don´t panic! contracts for agile partnerships #interactive ... · manage agile 2019...
TRANSCRIPT
© JURIBO Anwaltskanzlei Rechtsanwalt Kristian Borkert
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DON´T PANIC! Contracts for
agile Partnerships #interactive #agile
#smart_law
Kristian Borkert, Attorney at Law
(German Rechtsanwalt)
Berlin, 05.11.2019
© JURIBO Anwaltskanzlei Rechtsanwalt Kristian Borkert
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About me
For almost 10 years Kristian Borkert is working in national and international project related to information technology and data protection law.
His expertise areas include IT and business process outsourcing, SLA, software licensing, software project agreements, data protection agreements and other IT sourcing related topics.
He is particularly interested in agile methods such as Scrum or Kanban, collaboration models and blockchain.
Kristian Borkert
Attorney at Law (German Rechtsanwalt)Certified Scrum MasterData Protection Officer DSB-TÜVInternational Procurement Manager
Areas of Specialization▪ IT Law▪ Data Privacy Law▪ Commercial and Corporate Law
Blog: www.sourcingrecht.de
Manage Agile 2019 2
© JURIBO Anwaltskanzlei Rechtsanwalt Kristian Borkert
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HAgile Law – „Focussed on your endeavour I will shape a tailor-made and flexible solution for your needs. “ Kristian Borkert, Attorney at law (German Rechtsanwalt)
▪ Draft and negotiate IT sourcingcontracts for projects, outsourcing, cloud / SaaS etc.
▪ Manage performance, service levelsand contracts, RFx support
▪ Legal representation and mediation▪ Assessment: Fit for IT sourcing▪ Assessment: Fit for projects
▪ Draft and negotiate licensing contracts as well as legal representation
▪ Prepare, support and manage a Licensing audit
▪ Advisory regarding busines model transfromation to cloud services
▪ Check and draft data protection agreements such as data processing agreement, data policies
▪ Prepare or check documentations e.g. impact assessment
▪ Legal representation ▪ Assessment: Fit for GDPR
▪ Draft and negotiate salescontracts forprojects, outsourcing etc.
▪ Legal representation and mediation▪ Assessment: Fit for agile Sales
Manage Agile 2019 3
© JURIBO Anwaltskanzlei Rechtsanwalt Kristian Borkert
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JURIBO Legal & Consulting
Manage Agile 2019
▪Pragmatic solutions in plain language
Our Mission is to Simplify Digital Value Creation and Enhance its Security.
#agile#blockchain#it-sourcing
▪Practical knowledge and agile methods
▪IT and law since 10 years
▪Digital transformation and start up´s
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38Open Spaces and Current Challenges4
24How to reflect agile collaboration in a contract?3
14Why is developing the Infinite Improbability Drive different?2
10What are standard contracts made for?1
Agenda
Manage Agile 2019 9
© JURIBO Anwaltskanzlei Rechtsanwalt Kristian Borkert
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38Open Spaces and Current Challenges4
24How to reflect agile collaboration in a contract?3
14Why is developing the Infinite Improbability Drive different?2
10What are standard contracts made for?1
Agenda
Manage Agile 2019 10
© JURIBO Anwaltskanzlei Rechtsanwalt Kristian Borkert
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Anyone who only has a hammer as a tool sees in every problem a nail.
Paul Watzlawick
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What are standard contracts made for?
Time elapsing
Trad
ition
alAg
ile
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Manage Agile 2019
Let´s talk in private: Does a Contract make your Project more Successful?
Does the right contract guarantee
the success of your project?
Does a bad contractprevent the sucess of
your project?
No, but life is much easier
No, but life is worse
Good contracts support the sucess of your project!
