ImmobilienScout24 Introduction and use of agile methods for software development www.immobilienscout24.de Berlin | 23.06.2009 | André Neubauer

Contents Facts Retrospection Introduction of agile processes and methods Review Outlook

Facts

Retrospection

Introduction of agile processes and methods

Review

Outlook

Chapter 01 Facts Retrospection Introduction of agile processes and methods Review Outlook

Facts

Retrospection

Introduction of agile processes and methods

Review

Outlook

Facts – ImmobilienScout24 ImmobilienScout24 is the leading real estate portal in the German speaking countries. With more than 450 employees in Berlin we hope to offer the best service to all our customers: >3.7 MM unique users/ month > 1 BN page impressions/ month > 150 MM virtual real estate visits/ month (viewing of exposé) > 1.2 MM real estate objects/ month > 95.000 real estate providers/ month

ImmobilienScout24 is the leading real estate portal in the German speaking countries. With more than 450 employees in Berlin we hope to offer the best service to all our customers:

>3.7 MM unique users/ month

> 1 BN page impressions/ month

> 150 MM virtual real estate visits/ month (viewing of exposé)

> 1.2 MM real estate objects/ month

> 95.000 real estate providers/ month

Facts – ImmobilienScout24 Team leader IT development, professional agents Teamdesign & -development, Introduction of agile methods for software development Graduated in computer sciences, business informatics Certified ScrumMaster Member of Java user group Berlin Blog: http://www.devpg.com Twitter: http://www.twitter.com/devpg

Team leader IT development, professional agents

Teamdesign & -development, Introduction of agile methods for software development

Graduated in computer sciences, business informatics

Certified ScrumMaster

Member of Java user group Berlin

Chapter 02 Facts Retrospection Introduction of agile processes and methods Review Outlook

Facts

Retrospection

Introduction of agile processes and methods

Review

Outlook

Waterfall modell Idea Analysis Design Implementation Post-processing Source: Wikimedia Commons

Waterfall modell

Idea

Analysis

Design

Implementation

Post-processing

Retrospection Project A > 800 MD Two dedicated project managers Departments for software development and testing nearly completely blocked Continuous maintenance of project plan based on real progress Project B > 220 MD Two releases too late More than 75 bugs, a lot of them critical First release didn’t really fit customer expectations Explicit assignment of tasks

Project A

> 800 MD

Two dedicated project managers

Departments for software development and testing nearly completely blocked

Continuous maintenance of project plan based on real progress

Project B

> 220 MD

Two releases too late

More than 75 bugs, a lot of them critical

First release didn’t really fit customer expectations

Explicit assignment of tasks

Retrospection – Problems Long running projects without iterations Succession projects (neverending projects) Long time to market Missing company wide prioritization Unreproducible re-prioritization Classic project business Unhappiness of product managers and developers

Long running projects without iterations

Succession projects (neverending projects)

Long time to market

Missing company wide prioritization

Unreproducible re-prioritization

Classic project business

Unhappiness of product managers and developers

Chapter 03 Facts Retrospection Introduction of agile processes and methods Review Outlook

Facts

Retrospection

Introduction of agile processes and methods

Review

Outlook

Introduction of Scrum 02/2008 Two product managers and two IT team leader attended a Certified Scrum Master (CSM) training 06/2008 Recommendation of the CSMs regarding a Scrum introduction at IS24 08/2008 Combined CSM and CSPO training for product manager and software developer (36 EE) 09/2008 Start of the first IS24 Scrum team 03/2009 Second wave of training for managers and team leads 05/2009 Company wide Scrum introduction completed Driven by IT-management

02/2008 Two product managers and two IT team leader attended a Certified Scrum Master (CSM) training

06/2008 Recommendation of the CSMs regarding a Scrum introduction at IS24

08/2008 Combined CSM and CSPO training for product manager and software developer (36 EE)

09/2008 Start of the first IS24 Scrum team

03/2009 Second wave of training for managers and team leads

05/2009 Company wide Scrum introduction completed

Introduction of Scrum Task Sep Oct Nov Dec Jan Feb Mar Apr Mai Jun Jul Aug Sprint 4 – PMI 2 Sprint 7 – PMI 3, BBP Sprint 13 – OC1, OC2a/b Sprint 15 – SAT Sprint 1 – PMI 1 Sprint 17 – OM Sprint 15 – PMI 4, C&S

