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Praktischer Einsatz von agilen Schätzverfahren bei der XING AG
 

Praktischer Einsatz von agilen Schätzverfahren bei der XING AG

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    Praktischer Einsatz von agilen Schätzverfahren bei der XING AG Praktischer Einsatz von agilen Schätzverfahren bei der XING AG Presentation Transcript

    • Praktischer Einsatz von agilenSchätzverfahren bei derXING AGMelanie König,Robert WiechmannSoftwareforen Leipzig User GroupLeipzig, Mai 2011
    • Agiles Arbeiten bei XINGSchätzung & Planung bei XINGVorstellung des Team Estimation GamePraktische Anwendung des TEG
    • 00 .0 0 00 .00 .8 9 10 75Mitglieder glieder m Mit P remiuStand: März 2011
    • Stand: Dezember 2010 1 Mitarbeiter in der Entwicklung 120 pro Woche Releases
    • Agiles Arbeiten bei XING.
    • Etablierung Projektmanagement Mitte 2008 Ende 2008 erstes Scrum Projekt 2009 Umstellung auf agile Entwicklung2008 2009 2010 2011
    • 2010 erstes Kanban Projekt Ausweitung in andere Unternehmensbereiche 2011 Arbeit an übergeordneten Prozessen2008 2009 2010 2011
    • Schätzung & Planungbei XING.
    • Beim Schätzen von Backlog Items geht esum das Erzielen eines Konsenses innerhalbdes Teams.
    • SCRUMEstimation (Story Points)VelocityBurn-up/-down Charts (Story/Task Level)Release –Planning (Sprint)Milestone –Planning (Sprint n)
    • SCRUM
    • KANBANCycle time (Team)Lead time (Stakeholder)ThroughputEstimation (T-Shirt Größen)
    • KANBAN
    • OVERALLAlle Backlog Items werden als Ticket imTracking Tool geführt (JIRA)Konsolidation in wöchentlichen Releases
    • Team Estimation Game [TEG]
    • Warum (Erste) Schätzung vieler Storys Zügiges Schätzverfahren Relative Komplexität des Product Backlogs
    • Abgrenzung Kurzer Zeitintervall im Gegensatz zum Planning Poker Keine Diskussionen über Details Aktive Teilnahme
    • DurchführungSetup alle Backlog Items liegen ausgedruckt vorTeam komplett anwesend inkl. Product OwnerRegeln hängen für alle sichtbar im Raum
    • DurchführungStart Die erste Story wird laut vorgelesen … … ein Teammitglied hängt sie an die Wand … … die nächste Story wird laut vorgelesen … … ein Teammitglied hängt sie an die Wand und hat drei Optionen …
    • DurchführungSie ist ähnlich komplex Aufhängen neben der StoryWeniger komplex Aufhängen unter der StoryKomplexer Aufhängen über der Story
    • DurchführungAb der dritten Karte Ausspielen der Karte Umhängen einer Karte (inkl. Erläuterung) AussetzenEnde Backlog ist geschätzt, alle Spieler setzen aus
    • Let´s play TEG!
    • Zusammengefasst Cluster ermöglichen eine Zusammenfassung (Story Points, T-Shirt-Größen) Spielcharakter lockert auf Für un- und erfahrene Teams geeignet ca. 1 Minute pro Backlog Item
    • Vielen Dankfür Ihre Aufmerksamkeit! POWERING RELATIONSHIPS WWW.XING.COM
    • Product Owner Ruby Developer Perl DeveloperQuality Assurance Manager Frontend Developer Interaction Designer ... XING sucht neue Kollegen!
    • DISCLAIMERThis presentation was produced in Mai 2010 by XING AG (the "Company") solely for use as an information source for potential business partners andis strictly confidential. It has been made available to you solely for your own information and may not be copied, distributed or otherwise madeavailable to any other person by any recipient. This presentation is not an offer for sale of securities in the United States. The distribution of thispresentation to you does not constitute an offer or invitation to subscribe for, or purchase, any shares of the XING AG and neither this presentationnor 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 Companynor any of its subsidiaries, any directors, officers, employees, advisors nor any other person makes any representation or warranty, express or impliedas to, and no reliance should be placed on, the accuracy or completeness of the information contained in this presentation. Neither the Company norany of its subsidiaries, any directors, officers, employees, advisors or any other person shall have any liability whatsoever for any loss arising, directlyor 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 anyinformation and statistics are quoted from any external source, such information or statistics should not be interpreted as having been adopted orendorsed 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 industryin 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 toassumptions, 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 todiffer materially from those described in these statements. The Company does not represent or guarantee that the assumptions underlying suchforward-looking statements are free from errors nor do they accept any responsibility for the future accuracy of the opinions expressed in thispresentation. No obligation is assumed to update any forward-looking statements. XING – Powering Relationships 28