www.friendscout24.dewww.friendscout24.de
Agile! … und jetzt?
Bonn | 25.09.2012 | Michael Maretzke
Michael Maretzke
FriendScout24
Vice President Technology
michael.maretzke@friendscout24.de
@mmaretzke
FriendScout24 – Part of Scout24 family
FriendScout24 – Facts and figures
Source: Nielsen NetView Unique Audience (Aug. 11), Google Trends (Aug. 11)
No. 1
No. 1
N...
Lebenspartner
Revival 2012
InternationalInternational
Noi ti innamoriamo!
Start 2011
Social Dating
Start 2011
Casual Datin...
Titel der Präsentation | Autor der Präsentation
Seite 9
How we work.
Retrospective.
Projects SCRUM KANBAN
2009 2012
SCRUM KANBAN
How we work.
Retrospective.
Projects
● Books of specifications
● Communication gaps even in product
developme...
Projects KANBAN
How we work.
Retrospective.
SCRUM
Introduction
● Supported by Boris Gloger
● Training for all FriendScout2...
How we work.
Retrospective.
Product
Manager
Lead
Engineer
SW Engineer SW Engineer
SW Engineer SW Engineer
QA Manager
Scrum...
Projects SCRUM
How we work.
Retrospective.
KANBAN
Getting Things Done!
Focus.
Limit yourself.
Higher Motivation.
Lead-Time.
SCRUM KANBAN
2009 2012
How we work.
Sprints, Leadtime, Continuous Delivery.
3 weeks sprints
3 days QA phase
2 weeks sprint...
What have we achieved?
Highly motivated people.
Team spirit.
Understood how to develop products.
Well structured teams.
Te...
Where could we improve?
SCRUM
● Product Manager ≠ Product Owner
● Project Manager ≠ SCRUM Master
● Estimation ≠ PO bashing...
SCRUM and KANBAN are
great methods to boost
product creation …
But where is the REAL
difference for the business?
The HOW and the WHAT.
HOW
Projects SCRUM KANBAN
WHAT
Command & Control Agile Chaos LEAN
Organization and control layer
Pro...
LEAN Product Development
Validated Learning
Build-Measure-Learn
Innovation Accounting
Entrepreneurship is Management
Entre...
Build-Measure-Learn-Cycle
Build
MeasureLearn
LEAN?
Finally …
Images
http://www.flickr.com/photos/rudiriet/109718350/
http://www.flickr.com/photos/tonibirrer/3496762112/
http...
Evolution of agile software development methods @ FriendScout24
Evolution of agile software development methods @ FriendScout24
Evolution of agile software development methods @ FriendScout24
Evolution of agile software development methods @ FriendScout24
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Evolution of agile software development methods @ FriendScout24

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Talk given at Deutsche Telekom Agile Convention which shows the evolution of FriendScout24's process landscape towards a truly agile environment.

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Evolution of agile software development methods @ FriendScout24

  1. 1. www.friendscout24.dewww.friendscout24.de Agile! … und jetzt? Bonn | 25.09.2012 | Michael Maretzke
  2. 2. Michael Maretzke FriendScout24 Vice President Technology michael.maretzke@friendscout24.de @mmaretzke
  3. 3. FriendScout24 – Part of Scout24 family
  4. 4. FriendScout24 – Facts and figures Source: Nielsen NetView Unique Audience (Aug. 11), Google Trends (Aug. 11) No. 1 No. 1 No. 1  Active in 7 countries  Marketleader in D-A-CH  More than 10 million members (2011)  17.500 chances for a flirt / minute  1 million unique users  Marketknowlege of 23 million profiles
  5. 5. Lebenspartner Revival 2012 InternationalInternational Noi ti innamoriamo! Start 2011 Social Dating Start 2011 Casual Dating Lebenspartner Seit 2000 Online Dating FriendScout24 Full-Service provider for all serious relations
  6. 6. Titel der Präsentation | Autor der Präsentation Seite 9
  7. 7. How we work. Retrospective. Projects SCRUM KANBAN 2009 2012
  8. 8. SCRUM KANBAN How we work. Retrospective. Projects ● Books of specifications ● Communication gaps even in product development ● No changes in the product ● No documentation ● No transparency on status and activity ● Silo thinking within technology  Change is needed!
  9. 9. Projects KANBAN How we work. Retrospective. SCRUM Introduction ● Supported by Boris Gloger ● Training for all FriendScout24 ● Euphoria ● Conviction SCRUM == FUTURE Euphoria ● Roles assigned ● First sprints produce results ● High motivation Disillusionment ● PM==PO? TPM==SM? ● Multi-sprint topics ● Prioritization? ● Business Value? Company Backlog? ● Role of management? Productivity ● Modified role assignment ● Roles new defined ● Teams slightly changed ● Velocity stabilizes ● Team spirit evolves
  10. 10. How we work. Retrospective. Product Manager Lead Engineer SW Engineer SW Engineer SW Engineer SW Engineer QA Manager Scrum Master Product Owner UX Designer Product Definition Product Management Product Execution Software Development InterdisciplinaryTeams Projects KANBANSCRUM
  11. 11. Projects SCRUM How we work. Retrospective. KANBAN Getting Things Done! Focus. Limit yourself. Higher Motivation. Lead-Time.
  12. 12. SCRUM KANBAN 2009 2012 How we work. Sprints, Leadtime, Continuous Delivery. 3 weeks sprints 3 days QA phase 2 weeks sprints 2 days QA phase Weekly deployments 1,5 days QA phase 2-Daily deployments 12 h QA phase Daily deployments 2 h QA phase
  13. 13. What have we achieved? Highly motivated people. Team spirit. Understood how to develop products. Well structured teams. Technology and product go hand-in-hand.
  14. 14. Where could we improve? SCRUM ● Product Manager ≠ Product Owner ● Project Manager ≠ SCRUM Master ● Estimation ≠ PO bashing ● Prioritization of topics ● Definition of business value ● Team enablement ● SCRUM by the books ≠ FRS24 SCRUM KANBAN ● Progress measurement ● Team commitment and …
  15. 15. SCRUM and KANBAN are great methods to boost product creation … But where is the REAL difference for the business?
  16. 16. The HOW and the WHAT. HOW Projects SCRUM KANBAN WHAT Command & Control Agile Chaos LEAN Organization and control layer Product creation method
  17. 17. LEAN Product Development Validated Learning Build-Measure-Learn Innovation Accounting Entrepreneurship is Management Entrepreneurs are Everywhere
  18. 18. Build-Measure-Learn-Cycle Build MeasureLearn
  19. 19. LEAN?
  20. 20. Finally … Images http://www.flickr.com/photos/rudiriet/109718350/ http://www.flickr.com/photos/tonibirrer/3496762112/ http://www.flickr.com/photos/loop_oh/2377823022/ Ken Schwaber „In der agilen Organisation braucht es neue Typen von Menschen: solche, die auf eine „Bottom-Up-Intelligenz“ in der Organisation setzen und nicht auf das klassische „Command- and-Control“. Wenn man an diesen Grundprinzipien nichts ändert, wird es auch nichts mit der agilen Organisation.“ ObjektSpektrum Nr. 5 / 2012, Seite 80

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