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Dr. Johannes Mainusch, VP Operations at XING, talks about the importance of agile development for XING.
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Wer am Ziel, ist irrt sich!Agil bleiben -
Motorhaube auf
Dr. Johannes Mainusch, XING AGWEBTECH KONFERENZ, 17. November 2009
2
Agil?Warum?
requirements requirements
requirementsAim?!?
Incoherent requirements kill projects
Aim!
4
AGIL deliver monitor adapt *
5
deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt *
6
deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt *
10% Lerneffekt bei der 1., 2., 4., 8., ... Wiederholung
10%
10%
10%
7
deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt *
20% Einsparungspotenzial, wenn das erste Projekt 10 Iterationen enthält...
Basis: 10% Lerneffekt, 10 Iterationen
8
deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt * deliver monitor adapt *
20% Einsparungspotenzial im ersten Projekt
50%
Agile Organisationenwerden mit jeder Iteration
effektiver!Basis: 10% Lerneffekt, 100 Iterationen
Agilität macht uns lebendig
… sich sehnen nach Optimum…
… Spaß am Lernen…
… Freude neue Wege zu gehen…
… Bewahren des Guten…
… ein mutiges Herz, … Zähigkeit & Ausdauer.
Agile
Erfolg1 + 1 = 3
17
Innovation bei Vollbetrieb
XING ist das führende europäische Online-Business-Netzwerk
>660.000Premium-Mitglieder
>8.300.000Mitglieder
+300Server in 2 Rechenzentren
2 [s]Reaktionszeit
Mitarbeiter im Engineering~100
Releases im Jahr50
Schwungrad Innovation
Innovative Kollegen
Produktmanagergeben das Feedback in die Teams
Dialogmit den Benutzern
Beis
piel
Job
Boar
d
Beis
piel
Job
Boar
d
Ein ideales agiles Umfeld
29
Wasserfall-Methode
30
Requirements
Design
Implementation
QA
Operation
31
SCRUM
32
33
KANBAN
Kein Committmentwurde eingelöst…
Scrum schützt Teams
Not Started In Progress Done
Bugs
Not Started In Progress Done
Pull
Not Started In Progress [5] Done
KANBAN schützt Teams
Not Started In Progress [5] Done
Nur wirkliche Bugs
Not Started In Progress [5] Done
Daily Stand-up
Release-Meeting
Retrospektive
+
Team SpiritEntweder kommen alle voran…
… oder keiner
Fokus auf Durchlaufzeit
Karten helfen erkennen
Not Started In Progress Done
Cycle Time
Ents
chei
dung O
nline
Not Started In Progress Done
Lead Time
Wartezeiten erkennen…
…
72%in 4 Tagen
Wir sind selbst überrascht…
49
Ziel:Agilität
Wir sind super! Hatten es in manchen Punkten aber nicht super schwer…
Das BacklogBasis für Meilensteinplanung
Das Taskboard
Burndown oder Burnup Charts
Die Roadmap
Staffing Plan
Stat
usbe
richt
e
Best Practice Agile
Nach 1,5 Jahren …
Wohin wirnoch wollen…
Wir stellen ein! http://corporate.xing.com/english/company/careers-at-xing/
61
01
Thank you for your attention!
Vielen Dankfür Ihre Aufmerksamkeit
Dr. Johannes Mainusch Vice President Operations
Vielen Dankan Susanne Reppin,
mit der ich diesen Vortrag gemeinsam erstellt habe.
XING – Powering Relationships 62
DISCLAIMERThis presentation was produced in November 2009 by XING AG (the "Company") solely for use as an information source for potential business partners and is strictly confidential. It has been made available to you solely for your own information and may not be copied, distributed or otherwise made available to any other person by any recipient. This presentation is not an offer for sale of securities in the United States. The distribution of this presentation to you does not constitute an offer or invitation to subscribe for, or purchase, any shares of the XING AG and neither this presentation nor anything contained herein shall form the basis of, or be relied on in connection with, any offer or commitment whatsoever.The facts and information contained herein are as up-to-date as is reasonably possible and are subject to revision in the future. Neither the Company nor any of its subsidiaries, any directors, officers, employees, advisors nor any other person makes any representation or warranty, express or implied as to, and no reliance should be placed on, the accuracy or completeness of the information contained in this presentation. Neither the Company nor any of its subsidiaries, any directors, officers, employees, advisors or any other person shall have any liability whatsoever for any loss arising, directly or indirectly, from any use of this presentation. The same applies to information contained in other material made available at the presentation.While all reasonable care has been taken to ensure the facts stated herein are accurate and that the opinions contained herein are fair and reasonable, this document is selective in nature and is intended to provide an introduction to, and overview of, the business of the Company. Where any information and statistics are quoted from any external source, such information or statistics should not be interpreted as having been adopted or endorsed by the Company as being accurate.This presentation contains forward-looking statements relating to the business, financial performance and results of the Company and/or the industry in which the Company operates. These statements are generally identified by words such as "believes," "expects," "predicts," "intends," "projects," "plans," "estimates," "aims," "foresees," "anticipates," "targets," and similar expressions. The forward-looking statements, including but not limited to assumptions, opinions and views of the Company or information from third party sources, contained in this presentation are based on current plans, estimates, assumptions and projections and involve uncertainties and risks. Various factors could cause actual future results, performance or events to differ materially from those described in these statements. The Company does not represent or guarantee that the assumptions underlying such forward-looking statements are free from errors nor do they accept any responsibility for the future accuracy of the opinions expressed in this presentation. No obligation is assumed to update any forward-looking statements.
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