The following content has been provided by the University of Erlangen-Nürnberg.

Good morning. First I want to say a big thank you to Professor Dr. Wiley.

He could not be here today but it's no problem.

Thank you for being here, for the possibility to speak to you.

I hope you can get or take away some hints, tips and tricks for agile projects.

I have some best practices in my opinion that are useful for your hopefully agile projects in the future when you go to the industry.

And some words to my person, short introduction. My name is Michael Roleder. Thank you for the introduction.

I'm working for QAware software engineering in Munich. We have also an office in Mainz.

It's nearer to Erlangen I think but I'm not sure.

And we have a focus on software engineering. We do software projects for companies like BMW, Deutsche Telekom.

The new one is Allianz Deutschland in Munich.

And we're doing new digital software development with a focus on analyzing software, renovating software

and also developing new software on the greenfield approach for example where we're doing conceptual work and bring new ideas to the customer.

We want to be an innovator in this approach and bringing new technologies to the customer.

For example we do for Allianz Deutschland since many months for now.

I think we started in September for cloud migration for a huge number of systems.

We're about 100 systems where we want to migrate to the cloud. It's very cool and very interesting.

And so to my person, I'm business unit manager at QAware and I'm responsible for the projects at Allianz Deutschland for this year.

And in the last years I was project lead at many agile projects at BMW.

And the most slides and the most information I give you in the next slides are coming from our biggest project at BMW.

We developed an information research system for BMW and the after sales.

And we're working in the project since 2012 and we're already working on this project.

We're already doing software development for the information research system until now.

And many of the learnings we have, we learned a lot about agile projects, what are the pitfalls, what are the best practices.

Because BMW started in 2012. I think the first agile project they started with in this program in the after sales.

And the learning curve was very high for both sides, for us as service provider and also for the customer.

So before I start, I think I wanted to say one question to you for how familiar you are to the agile, the agility.

And because I have some slides for introduction or for agility, what's my opinion, my thought about agility.

And then I go to the best practices. Who from you are familiar with agile manifesto? Who knows agile manifesto?

And okay, so a few ones. So I think it's okay when I introduce the agility in my opinion.

First, the agile process when you go into the industry in 2017, then the agile process have already made their way into the business.

That's what we see at BMW or Deutsche Telekom. When you go to these companies, you will see agile projects already running.

And they also try to transform many projects which are older projects to a natural way.

And what we also see is that it's hard stuff. The agile transformation is not an easy thing to do.

Because the agility is not a process in this kind of view. It's a thing of the culture, an agile culture.

And you can't change the culture of a company in one year, for example. You need time for that and they already do that.

So I tell you that agility is a thing of a culture. And we think it's a value system for the agile methodologies out there.

For example, Scrum. You also have a presentation for scaling Scrum as I saw in the presentations list.

And the agile manifesto is a value system. And the value system is described in the manifesto for agile software development.

And I think it's a very cool thing because it's, if you can see it here, it's written down in 2001.

It's very old and it's written by famous persons like Martin Fowler, if you know him, or Kent Beck, for example.

He's a designer of many design patterns. Martin Fowler talked a lot of agile architecture, for example.

And that defines a value system. And that four statements are very important, in my opinion, to understand the agile approach.

First is individuals and interactions over processes and tools.

What you can see here is that the human aspects have more priority in the agile methodologies.

And then working software comprehensive documentation, then customer collaboration over contract negotiation and responding to change over following a plan, you see.

There is a priority of the statements here. And it's defined that you're doing the things on the left side over the things on the right side.

But you also have to do the things on the right side. It's a big mistake, in my opinion, that these things also have a priority.

But this one has a higher priority.

Okay, that's about the agile manifesto, but it's not enough to think about or to be successful in agile projects.