
  • Agile project management
  • Handling calls for tender for agile projects
  • Combining Agility and IT Kanban
  • Efficiently implementing Agility within multi-project management
  • Setting up, carrying out, managing and completing agile product development
  • Agile projects in multi-team environments
  • Setting up and managing agile projects in traditional environments
  • Selecting and implementing process tools for agile teams

Our training programs for Agile methods & Kanban:

Trainings for Agile Methods and Kanban by Spirit in Projects
Trainings for Agile Methods and Kanban by Spirit in Projects
Trainings for Agile Methods and Kanban by Spirit in Projects
Trainings for Agile Methods and Kanban by Spirit in Projects
Trainings for Agile Methods and Kanban by Spirit in Projects
Consulting for demand management and program management by Spirit in Projects

Demand- und Program Management

Demand- und Program Management

The balance between strategic goals, effort and expense and available time must always be brought into line with demands of flexibility and predictability. Many decisions which organizations need to make as part of managing their project portfolios appear to be paradoxical, and generally the bases for these decisions are inadequate. We’ll help you establish an effective system of demand, portfolio and program management and see to it that your projects reliably provide the results you’re looking for – and also that your projects remain within budget. We combine flexibility with high reliability.

Our approach

  • We know that projects can be very different, so we feel it’s essential to select the right methods and processes based on project goals, resources and framework conditions.
  • We pay special attention to shaping procedures which are used frequently to be efficient and uncomplicated. This means that usual projects are carried out as efficiently as possible and that special and complex projects are carried out reliably and correctly.
  • By applying our integrated, coherent methods, we create a comprehensive overview of demands, portfolios and projects, all the way up to acceptance and commissioning.

Our services

  • Methods and processes for demand management
  • Methods and processes for portfolio management
  • Methods and processes for program management
  • Integrating methods and processes within organizations
  • ROI calculation for project portfolios
  • Resource management for programs
  • Quality management for programs
  • Making decisions on and controlling insourcing and outsourcing
  • Metrics and reporting for demand and portfolio management
  • Risk management at the demand, portfolio and program levels
  • Acceptance coordination of programs
  • Selection and implementation of tools and processes

Our training programs for demand managers and portfolio managers:

Trainings for Project Management by Spirit in Projects