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Dipl.-Inform. (FH) Joachim Seibert

Joachim Seibert is a strong advocate for agile software development. He has focused on making both software teams, and especially the company more agile to achieve improved communication and collaboration. Not only does his in-depth knowledge of Scrum and continuous delivery help the software teams immensely, he is also deeply involved with issues such as co-operative management and the overcoming the challenges of group decision making.


Agile convinced Scrum Master and Agile Coach @ //SEIBERT/MEDIA

Current Focus

Agile Organisation > Leadership > Communication > Open Space facilitation > Agile Software development (Scrum, Kanban)

Details about me


CEO, Scrum Master, Agile Coach




since 1996

More Info

Twitter: @jseibert, Google+, Xing, LinkedIn


Honors in Computer Science (University of Applied Sciences)


Scrum mastering, product ownership, team coaching, Java and Perl development, SOA, SOAP and REST web services

Focus on

Agile organisation, introducing Scrum/Kanban for teams, supporting development teams at //SEIBERT/MEDIA, fostering collaboration in teams, social intranets, systems theory, servant leadership


Joachim Seibert's presentation portfolio includes presentations in the fields of agile software development and agile organizations. The following list includes overviews of some of these presentations (most are available only in German).

Type of Presentation
 Agile Entwicklung mit Softwareunterstützung - ein Widerspruch?Fishbowl discussion.XPDays 2011, Karlsruhe

"Och, nicht schon wieder ...!" - Über das Leiden der Entwickler bei Aufwandsschätzungen

Word Café for a collaborative event about the challenges and problems with cost estimates.


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The topic of "estimates" is an issue that developers have dealt with for a long time, regardless of whether they work with agile methods. Sometimes with more, sometimes less pain. Everything considered, it should be noted that most developers don't like to estimate. The current approach of agile coaches is more in the direction of "measurements instead of estimates". In practice however, we are often confronted with time estimates and pressure to "estimate more accurately". In our work, we more often discuss the method and results of estimates. That's why we would like to exchange experiences with participants of the XP Days.

Following the World Café format, we want to hold discussions at three tables, about why we actually make estimates, whether estimates are useful for us as developers, and how we can minimize the pain of making estimates. The results of the individual table discussions are then to be presented in a plenary session and discussed:

  • For whom and for what purpose do we make estimates? What are the reasons estimates are used, or what needs are met by estimates? What experience have you had with estimates, and what can we learn from your experience?
  • How do we make estimates? How can we make estimates with a minimal time investment? What process do you use, and what experience have you had with different methods? What does the much-maligned "estimate accuracy" mean for us?
  • In what form do we estimate? Hours, days, ideal days, function points, story points, ... - what does this mean for the whole team? What do you use and why? And how on earth does this include effort and complexity?
  • Should we stop estimating? What do we have to do so that in the future we can avoid estimates?

Die Aufwandsschätzung - ein Diskurs zwischen Kunde und Entwickler  (Video in German)

Pecha Kucha short presentation with Sven Müller

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In a Pecha Kulcha short presentation, we can follow a dialog between a customer and their developer. The customer wants a reliable estimate but the developer is unable to provide one - what now? Can both find their way out of this dilemma?
A short presentation to provide food for thought about how we can work with estimates.

Mit Scrum zur agilen Organisation 
(Video in German)

Presentation with Paul Herwarth v Bittenfeld

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In this presentation we explain how we applied Scrum to our organization, to continually improve and make the organization more agile. We explain why we wanted to become more agile as an organization, how we used Scrum as a framework, and what challenges our self-organized company-improvement team faced. We draw on two years of agile operation in our company with over 70 employees, and note what we have learned.

We particularly focus on our application of Scrum:

  • What is different when using Scrum in software development to this application, and what is the same?
  • What exactly is the 'deliverable product' in this application?
  • What special adaptations did we make so that Scrum could be applied to the 'process improvement' process itself?
  • Who is included in self-organizing teams?
  • Who makes decisions? What decisions can they make?
  • What role does 'old management' still fulfill?

Extreme agile leadership
(Prezi Presentation)

Presentation with Paul Herwarth v Bittenfeld and Armin Meyer

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In this presentation we want to show how the introduction of agile software development impacted our leadership style, and what profound changes we made to our organization because of it. In particular, we focus on the following points:

  • From the pyramid to peach: how agile can influence the organization
  • From closed strategic meetings to company-wide Open Space
  • From individual goals to a collaborative improvement process
  • From supervisors to mentor teams: decentralization of employee development
  • From the center to the periphery: who makes the decisions?

Bye bye code monkey
(Prezi Presentation

Presentation with Paul Herwarth von Bittenfeld

 show more ...

In this presentation we explain how our entire organization was impacted through the introduction of self-organizing Scrum teams.

Where once we thought that after graduation we'd sit the whole day in front of our computers and code, we are now confronted with completely new challenges where not only technical expertise is required.

We focus on the following questions:

  • From management to leadership - how has the leadership process changed?
  • From hierarchy to equality - what situations need co-operative leadership?
  • From team focus to informed employees - how much transparency is required, so that the correct decisions can be made by self-organizing teams.

We hold a lively dialog about example situations in companies, and explain the required frameworks and principles for an agile organization. Our hope is that you can take away perhaps a small idea and make your organization more agile.



TitlePublished in

Agiles Schätzen im Team: Verfahren in der agilen Softwareentwicklung

Article about various estimation methods in agile software development.

Objektspektrum 5/2012


Article about self-organizing teams and how to get there.

Harvard Business Manager Sonderheft Change Management 2016



For use when author or presenter photos are required.


Continuous Deployment

Live session with Martin Seibert about continuous delivery. (German)

Retrospektive in Scrum und Kanban - Anwendung und Tipps

Live session with Martin Seibert about the foundations of agile retrospectives. (German)

Die Retrospektive in der agilen Praxis für Fortgeschrittene

Live session with Martin Seibert und Thorsten Brüggemann going into great detail about agile retrospectives. (German)

Kanban - Wie man das Task-Board / die Kanban-Wand erstellt

Live session with Martin Seibert about how value stream mapping is used to visualize Kanban processes. (German)

Scrum und Kanban bei //SEIBERT/MEDIA

Live session with Martin Seibert. (German)

Scrum: Agile Aufwandsschätzung. Ein Diskurs zwischen Kunde und Entwickler

Recording of a Pecha Kucha presentation. (German)

Supergeil Skifahren in Serfaus

Fun video of a ski-weekend with colleagues. (German)

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