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© JURIBO Anwaltskanzlei Rechtsanwalt Kristian Borkert
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38Open Spaces and Current Challenges4
24How to reflect agile collaboration in a contract?3
14Why is developing the Infinite Improbability Drive different?2
10What are standard contracts made for?1
Agenda
Manage Agile 2019 14
© JURIBO Anwaltskanzlei Rechtsanwalt Kristian Borkert
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Sourcing Space Labs
was easy contracting.
Manage Agile 2019 15
© JURIBO Anwaltskanzlei Rechtsanwalt Kristian Borkert
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There is some rocket science behind, but the requirements
are stable!
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© JURIBO Anwaltskanzlei Rechtsanwalt Kristian Borkert
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17Manage Agile 2019
And what about this one? Or the Infinite Improbability Drive?
© JURIBO Anwaltskanzlei Rechtsanwalt Kristian Borkert
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38Open Spaces and Current Challenges4
24How to reflect agile collaboration in a contract?3
14Why is developing the Infinite Improbability Drive different?2
10What are standard contracts made for?1
Agenda
Manage Agile 2019 24
© JURIBO Anwaltskanzlei Rechtsanwalt Kristian Borkert
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To be able to find the perfect (project) partner, …
… first you need to understand the business model!
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© JURIBO Anwaltskanzlei Rechtsanwalt Kristian Borkert
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Manage Agile 2019
How does German Law Classify Contracts for (IT-) Projects?…to be honest, it depends.
Service Contract § 611 ff. BGB*
No Specification required
High cooperation of the customer
Intention of contractor to bear
the risk of completion of the software [product]
Management by contractor
Partnership Agreement
§ 705 ff. BGB*
Intensive cooperation of customer and
contractor
Pursuing a common purpose
Is not intended by the parties
Lack of equal footing
License Contract
Licensing the use of a software
[product]➔ usage rights will be transferred
License contract is not a codified contract type
Focus of service is on development
Co-authoring possible
Contract for Work and Labour
§ 631 ff. BGB*
Intended share of risks and
responsibilities
Factual management by
contractor
No specification available
High cooperation required by client
Purchase Contract
§§ 433, 651 BGB*
Arg ex § 651: Delivery of
moveable goods to be manufactured
Interpretation according to the
contractual object / main purpose
Design services are dominant
Formal acceptance complies with
intention of the parties
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+ +
+
-
-
+
-
-
-
+
+
+
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* BGB = Bürgerliches Gesetzbuch = German Civil Code
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Manage Agile 2019
How does German Law Classify Contracts for Agile (IT-) Projects?That´s what the Federal Supreme Court (BGH) says…
Scrum Projects as Contracts for Work and Labour
▪ Design is integrated with the development. Both are in- separately connected ➔ Design service is a central part of the development at Scrum. Thus it is the focal point of the contract.
▪ The lack of a detailed specification does not prejudices the applications of a contract for work and labour ➔ At the beginning of the project the vision and the objectives as well as use cases and the product back lock are already defined.
▪ Objective of the Scrum process ist to generate a potentially deliverable product or increment – already tested, implemented and documented ➔ the essence of a contract for work and labour
BGH Decision from 23.7.09 (Silo Instalation Decision):
„An exception [to the application of § 651 BGB] could therefore only be valid if the design service is dominant in a way that it is the key aspect of the contract and therefore requieres the application of contract for work and labour law. This could be the case e.g. if the focal point of the mandate is to design a general solution for a constructional challenge “
Scrum Projects as Service Contrats
▪ If intended by the parties or▪ Scrum team is jointly staffed by customer and contractor (Mixed team).
28Foto: Von Peter Van den Bossche - originally posted to Flickr as Silage, CC BY-SA 2.0, https://commons.wikimedia.org/w/index.php?curid=10063001
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Manage Agile 2019
Latest Jurisprudence regarding ScrumLG Wiesbaden, Sentence from 30.11.2016 – 11 O 10/15; OLG Frankfurt, 17.08.2017 - 5 U 152/16; BGH - VII ZR 203/17 (pending)
▪ Contract for SCRUM project based upon a LoI ➔ Contract for work and labour, even if payed according T&M.
