We help you find

  • Claus Rothenburg

    Management Consultant

    Language(s): German, English

    • Brief profile

    After studying law, Claus Rothenburg switched from legal activities to the technical department of a software company that is a market leader in the public sector. During a company-wide agile transformation, he was trained as a Product Owner and developed economically successful business services with interdisciplinary teams. 
    His enthusiasm for Lean & Agile eventually led him to KEGON AG, where Claus Rothenburg has since supported many companies as an Agile Coach, Trainer, Management Consultant and Scaled Agile Practice Consultant (SPC6) in change processes at all levels.

    • Lean-Agile mindset and methods (Scrum, Kanban); Management 3.0
    • Lean Portfolio Management
    • Methods for scaling agile teams (SAFe, Scrum of Scrums, LeSS)
    • Change- and Management consulting 
    • Accompanying agile transformations through training and workshops, interim assumption of roles or appropriate coaching

    Preparation and execution of standard trainings of Scaled Agile Inc.; design, preparation and execution of customer specific trainings and workshops in the context of several SAFe Transformations.

    Product Owner in the coordination team for implementing features and user stories in collaboration with software providers and pilot municipalities, including the involvement of key stakeholders such as the Federal Ministry of the Interior (BMI) and the Federal Office of Administration (BVA).
    Agile Coach for project setup (roles, artifacts, schedules, roadmap, stakeholder management) and developing a blueprint for the enhancement of additional registers.
     

    • Coaching five of the company's internal method owners
    • Developing a transition roadmap with the method owners
    • Conducting preparatory management briefings for SAFe implementation
    • Team self-assessments (SAFe Measure & Grow workshops) and retrospectives with teams to obtain a baseline and derive improvement measures for the change backlog
    • Conducting SAFe Value Stream Identification Workshops (identification of Operational Value Streams and Development Value Streams)

    • Training and workshops on agile principles and SAFe (Leading SAFe and SAFe for Teams training)
    • Coaching of key roles and teams of an Agile Release Train during the second and third Planning Interval

    • Facilitator of team events and scaled meetings at programm level 
    • Workshops on the identification of value streams, objectives, roadmaps and change backlog
    • Customised Product Owner and Product Manager trainings with the following focal points:
    • Customer Centricity: Personas, Costumer Journeys and Story Maps
    • Agile requirements management: from Epics to Features to User Stories
    • Agile estimation methods 
    • Techniques for splitting requirements 
    • Prioritising requirements
    • Product Owner coaching 
    • Interim assumption of the role Scrum Master within a team
    • Management support and management coaching 
    • Customised workshops on SAFe and scaled agility  

    • Organisation and coaching of agile scaled clusters with 90-120 employees 
    • Coaching of management in Lean and Agile
    • Introduction of cross-departmental prioritisation for strategic projects
    • Introduction of quarterly large-scale planning meetings with up to 150 internal and external stakeholders
    • Interim assumption of the role of Release Train Engineer
    • Trainer for prospective Scrum Masters and Agile Coaches of the bank
    • Design and delivery of customised training for product owners and product managers

    • Agile Coach for Lean & Agile Mindset on team- and management level
    • Agile preliminary studies and workshops on Agile Requirements Engineering
    • Implementation of Change and Product Backlog
    • Product Owner Coaching for employees in the specialist area 

    • Conception of Assessments
    • Coaching of the Chief Product Owner
    • Conducting individual interviews in the specialist area
    • Preparation of the final report with suggestions for improvement

    • Creation of common objectives with managers and definition of a transition roadmap to a SAFe-development organization
    • Conducting value stream analyses with various development teams and supplementary individual interviews with executives from various specialist areas
    • Consulting the Portfolio Board on the introduction of comprehensive management and evaluation of large development projects using kanban-based methods

    • Conducting workshops on lean & agile mapping of weak points to agile methods
    • Creating change and product backlog
    • Coaching the designated Product Owner

    • As a software producer for human resource management systems, the core product of GIP mbH is the payroll application KIDICAP, which is used to account for approximately one million employees of the federal government, the states, the established churches and their affiliated organisations.
    • As Product Owner, Claus Rothenburg and his interdisciplinary teams ensured that the product was technically up to date and that it was developed in an innovative way.