Derek Roos, CEO of Mendix, summarized the company's successes in 2010 which included expanding their client portfolio by 130%, onboarding 25 new partners, opening 3 new offices, and growing their user community to over 2,000 members. He noted that companies of all sizes and industries now use Mendix. Roos then discussed challenges with traditional software development processes based on statistics showing high failure rates. He explained how the Agile manifesto established new values and an approach focused on collaboration, responding to change, and delivering working software to better address these issues.

1. Mendix World 2011
#mendixworld
Derek Roos
CEO, Mendix

2. In 2010, we…
• Expanded our client portfolio by 130%
• Onboarded 25 new partners
• Opened 3 new offices in Boston, London & Capetown
• Expanded our user community to >2000 members!

3. Companies of all sizes and industries use Mendix

4. 2006: Why is Enterprise Software so Hard?
120%
100%
80% Failed
60% Challenged
40% Successful
20%
0%
1994 2009
Chaos Report: 68% of all software projects are NOT successful
Source: Standish Group 2010

5. Top 3 reasons for project failure:
1. Lack of user involvement
2. Incomplete requirements:
“the business doesn’t know
what they want”
3. Requirements change
Source: The Standish Group

6. In the 1930s how long did it take to
build the Empire State Building?

7. The “normal” development process
Requirements
Design
Implement
Test
Maintenance

8. What do you get when you put
17 strongly opinionated software gurus
in a ski resort?

9. What do you get when you put
17 strongly opinionated software gurus
in a ski resort?
First:

10. What do you get when you put
17 strongly opinionated software gurus
in a ski resort?
Then:
The “Agile Manifesto”:
A set of four values to continuously
improve the software development process

11. The 4 “Agile Manifesto” values
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

12. A new process that solves the “change” problem…

13. The 4 “Agile Manifesto” values
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

14. Software
development
is NOT about
software
development
(but value)

15. It’s time to create value…
Business IT
Collaboration & Co-Creation
Involving everyone, all-the-time

16. Co-creation
• “User Innovation”
• “Co-Creation” is an
active, creative and social
process, based on
collaboration between
producers and users, with
the primary objective to
create value for users

17. Innovation doesn’t (only) happen
in the dev room

23. 3 Steps to Value Co-creation
Co-Create
Collaborate
Engage

24. Engage
• Give all stakeholders a
voice
• Empower them to
participate

25. Engage
Do you listen to the
best idea or the loudest voice?

26. Install a “mechanism” that
spurs user engagement
• Keep it simple
• Start small (project or business unit level)
• No rules or code of conduct (at least in the
beginning)
• Examples: Yammer, Q&A, sprintr™

27. Collaborate
Collaboration does NOT happen
during formal meetings

28. Collaborate
Enter into the dialog...giving your
feedback and input

29. Co-create
Co-Create value
that’s greater than
the sum of its parts
based on continuous
user collaboration

30. When you are back in the office
tomorrow ask yourself:
1. Engage Within my company, how do I know who
has the best ideas?
2. Collaborate Do we collaborate beyond formal meetings?
3. Co-create Does my team include customers and users?

31. Thank you