▪ Intended contract provides important indications with regard to the cooperation between the parties.▪ Method based on sprints is a kind of integrated planning. ▪ Sovereignty of concept by customer, responsibility of execution by contractor▪ Not clarified: Minimum usability of sprints, Importance of the Definition of Done.
Not legally binding!
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Manage Agile 2019
Quality Prevails! …but You have to Agree Upon!
One contract for work per Sprint
Contract for work and labour for the
entire project
Service contract
Personnel leasing
Partnership Agreement
Contracted service
Sprint backlog
Sprint backlog
Accurate execution
Work upon instructions
Company purpose
Quality
User Story & Definition of Done
(DoD)
User Story, DoD &
Collaboration
General professional standards
-
-
Acceptance
Formal acceptance per Sprint
Release per sprint & final formal acceptance
Not applicable
Not applicable
No, dissolution of company (purpose
reached)
Warranty for defects
Per Sprint
Starts with final formal acceptance
No warranty, other liability if applicable
Not applicable
No warranty, other liability if applicable
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Partnership-basedCooperation in a Change-resistant Contractual Framework
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Manage Agile 2019
Possible Development of in the Course of a (IT) Project
Initial costs max.
Final maximum costs = Agile Fxed Price
Exit possibility
Time
Price / Costs
Tender & contractnegotiation
Initial phase Progression of the project End of project
Bonus
Risk share
Joint estimation
Transparency and common estimation of project in total are fundamental for the cooperation model with risk and gain share
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Manage Agile 2019
Requierement Changes along the Value Chain:Comparision Software Industry vs. Automotive
OEM 1. Tier Supplier
2. Tier Supplier Freelancer
Client General Contractor
Sub contractor Freelancer
Specifications Specifications Specifications
Specifications Specifications Specifications
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= Changed requirement
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Manage Agile 2019
Recommendations for Scrum Contracts
Joint initial estimation of the project (Clean Room
Approach)
Definition of Scrum roles, meetings and artefactse.g. product backlog, Sprint backlog with
contracts
Collaboration of the parties, especially active
involvement of the customer
Provisions regarding approvals of Sprints and
final acceptance
Warranties and liabilities based on detailed
specifications of Sprints
Dynamic and transparent system for price and
services robust to changes
Milestones and Timelining's should be related to functionality and payed according delivery ➔ Money for
performance
Definition of a accompanying dispute
resolution process for the project with a surveyor
who is an expert in Scrum
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38Open Spaces and Current Challenges4
24How to reflect agile collaboration in a contract?3
14Why is developing the Infinite Improbability Drive different?2
10What are standard contracts made for?1
Agenda
Manage Agile 2019 38
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Open Space
Agile Contract Drafting
Your Cases / Topics
Scrum vs. ANÜ
Commercial Deep Dive
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Agile Contract Drafting
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From Your Standard to Agile Contract
▪ Preamble
▪ Performance▪ Contributions and provisions▪ Teamwork
▪ Acceptance; Warranty▪ Change requests
▪ Prices and commercial
▪ Termination rights
▪ Other▪ IP (copyright, patent etc.)▪ Confidentiality & privacy▪ etc.
Timebox - "Sprint"
P 1 !
P 2 !
max. 4 weeks
sprintreview
dailyscrum
team
productowner
P x
P x
sprintbacklog
P x
P x
P x
P x
P x
P x
productbacklog
Incorporate the agile elements of your project into your contract, in particular
procedure of the agile method (e.g. Scrum), cooperation model, warranty
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Complex
Complicated
Simple
MinorClarity/
Concord
MajorClarity/
Concord
"Under control" Unclear/Uncertain
Demand /
Requirement
Technology/
Method
Chaos
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The Agreement Must Match with the Situation! ...and Not Vice Versa...
