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Webtech 09 - Wer am Ziel ist, irrt sich

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Dr. Johannes Mainusch, VP Operations at XING, talks about the importance of agile development for XING.

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Webtech 09 - Wer am Ziel ist, irrt sich

  1. 1. Wer am Ziel, ist irrt sich!Agil bleiben - Motorhaube auf <br />Dr. Johannes Mainusch, XING AG<br />WEBTECH KONFERENZ, 17. November 2009<br />
  2. 2. 2<br />Agil?<br />Warum?<br />
  3. 3. Aim!<br />Aim?!?<br />requirements<br />requirements<br />requirements<br />Incoherentrequirements kill projects<br />
  4. 4. AGIL <br />delivermonitoradapt*<br />4<br />
  5. 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*<br />5<br />
  6. 6. 10% Lerneffekt bei der 1., 2., 4., 8., ... Wiederholung<br />10%<br />10%<br />10%<br />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*<br />6<br />
  7. 7. 20% Einsparungspotenzial, <br />wenn das erste Projekt <br />10 Iterationen enthält...<br />Basis: 10% Lerneffekt, 10 Iterationen<br />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*<br />7<br />
  8. 8. 20% Einsparungspotenzial im ersten Projekt<br />50%<br />Agile Organisationen<br />werden mit jeder Iteration <br />effektiver!Basis: 10% Lerneffekt, 100 Iterationen<br />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*<br />8<br />
  9. 9. Agilitätmachtunslebendig<br />
  10. 10. … sich sehnen nach Optimum…<br />
  11. 11. … Spaß am Lernen…<br />
  12. 12. … Freude neue Wege zu gehen…<br />
  13. 13. … Bewahren des Guten…<br />
  14. 14. … ein mutiges Herz,<br />… Zähigkeit & Ausdauer.<br />
  15. 15. Agile<br />
  16. 16. Erfolg<br />1 + 1 = 3<br />
  17. 17. 17<br />Innovation beiVollbetrieb<br />
  18. 18. XING ist das führende europäische Online-Business-Netzwerk<br />
  19. 19. &gt;8.300.000<br />&gt;660.000<br />Mitglieder<br />Premium-Mitglieder<br />
  20. 20. Reaktionszeit<br />2 [s]<br />+300<br />Server in <br />2 Rechenzentren<br />
  21. 21. 50<br />Releases im Jahr<br />~100<br />Mitarbeiter im Engineering<br />
  22. 22. Schwungrad Innovation<br />
  23. 23. InnovativeKollegen<br />
  24. 24. Dialog<br />mit den Benutzern<br />Produktmanager<br />geben das Feedback in die Teams<br />
  25. 25. Beispiel Job Board<br />
  26. 26. Beispiel Job Board<br />
  27. 27. KANBAN<br />SCRUM<br />
  28. 28. Ein ideales agiles Umfeld<br />
  29. 29. 29<br />Wasserfall-<br />Methode<br />
  30. 30. Requirements<br />Design<br />Implementation<br />QA<br />Operation<br />30<br />
  31. 31. 31<br />SCRUM<br />
  32. 32. 32<br />
  33. 33. 33<br />KANBAN <br />
  34. 34. Kein Committment<br />wurde eingelöst…<br />
  35. 35. Scrum schützt Teams <br />Not Started<br />In Progress<br />Done<br />
  36. 36. Bugs<br />Not Started<br />In Progress<br />Done<br />
  37. 37. Pull<br />Not Started<br />In Progress [5]<br />Done<br />
  38. 38. KANBAN schützt Teams<br />Not Started<br />In Progress [5]<br />Done<br />
  39. 39. Nur wirkliche Bugs<br />Not Started<br />In Progress [5]<br />Done<br />
  40. 40. Daily Stand-up<br />Release-Meeting<br />Retrospektive<br />+<br />
  41. 41. Team Spirit<br />Entweder kommen alle voran… <br /> … oder keiner<br />
  42. 42. Fokus auf <br />Durchlaufzeit <br />
  43. 43. Karten helfen erkennen<br />
  44. 44. Cycle Time<br />Not Started<br />In Progress<br />Done<br />
  45. 45. Lead Time<br />Not Started<br />In Progress<br />Done<br />Online<br />Entscheidung<br />
  46. 46. Wartezeiten erkennen…<br />That&apos;s &quot;lean&quot;!The items this week were created, when the topic had a high priority. Right after creating the items, they were developed.<br />…<br />
  47. 47. That&apos;s &quot;lean&quot;!The items this week were created, when the topic had a high priority. Right after creating the items, they were developed.<br />72%<br />in 4 Tagen<br />
  48. 48. Wir sind selbst überrascht… <br />
  49. 49. 49<br />Ziel:<br />Agilität<br />
  50. 50. Wirsind super! Hattenes in manchenPunktenabernicht super schwer…<br />
  51. 51. Das Backlog<br />Basis für Meilensteinplanung<br />
  52. 52. Das <br />Taskboard<br />
  53. 53. Burndownoder<br />Burnup Charts <br />
  54. 54. Die Roadmap<br />
  55. 55. Staffing Plan<br />
  56. 56. Statusberichte<br />
  57. 57. Best Practice Agile<br />
  58. 58. Nach 1,5 Jahren …<br />
  59. 59. Wohin wir<br />noch wollen…<br />
  60. 60. Wirstellenein! <br />http://corporate.xing.com/english/company/careers-at-xing/<br />
  61. 61. 61<br />01<br />Vielen DankfürIhreAufmerksamkeit<br />Dr. Johannes Mainusch <br />VicePresidentOperations<br />Vielen Dank<br />an Susanne Reppin,<br />mit der ich diesen Vortrag gemeinsam erstellt habe.<br /> Thank you for your attention!<br />
  62. 62. XING – Powering Relationships<br />62<br />DISCLAIMER<br />This presentation was produced in November 2009 by XING AG (the &quot;Company&quot;) 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.<br />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.<br />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.<br />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 &quot;believes,&quot; &quot;expects,&quot; &quot;predicts,&quot; &quot;intends,&quot; &quot;projects,&quot; &quot;plans,&quot; &quot;estimates,&quot; &quot;aims,&quot; &quot;foresees,&quot; &quot;anticipates,&quot; &quot;targets,&quot; 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.  <br />

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