Kurt Jäger

Management Consultant

kurt.jaeger(at)kegon.de
Tel +49 611 20 50 80

Curriculum Vitae

Kurt Jäger has been working as a software engineer in various software product houses for 40 years. More than 10 years as developer, architect, project manager, team leader and product manager at Software AG. Then another decade as development manager at TONBELLER AG, in this role he was also responsible for the product management team. From 2008-2010 he introduced agile methods based on SCRUM. As business unit manager and agile coach he helped customers of andrena objects AG to become agile. Since October 2013 he has been an agile management consultant and partner of KEGON AG. He is a certified Scrum Master, since 2018 certified SAFe® Release Train Engineer (RTE) and since October 2020 SAFe® Program Consultant Trainer (SPCT).

During the last 10 years he has advised and accompanied agile transitions at Audi, Berner Kantonalbank, BMW, Bosch, Commerzbank, CompuGroup Medical, Continental, CosmosDirekt, Deutsche Bahn, Deutsche Bank, Generali, GfK, Roche, Schufa, SAG, SAP, Siemens, Société Générale and VW.


Knowledge and main topics

  • Agile & Lean
    • Transition management
    • Scaling e.g. SAFe
    • Process-Optimization
    • Assessments
    • Scrum & Kanban Coaching
    • Requirements-Engineering
    • Portfolio Management
    • DevOps
  • Interim and multi-project management
  • Organizational development


Project experience (selection)

SAFe introduction at a German Insurance

  • Various workshops with the management of the bank on SAFe and its possibilities
  • Implementation of a SAFe4Executives workshop for the board
  • Value stream workshop for determining the train cut

Introduction of Lean Portfolio Management at an Automotive Manufacturer

  • SAFe Lean Portfolio Management Workshop 
  • Coaching 
    o    Summarize features into epics
    o    Derive new epics from strategic themes using portfolio canvas
    o    Set up a portfolio Kanban
    o    Change in the meeting structure and decision-making processes in management

Introduction of group-wide SAFe conform Lean Portfolio Management at German Bank

  • LPM Workshop & Q&A
  • Coaching of portfolio group strategy and finance to set up an organization and processes for portfolio management

Development of an Agile Software product house

  • Workshops on the cooperation model of the participating companies
  • Introduction of Agile Product Management
  • Definition of Portfolio SAFe as cooperation model
  • Training and coaching of the participants
  • Top management workshop for the board members of the participating companies for the strategic orientation and control

Advising the IT of an Salesdepartement on Agile Lean and SAFe (Automitive Manufacture)

  • Presentation of SAFe
  • Workshop definition of the team cut
  • Workshop on the definition of a backlog

Company-wide introduction of SAFe for a Medical Technology Company

  • Overall responsibility for the customer project
  • Coordination of the LACE Team
  • Lectures and organization of speakers
  • Agile management workshops for the BUs
  • Coaching of the employees of a software ART
  • Implementation of a train the trainer concept 
  • Various SAFe trainings and workshops

Advisor for a sales department of an Automotive Manufacturer

  • Training for PO's & SM's 
  • Product management and marketing line management
  • Coaching of HR & purchasing

Coaching in the use of SAFe for the central platform of a globally operating Big Data Company

  • International Train from D, GB, E & India
  • Training of an agile Release Train consisting of 70 employees
  • Moderation of the Big Planning Meetings
  • Moderation of the I&A Meetings
  • Coaching of the Requirements Engineering's for Portfolio and Program Backlogs

Management consulting in the introduction of SAFe in a large German logistics company

  • Workshops zu Leading SAFe und SAFe 4 Executives
  • Concept/Offer for the Introduction of a SAFe Pilot with Training and Coaching

Introduction of SAFe in a Program of an Automotive Manufacturer

  • Coaching of the program leader/RTE's/PM
  • Introduction of SAFe
  • Moderation and coaching of the PI-Meetings
  • Support during the I&A meetings

Accompaniment of an insurance company during an agile transition

  • Agile Workshop elaborated and carried out (to date 10% of all employees)
  • Agilisation of the largest program of the insurance company with approx. 200 FTE's
  • Coaching at Portfolio Backlog creation for all areas of insurance
  • Coaching of the business consultants and various specialist areas of insurance

Consulting the IT of Germany's largest food company on the agile orientation

  • Presentation of SAFe
  • Analysis and improvement of the requirements engineering process
  • Coaching of various agile process optimizations in a direct insurance workshop with IT
  • Area managers of direct insurance

Coaching of an agile transition in all areas of IT coaching of an agile transition in a German bank

  • Workshops for value analysis and backlog creation
  • Coaching of the transition end2end specialist area to IT communication of the transition in the entire company GF to employee

Coaching of three agile teams of the largest German credit agency

  • Coaching of the project, the stakeholders, the head of development and the head of IT
  • Basis Training and Special Training e.g. integration of BAs and testers into the team
  • Self-organisation of the teams, e.g. in the Daily
  • Introduction of Jira for the project and for the departments

Scaling concept Agile Methods for development and Product Management of the largest German credit agency

  • Concept development for a horizontal agile scaling
  • Moderation of workshops 

Concept development for agile requirements management for a German insurer

  • Workshops & concept development for an optimized requirements analysis
  • Mapping of weak points to agile methods
  • Change backlog creation

Assessment of a development department for a worldwide web presence in the automotive industry

  • Optimization of market integration
  • Moderation and preparation of a SWOT-Analysis of the core processes in four divisions
  • Defining possible development paths of the organization in order to adapt promptly to the changes in the energy market
  • Graduation of motivation in the areas
  • Presentation of results to the division and company management