Nach: Ralph D. Stacey: Strategic Management And Organisational Dynamic: The Challenge of Complexity
▪ Vision Unclear ➔Design Thinking ➔Service if necessary with fixed price
▪ Vision & Backlogclear➔ Scrum➔ Contract variants Scrum
▪ Requirements very clear ➔ Kanban, but also classic project management & CIP ➔ according to desired risk distribution
CIP
Design Thinking
Traditional Project Management
Scrum
Kanban
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Manage Agile 2019 43
Model Clause: Definition of Scrum Terms
(1) Definition of requirements
All existing requirements are collected in the product backlog. The requirements of the overall project are specified in different granularities at the time of contract conclusion: The overall project is described by the product backlog defined in Appendix 3. This product backlog is divided into individual topics. These are further detailed in detailed Epics on various subtopics. For the actualrealization, an Epic is divided into the required number of user stories in the course of the project.
• Product Backlog: The list of all topics with a corresponding prioritization and complexity/effort evaluation - including the includedEpic(s) and user stories, if already defined. At least at the detail level of Epics, the Product Backlog is a complete description ofthe subject matter of the contract.
• Topic: A group of requirements from a business perspective, each topic being described at a very high level of abstraction and concisely in a short paragraph. The description is sufficient for experts to estimate the complexity and thus the scope of work.
• Epic: A topic is divided into functionally related groups of user stories. These sub-themes are called Epics. An Epic is succinctlydescribed in a paragraph.
• User Story: The description - from the user's point of view - of a correct, functionally independent use case as well as an appropriate number of test cases (good and bad cases, if applicable) for checking the correct function of the use case.
(2) Other definitions …
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Model Clause: Service Description
(1) The following documents are the basic conditions for the performance of services under a contract for work and services:
1. …
The Contractor has checked these documents for completeness, unambiguity, consistency and practicability, insofar as theywere available at the time of conclusion of the contract. If the documents are further developed in the course of the project, thisreview is carried out in the event of amicable change of the annexes.
(2) The project and the services to be rendered are described today by the following documents:
▪ Product backlog with topics, Epics and user stories▪ Definition of requirements▪ Payment plan (Annex x "Payment plan")▪ Schedule and cooperation services of the AG ▪ Schedule, services, provisions including cooperation services of the AG
(3) This service description is to be further developed according to the rules of the contract. The delivery performance of eachsprint shall be described in accordance with the format agreed in Appendix x.
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Manage Agile 2019 45
Model Clause: Project Organization in Particular Scrum Ceremonies and Roles
(1) The agile approach in the project essentially follows the principles of Scrum and includes various "ceremonies". The followingdiagram gives an overview. The ceremonies and roles are briefly described below.
Scrum roles: The agile team consists of the Product Owner, the Development Team and the Scrum Master.
a) The product owners of the client define and prioritize requirements or adapt them to changed circumstances. They are responsible for the ROI. The product owners of the client define the acceptance criteria and accept the results. They are available to the team 'just in time' for details.
b) Scrum Master moderate the process and support the collaboration of all roles and functions. They protect the Development Teamfrom disruptions and remove obstacles. A Scrum Master is responsible for adhering to Scrum values and techniques.
c) Development Team (Developer & Tester): A Development Team is a self-organized team consisting of full-time employees if possible. They develop cross-functional business functions.
Other stakeholders are available to monitor, advise or supply.
The following Scrum ceremonies take place during the individual sprints: ….
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Lego for Lawyers and SourcersIn 4 steps to the agile contract
1. Arrange the contract terms in themeislands.
2. Discuss the dependencies and areasof tension.
3. Select the topic areas to change foragile contracts.
4. Suggest topics affected by agility and change the contract.
Duration: approx. 30 minutes
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Scrum vs. ANÜ
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Rollen und Risikosphären bei Scrum-Projekten
Product Owner
Entwicklungs-team
Scrum-Master
Customer User
Management
Scrum-Team vollständig durch
Partner besetzt ➔Werkvertrag
Product Owner intern ➔ Werkvertrag noch
möglich (kritisch)
Entwicklungsteamgemischt ➔
Dienstvertrag
Scrum-Master intern ➔ Dienstvertrag
Die Verteilung der Rollen und damit der Schnitt der Risikosphären ist für die Vertragsgestaltung wesentlich.