Introduction of Scrum No cross-functional teams Additional support via support teams Two week sprints until 03/2008, now three week sprints Daily sync between teams and exchange of impediments Retrospective Sprint Planning 2 Estimation meeting Review Daily standup Sprint Planning 1 Tuesday (week 3) Week 2 Wednesday (week 1)

No cross-functional teams

Additional support via support teams

Two week sprints until 03/2008, now three week sprints

Daily sync between teams and exchange of impediments

Introduction of agile methods Pair programming Establish IT-specialists within the team to be independent Continuous refactoring Permanent testing Source: http://www.cenqua.com/pairon This is not XP!

Pair programming

Establish IT-specialists within the team to be independent

Continuous refactoring

Permanent testing

Chapter 04 Facts Retrospection Introduction of agile processes and methods Review Outlook

Facts

Retrospection

Introduction of agile processes and methods

Review

Outlook

Review Product business instead of project business (which is much better for our business) Company wide backlog and priorization to get a vision what is needed Reduced time to market Increased software quality Satisfaction of product owner, customer and developer Scrum is the right scope to improve sw/hw structure continuously About 70% of complete Scrum organisation reached

Product business instead of project business (which is much better for our business)

Company wide backlog and priorization to get a vision what is needed

Reduced time to market

Increased software quality

Satisfaction of product owner, customer and developer

Scrum is the right scope to improve sw/hw structure continuously

Review – Trend: projects vs. todos

Review – Trend: bugs/ release

Review – Success story „Objekt-Archiv“ Implementation within one sprint (three weeks) No errors during testing After 9 weeks available at ImmobilienScout24 Enthusiasm of PO and customers Starting point: Go in circles for more than 18 months

Implementation within one sprint (three weeks)

No errors during testing

After 9 weeks available at ImmobilienScout24

Enthusiasm of PO and customers

Review – Lessons learned Use external coach to implement Scrum (it is a rocky road) Involve whole company including top management Scrum will expose problems and bottlenecks Use Scrum masters to improve the organisation Scrum for external and virtual teams needs additional attention Have a periodical review to ensure you are on track Scrum will change your company

Use external coach to implement Scrum (it is a rocky road)

Involve whole company including top management

Scrum will expose problems and bottlenecks

Use Scrum masters to improve the organisation

Scrum for external and virtual teams needs additional attention

Have a periodical review to ensure you are on track

Scrum will change your company

Review – Lessons learned at daily business Have as less dependencies as possible Solve impediments as early as possible Use sprint planning to get a common understanding about stories, tasks and implementation Sprint review is not about acceptance but feedback Daily Scrum is not for discussion Stories should be worked on serially

Have as less dependencies as possible

Solve impediments as early as possible

Use sprint planning to get a common understanding about stories, tasks and implementation

Sprint review is not about acceptance but feedback

Daily Scrum is not for discussion

Stories should be worked on serially

Chapter 05 Facts Retrospection Introduction of agile processes and methods Review Outlook

Facts

Retrospection

Introduction of agile processes and methods

Review

Outlook

Outlook Get the last 30% to be complete Scrum organization Scrum master organization as incubation centre for a common understanding of Scrum Continuing reduce time to market Include remaining departments in agile procedure Involve QA earlier Optimize build and deployment (“continuous deployment”) Rethink team size and structure Periodical review and use of best practices Still things to improve

Get the last 30% to be complete Scrum organization

Scrum master organization as incubation centre for a common understanding of Scrum

Continuing reduce time to market

Include remaining departments in agile procedure

Involve QA earlier

Optimize build and deployment (“continuous deployment”)

Rethink team size and structure

Periodical review and use of best practices

Contact: Immobilien Scout GmbH Andreasstraße 10 10243 Berlin Fon: +49 (0)30 243 01-1571 Email: [email_address] URL: www.immobilienscout24.de Thank you for your attention!