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lean on agile - XING@agileEE 2010

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Dr. Johannes Mainusch, VP Operations at XING AG, on monitoring a social media platform, agile production and the changes in our communication

Dr. Johannes Mainusch, VP Operations at XING AG, on monitoring a social media platform, agile production and the changes in our communication

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lean on agile - XING@agileEE 2010 lean on agile - XING@agileEE 2010 Presentation Transcript

  • lean on agile XING AG · Dr. Johannes Mainusch VP Operations · Kiev, 08-10-10
  • A brief, brief introduction We Our users W
  • Social Media: The Buzz What does that mean?
  • »The Medium is the Message.« Marshall McLuhan Presentation Titel | Author | City, 02/11/2010 4
  • communication changes
  • communication needs... Trust Identity How do we ensure this? Authenticity Reliability
  • Communicating on XING
  • Security: Building Trust SSL encryption Security Council Legal Framework Experts at work: We build the product ourselves (agile, weekly releases,…)
  • Monitoring
  • Agil? But Why? 10
  • Incoherent requirements kill projects Aim! requirements requirements requirements Aim?!?
  • waterfall requirements method design implementation Phone QA game??? Operation 12
  • 13
  • AGIL deliver monitor adapt * 14
  • 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 * 15
  • 10% learn effect with each (1., 2., 4., 8., ...) iteration 10% 10% 10% 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 * 16
  • 20% savings, if the project is cut into 10 Iterations Basis: 10% learn effect, 10 Iterations 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 * 17
  • 20% Einsparungspotenzial im ersten Projekt Agile organisations become more effective with each iteration! 50% Basis: 10% learn effect, 100 iterations 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 * 18
  • So much for theory… 19
  • So do you want to be agile /work efficiently?
  • 0,05 kWh/km 21
  • >1 kWh/km 22
  • 0,03 kWh/km 23
  • agility at XING 24
  • The agile animal…
  • … strives for optimum
  • … enjoys learning
  • … loves new pathways
  • … sticks to good practices
  • … is brave and enduring.
  • Innovation at full speed 31
  • ...as of 09/2009
  • Response time 2 [s]
  • 50 Releases per year ~100 Engineers
  • “Any development at scale is distributed development…” Scaling software agility- best practices for large enterprises, Dean Leffingwell 35
  • 36
  • Innovation
  • Innovative Environment
  • Example: HTML 5 Handshake
  • Dialog with users Product manager refine the feedback for the teams
  • Example Job Board
  • Example Job Board
  • 2008: We are Agile beginners… 2009: We are Agile-Fans! 2010: We improve our agile processes 2011: …
  • KANBAN SCRUM
  • KANBAN 45
  • No team committment was kept in the first iterations
  • Scrum protects teams Not Started In Progress Done
  • Bugs Not Started In Progress Done
  • Pull Not Started In Progress [5] Done
  • KANBAN protects teams Not Started In Progress [5] Done
  • things to consider 51
  • Cross functional team Cross functional team Cross functional team implementation requirements Operation design QA 52
  • 53
  • After more than 2 years of agility…
  • Our principles simplicity cross functional teams self organizing teams time boxed iterations excellent communication responsibility, transparency, fun
  • Think yourself!
  • Thank you for your kind attention! We hire https://www.xing.com/profile/Johannes_Mainusch 57
  • DISCLAIMER This 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 distributionDISCLAIMER This 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. 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.