The document discusses BMW Group IT's journey to becoming a 100% agile organization. It describes restructuring IT departments into over 150 cross-functional teams with both development and operations roles. The transformation focused on shifting from project-based work to product-based work. It involved changes to structure, processes, technology, and culture, with the goals of improving customer satisfaction, reducing time to market, and increasing quality. Initial results showed improvements in these areas.

1. Dr. Marcus Raitner | 7. September 2018
Twitter: @marcusraitner
GAME CHANGER: 100% AGILE.
OUR JOURNEYTO A 100% AGILE IT ORGANISATION.

2. V AmbiguousComplexUnpredictableVolatile
U C A
OUR WORLD CAN BE DESCRIBED WITH 4 LETTERS…
Dr. Marcus Raitner, BMW Group IT | PM Camp Berlin | 7. September 2018 Page 3

3. Seite 4
VUCA: MORE THAN EVER!
Dr. Marcus Raitner, BMW Group IT | PM Camp Berlin | 7. September 2018

4. Seite 5
MANY NEW PLAYERS.
Dr. Marcus Raitner, BMW Group IT | PM Camp Berlin | 7. September 2018

5. Dr. Marcus Raitner, BMW Group IT | PM Camp Berlin | 7. September 2018 Page 6

6. PROJECTS ARE OFTEN CHALLENGED OR EVEN FAIL.
Further analytical result:
• „Very few large projects perform welltothe project management triple constraints of cost,time, and scope.“
*Standish Group Chaos Report
Dr. Marcus Raitner, BMW Group IT | PM Camp Berlin | 7. September 2018 Seite 7

7. THE SOLUTION: AGILE PROJECTS! REALLY?
Agile projects have a significantly higher success rate,
but still over 50% of projects are either challenged or do fail.
Source: https://www.scrumalliance.org/community/articles/2015/october/adopt-scrum-for-competitive-advantage
Dr. Marcus Raitner, BMW Group IT | PM Camp Berlin | 7. September 2018 Seite 8

8. Seite 9
THE CORE OF OUR AGILE TRANSFORMATION: FROM PROJECTS TO PRODUCTS
Dr. Marcus Raitner, BMW Group IT | PM Camp Berlin | 7. September 2018
Project A
Project C
Project D
Focus on Projects
OPERATIONS
Project B
System
1
System
2
System
3
System
4
System
5
Backlog Backlog Backlog
Focus on Products
System 1
System 2
System 3
System 4
System 5
Lean Sync only if necessary
Product 1
System 1
System 2
Product 2
System 3
System 4
Product 3
System 5
Request
Request
Request
Request
Request
Request
Request
Request
Request
Request
Request
Request
Implementation will exclusively be done within products. Projects are only for synchronization purposes – if required at all.

9. THE FOUR PILLARS OF OUR AGILE TRANSFORMATION.
Dr. Marcus Raitner, BMW Group IT | PM Camp Berlin | 7. September 2018
PROCESS TECHNOLOGY
STRUCTURE CULTURE
100%
Agile
Page 10

10. STRUCTURE: FACTS & FIGURES TOWARDS A 100% AGILE ORGANISATION.
Dr. Marcus Raitner, BMW Group IT | PM Camp Berlin | 7. September 2018 Page 11
~1,600 change disciplinary manager
~2,800 employees with a new department code
Restructuring of:
11 main departments,
47departments,
152groups
152 DevOps groups, created with ~2,200 Dev
and ~530 Ops employees with IT product responsibility.

11. PROCESS: PRODUCT ORIENTATION, DEVOPS AND ENABLING PROCESSES.
Dr. Marcus Raitner, BMW Group IT | PM Camp Berlin | 7. September 2018 Seite 12
Process ModelProduct Portfolio
Steering Model Agile Working Model
defines WHAT
defines WHEREBY
and WHERETO
defines WITH WHOM and WHEN
defines HOW

12. TECHNOLOGY: ESSENTIAL ENABLER FOR BECOMING AGILE.
Dr. Marcus Raitner, BMW Group IT | PM Camp Berlin | 7. September 2018 Seite 13
Micro Service Architecture Continuous Integration /
Deployment
Cloud

13. Self-organizing teams
with end-to-end
responsibility
The skills of each team
member is important and
appreciated
Continuous feedback and
transparent
communication
Managers trust their self-
organizing teams
Feedback and
confession of
failure require trust
Be open minded &
exchange best practices
and mistakes
CULTURE: APPRECIATION, TRUST, RESPONSIBILITY, OPENNESS AND
TRANSPARENCYENABLE A STRONG LEARNING CULTURE.
Dr. Marcus Raitner, BMW Group IT | PM Camp Berlin | 7. September 2018 Seite 14

14. Dr. Marcus Raitner, BMW Group IT | PM Camp Berlin | 7. September 2018 Seite 16
AGILE LEADERSHIP
MANIFESTO.
We believe inthe creativity and motivation
of all human beings.
We consider leadership as pivotal in a highly
networked and highly complex world.
We understandthetask of leadership as
serving life and striving for conditions in
which people, intheir diversity, can
contribute inthe best possible way and in
whichthey can developthemselves and
work effectively together.
THESE VALUES ARE IMPORTANTTO US:
Unleashing human potential over employing human resources.
Diversity and dissentover conformity and consensus.
Purpose and trustover command and control.
Contributions to networksover position in hierarchies.
Growing leadersover leading followers.
Courageously exploring the newover efficiently exploitingthe old.
That is, whilethere isvalue inthe items on the right, wevaluethe items onthe left more.Inspired by: http://humanleadershipmanifesto.org/

15. FIRST RESULTS PROVE THAT WE INITIATED THE RIGHT JOURNEY…
Customer satisfaction
from insufficient to good
within 6 months.
Time from change request
to go-live decreased
from 4 months to 3 weeks.
Number of tickets
decreased by 72%
in three months.
„Ich habe die letzten 25 Jahre noch nie erlebt,
dass Bugs wie auch Neuanforderung in so kurzer
Zeit, und in einer entsprechend sehr guten
Qualität, umgesetzt wurden.“
Stefan Ingerl, Process Owner
„Die Transparenz und Kommunikation bei der
Umsetzung verschiedener Themen hat sich um
ein vielfaches verbessert.“
Nicola Achatz, Process Owner
Customer Focus Time to market Quality
SAP Everest (prototype construction)
Dr. Marcus Raitner, BMW Group IT | PM Camp Berlin | 7. September 2018 Page 17

16. The big question is always, do we car
manufacturers learnto becometech
companies more quickly than atech
company learnsto be an automotive
player?
Peter Schwarzenbauer
Dr. Marcus Raitner, BMW Group IT | PM Camp Berlin | 7. September 2018 Page 18