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Was ändert sich durch das Update des AÜG?Übersicht Abgrenzung Arbeitnehmerüberlassung
Grundsätzlich ändert sich nichts bei Werk- und Dienstleistungen, die wie beauftragt erbracht werden.
Arbeitnehmerüberlassung Werkvertrag
Scheinselbstständigkeit Scheinwerkvertrag
» (1) Durch den Arbeitsvertrag wird der Arbeitnehmer im Dienste eines anderen zur Leistung weisungsgebundener, fremdbestimmter Arbeit in persönlicher Abhängigkeit verpflichtet. Das Weisungsrecht kann Inhalt, Durchführung, Zeit und Ort der Tätigkeit betreffen.
» Weisungsgebunden ist, wer nicht im Wesentlichen frei seine Tätigkeit gestalten und seine Arbeitszeit bestimmen kann. Der Grad der persönlichen Abhängigkeit hängt dabei auch von der Eigenart der jeweiligen Tätigkeit ab.
» Für die Feststellung, ob ein Arbeits-vertrag vorliegt, ist eine Gesamt-betrachtung aller Umstände vor-zunehmen. Zeigt die tatsächliche Durchführung des Vertrags-verhältnisses, dass es sich um ein Arbeitsverhältnis handelt, kommt es auf die Bezeichnung im Vertrag nicht an.
» (2) Der Arbeitgeber ist zur Zahlung der vereinbarten Vergütung verpflichtet.
§ 611a BGB n.F.
Entleiher Verleiher
Arbeitnehmer
Auftragnehmer
Auftraggeber
Auftragnehmer
Auftraggeber
Rechtswidrige (verdeckte) Arbeitnehmerüberlassung
Tatsächlich Arbeitnehmer, da nur scheinbar frei in der Gestaltung seiner Tätigkeit und der ArbeitszeitKlärung ➔ Statusfeststellungsverfahren.
» Arbeitnehmer des Verleihers arbeitet weisungsgebunden und fremdbestimmt beim Entleiher.
Zusätzlich nach alter Rechtsprechung: Eingliederung in die Betriebsorganisation
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Weisungsrecht und Scrum
arbeitsvertragliches Weisungsrecht (§ 106 GewO)
Leistungsgegenstand wird durch die Anweisungen erst bestimmt
Weisungen betreffen Inhalt, Zeit, Ort und Ausführung der
Arbeitsleistung
fachliches Weisungsrecht
(§ 645 I S. 1 BGB)
Werk-, sach- oder projektbezogene Weisungen
Betreffen nur die Art, die Reihenfolge oder die einzelnen
Inhalte einer bereits vereinbarten Leistung
z.B: Fertigungsmethoden, Qualitätsanforderungen, Reihenfolge, Stückzahl
„Unternehmerische“ Weisung/Mitwirkung notwendig zur
Vertragserfüllung
Scrum als Agile Methode
Begründet keine Rechtsbeziehung
Ist Methode zur effizienten Organisation
Scrum Master ➔ keine arbeits-vertraglichen Weisungsrechte
Ist Hüter der Methode➔ Hindernisse beseitigen
korrekte Umsetzung des Vertrages, Abgrenzung der
Weisungsketten in der Praxis
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Modell einer rechtskonformen Zusammenarbeit bei Scrum
Timebox – „Sprint“
P 1 !
