Granikos Technology Blog

Microsoft Teams LogoMicrosoft Teams ist der zentrale Ort für die sichere und produktive Zusammenarbeit in Office 365.

Hier sind die interessantesten Informationen aus KW 42.



Skype for Business for Mac 


Viel Spaß mit Microsoft Teams!


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Microsoft Teams LogoMicrosoft Teams ist der zentrale Ort für die sichere und produktive Zusammenarbeit in Office 365.

Hier sind die interessantesten Informationen aus KW 41.











Viel Spaß mit Microsoft Teams!


Sie interessieren sich für Microsoft Teams? Dann werden Sie Mitglied des Microsoft Teams Meetup Berlin




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On September 17, 2018

Auf dem aOS Aachen September 2018 Event hat Luise Freese die Vorträge in ihren bekannten Sketchnotes festgehalten. 

Hier sind ihr Sktechnotes zu meinen beiden Sessions.

Migrating Legacy Public Folders to Modern Public Folders

Sketchnotes - Migrating Legacy Public Folders to Modern Public Folders


Modern Attachments with OneDrive

Sketchnotes - Modern Attachments with OneDrive


Wer die Ignite 2018 besucht, kann Luise Freese dort treffen. Sie ist Chief Community Sketcher der Konferenz in Orlando.



Stay Connected


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OneDrive ermöglicht das sichere Teilen und die sichere Zusammenarbeit an Dokumenten. Und dies über die die Grenzen von Betriebssystemen und Endgeräten hinweg.

Die Möglichkeiten von OneDrive stehen in allen Client-Varianten zur Verfügung, jedoch unterscheiden sich die Anwendungen je nach Einsatzszenario.

Hier hilft Ihnen der neue OneDrive Quick Start Guide, der Ihnen auf vier Seiten schnell und übersichtlich die Funktionen näher bringt.

OneDrive Quick Start Guide

Themen des Quick Start Guide sind:

  • OneDrive Web Client
  • Mobile Client für iOS, Android und Windows 
  • Erstellung von Dateien und Ordner
  • Synchronisation von (ausgewählten) Dateien und Ordner
  • Teilen von Dateien
  • Datein auf Abruf (Files On-Demand)
  • Weiterführende LDinks  



Viel Spaß mit OneDrive!



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The Program:

  • Implementation/migration of round about 25 instances with a Specific Laboratory Software, supporting ~30 laboratories world-wide
  • Reduce support cost per instance by standardization (for existing and added instances)
  • Development of a template ("foundation") containing common functionality which can be influenced by configuration. Integration of the foundation into all instances. Provide all instances in operation with the current version of the foundation on a regular basis.


The challenges:

  • 2-3 implementation projects parallel
    • Full scope not clear in the beginning
  • Increasing number of instances in operation
    • Regular update of foundation version necessary to keep them streamlined in order to reduce support cost
    • Requirements and bugfixes from systems in operation have to be included into foundation development process
  • Many and changing team members, part-time availability
    • Round about 12 team members (incl. development and support)
    • Changes due to boundary conditions triggered by external influences
    • 80% of people only part-time available for the program
  • High interdependency between ongoing projects and Systems which are already in in operation due to foundation development and shared resources.
  • Organization of communication process between projects and operation
  • Balancing individual business needs on one hand versus streamlined standard software on the other hand


Why agile:

  • Manage individual projects (introduction of new Software)
    • Decision for projects taken during run-time of the program
    • Sequence of projects changing
  • Manage user stories across projects (details not available at start of the program)
    • Each new project delivers a slightly differentiating list of user stories
    • Each instance in operation delivers additional stories
  • Manage process
    • Change process quite complex, adaptions to the process must be quickly implementable


The agile setup - how did we handle the challenges:

  • In fact the program has been setup before we got in touch with the standard Scrum process (See our blog: What is Scrum?). So we used other role names, but some of them have exactly - amongst others - the tasks defined for the standard Scrum roles.




Orange = Business, Green = IT



  • Scrum Master ~ Development Coordinator / Program QA
  • Product Owner
    • Program Manager
      • Overall Product Owner
    • Project Manager and Application Managers
      • Product Owner for particular instances -> Prioritization and review / testing of stories
      • Write User Stories
      • "Imitate" the end user for sprint releases
  • Global Change Manager
    • Scope definition for the foundation
    • Release management of the foundation
    • Organization of SME-Board
    • Prioritization
    • Product Owner for foundation
  • Architect
    • Knowledge of implementation framework
    • Sets up development guidelines and general implementation approach
    • Gives first estimation of requirements with a technical view
    • Better management of the large product backlog, due to technical understanding, prioritization estimation
  • Program QA
    • Set up of change management process for the program
    • Regular overall review of change management process
  • Additional meetings
    • Subject Matter Experts Board (SME) (bi-weekly)
      • Participants: Whole team
      • Reviews the requirements from a technical and functional point of view
      • Gives implementation recommendations as decision memo for the CAB (Change Advisory Board)
      • Discusses additional technical issues
    • Process Review Meeting (quarterly in the beginning, currently twice a year)
      • Participants: Whole team 


The experiences:

  • User stories: Definition of user stories dependent on target group, developing a template of user story definition fitting for all team member in different roles, with different views and different backgrounds is a time consuming task
  • Testing: Developing awareness for testing right after delivering of implemented user story took also lot of time and patience 
  • Definition of project related sprint releases is useful to get quick feedback and reduces the effort for project managers (not every project manager has to test each increment)
  • A clear definition of product ownership incl. responsibility for successful product delivery is important for a successful project


This was the last part of our small Series about Agile Project Management

The whole Series contains 4 pieces:

Agile Project Management – Basics (Part1)
Agile Project Management – What is SCRUM (Part2)
Agile Project Management – Agile Project Management in real Life (Part3)
Agile Project Management – Agile on the next Level – Program Management (Part4)

If you have any comments on our Articles, your Feedback is highly welcome.



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