P 2 !
max. 4 Wochen
Sprint-Review
DailyScrum
Team
ProductOwnerProxy
P x
P x
SprintBacklog
P x
P x
P x
P x
P x
P x
ProductBacklog
Cortesy of Heupel Consultants & Prof. Dr. Ayelt Komus, Quelle: Jeff Sutherland
ProductOwnerKunde
Scrum Master
Hüter der Methode = Compliance Organ
▪ Vereinbarte Leistung▪ Werk-, sach- oder
projektbezogene Weisungen
Dienstleister
Projekt-vertrag
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Rechtskonforme Zusammenarbeit bei Scrum – Freiberufler ARGE
Timebox – „Sprint“
P 1 !
P 2 !
max. 4 Wochen
Sprint-Review
DailyScrum
Team
P x
P x
SprintBacklog
P x
P x
P x
P x
P x
P x
ProductBacklog
Cortesy of Heupel Consultants & Prof. Dr. Ayelt Komus, Quelle: Jeff Sutherland
ProductOwnerKunde
Scrum Master
Hüter der Methode = Compliance Organ
▪ Vereinbarte Leistung▪ Werk-, sach- oder
projektbezogene Weisungen
Projekt-vertrag
ARGE / Konsortium von Freiberuflern
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Ansatz für ein ANÜ- Compliance-Managementsystem
• Stichproben Verträge &
tatsächliche Umsetzung
• Auswahl nach Zufall, Dauer, etc.
• Festhalten-Erklärung bei entdeckter ANÜ
• Vertrag beenden• ANÜ-Vertrag
abschließen
• Leistung genau beschreiben
• Vertrag schließen• Zusammenarbeit
beginnen • Leistung erbringen
• Geplante Zusammenarbeit analysieren
• Risikoarmen Vertragstyp wählen
• Awareness Training
Plan Do
CheckAct
Scrum Master= Compliance Organ
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CO
NFI
DE
NTI
AL
JURIBOLegal & Consulting
#agile #blockchain #it-sourcing
04.11.19Verträge für agile Projekte 62
Rechtskonforme Zusammenarbeit bei Scrum – Compliance Model
AuftragnehmerAuftraggeber
Werk- / Dienstvertrag
Zusammenarbeit im Projekt
Projekt-mitarbeiter ANProjekt-
mitarbeiter AG
Arbeitsrechtliche Weisung
Arbeitsrechtliche Weisung
KeyAccount
KeyAccount
Ausschließlich fachliche Weisung
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Commercial Deep Dive
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Manage Agile 2019
Possible Development of in the Course of a (IT) Project
Initial costs max.
Final maximum costs = Agile Fxed Price
Exit possibility
Time
Price / Costs
Tender & contractnegotiation
Initial phase Progression of the project End of project
Bonus
Risk share
Joint estimation
Transparency and common estimation of project in total are fundamental for the cooperation model with risk and gain share
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Manage Agile 2019 66
Contract Puzzle Agile Fixed Price
Bonus & Malus
Checkpoint & notice
T&M with budgetaryupper limit
Jointestimation
Scopeand
Change Management
Money fornothing,Change for free
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Agile Fixed Price: Elements and Mode of Action
Synchronization andresponsibility in the team
Cooperation, added value
Added value, project vision
Cost transparency
Synchronization, collaboration
Productivity, collaboration
Added value, project vision
•Divide the residual budget in case of overperformance•Sharing the risk for estimationBonus & Risk share
•Largest value added at the beginning•Project vision achieved earlyMoney for nothing
•Welcoming changes to the plan•Enable prioritization on value creationChange for free
•Transparency over expenses•Costs capped at upper limit
T&M with budget ceiling
•Joint view of initial project•Joint assessment of effort and risksJoint estimate
•Verification of assumptions after 4-6 sprints•Fail fast, fail cheap!
Checkpoint and termination
•Stability for time and budget•Balancing value creation and costs
Scope and change management
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Money for Nothing…Prioritizing the Project Scope According to Business Benefits
= Project scope / required functionality
Δ costs
Δ business benefit
Benfit (ROI)
Sprint(Time)
100%
20%
To achieve the best cost-benefits-relation it could make sense to end the project earlier
Δ 20% of planned income= Money for Nothing
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Change for Free… Prioritizing the Project Scope According to Business Benefits
= Project scope / required functionality
Δ Kosten
Δ Nutzen
Benefits (ROI)
Sprint(Time)
100%
20%
Within the Sprint Planningfeatures can be moved or
changed for free
= New Project Scope
New feature
Feature re-prioritized
= Change for Free
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Project Partnership Model in Terms of Bonus and Risk Share
Manage Agile 2019
▪ In case of efficient work project partner shall not be punished for spending less project budget.
▪ Hence project partner will receive follow up project/order at least in the same amount of money of the saving or budget which has not spend corresponding to project share of project partner.
▪ Project partner is able to chose Bonus earnings model alternatively
▪ In case of efficient work project partner shall not be punished by less earnings.
▪ Hence project partner will receive bonus payment out of the total project savings corresponding to project share of project partner.
▪ Project partner is able to chose Bonus turn over model alternatively
▪ Despite common estimation of the project partners in the clean room (qualification workshops) projects efforts exceeds the final maximum costs because of unpredictable impacts
▪ Project partners will share additional costs and efforts corresponding to project share of project partners. Each partner shall be obligated to
Gain shareturn over model
Gain shareearnings model
Risk shareFunding obligation
Fair solutions emphasize the joint responsibility for all project partners to accomplish the project successfully
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Joint Venture as a Core Concept for Project Partnership Model
Manage Agile 2019
▪ Buffer within project estimation will be divided related to shares of project partners
▪ Full alignment of interest of project partners to accomplish the project successfully
▪ Preferred by Customer
Pure joint venture Simple limitation Graduated joint venture
Absorption of cost of risk of common project estimation
▪ Buffer within project estimation will be divided related to shares of project partners
▪ Takeover of risk limited to x% of estimation▪ Alignment of interest of project partners needs
to be assured by additional mechanism
▪ Buffer within project estimation will be divided related to shares of project partners
▪ Full takeover after graduated increase▪ Alignment of interest of project partners
depends on the width of the steps and may needs to be assured by additional mechanism
For failure of estimation
Buf
fer w
ithin
pr
ojec
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Share of project partner
Share of Customer
Takeover of risklimited to x% of estimation
Buf
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Share of project partner
Share of Customer
Common project estimation Common project estimation
Full takeover after graduated increase
Buf
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Share of project partner
Share of Customer
Common project estimation
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Your Cases / Topics
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Take Aways and Outlook
➢ Agile Projects do not fit within existing contract forms. TCO´s have to be adapted accordingly.
➢ Robust and transparent alignment of all project participants is a key factor to a successful project.
➢ Collaborative concepts like Agile Fixed Price seem to be adaptable to automotive whenever solely the design and development is purchased.
➢ Temp labour laws do not ban scrum project contracts.
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Contact and Planning Poker Cards
Kristian BorkertAttorney at law(German Rechtsanwalt),
[email protected]+49 179 665 5128
Am Rötepark 82, 71332 Waiblingen, Germany
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Contact me on LinkedIn
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Offerings regarding Agile Project Tenders and Negociations
Intensiv Coaching and Mentoring
➢Intensiv training with procurement, controlling & legal affairs (1 day)➢Mentoring parallel to a tender➢Review and feedback
External Management and
Execution➢Full commercial and legal
support of the internal project leader at the tender process➢Alignment with procurement,
controlling and legal affairs of customer with regard to progress and result
Power on Agile / Tandem Approach
➢Initial intensive training with procurement, controlling & legal affairs (1 day) ➢Support of tender process in
tandem approach➢Transfer to daily practice of
contract management covering the entire life cycle
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