This document summarizes a presentation given by Melanie König and Robert Wiechmann from XING AG on agile estimation methods used at XING. It discusses how XING has increasingly adopted agile practices like Scrum and Kanban since 2008. It then focuses on estimation techniques like story points, T-shirt sizing, and the Team Estimation Game, which is a card-based game used to quickly estimate relative complexity of backlog items.

1. Praktischer Einsatz von agilen
Schätzverfahren bei der
XING AG
Melanie König,
Robert Wiechmann
Softwareforen Leipzig User Group
Leipzig, Mai 2011

2. Agiles Arbeiten bei XING
Schätzung & Planung bei XING
Vorstellung des Team Estimation Game
Praktische Anwendung des TEG

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Stand: März 2011

6. Stand: Dezember 2010
1
Mitarbeiter in der Entwicklung
120 pro Woche
Releases

7. Agiles Arbeiten bei XING.

8. Etablierung Projektmanagement Mitte 2008
Ende 2008 erstes Scrum Projekt
2009 Umstellung auf agile Entwicklung
2008 2009 2010 2011

9. 2010 erstes Kanban Projekt
Ausweitung in andere Unternehmensbereiche
2011 Arbeit an übergeordneten Prozessen
2008 2009 2010 2011

10. Schätzung & Planung
bei XING.

11. Beim Schätzen von Backlog Items geht es
um das Erzielen eines Konsenses innerhalb
des Teams.

12. SCRUM
Estimation (Story Points)
Velocity
Burn-up/-down Charts (Story/Task Level)
Release –Planning (Sprint)
Milestone –Planning (Sprint n)

13. SCRUM

14. KANBAN
Cycle time (Team)
Lead time (Stakeholder)
Throughput
Estimation (T-Shirt Größen)

15. KANBAN

16. OVERALL
Alle Backlog Items werden als Ticket im
Tracking Tool geführt (JIRA)
Konsolidation in wöchentlichen Releases

17. Team Estimation Game [TEG]

18. Warum
(Erste) Schätzung vieler Storys
Zügiges Schätzverfahren
Relative Komplexität des Product Backlogs

19. Abgrenzung
Kurzer Zeitintervall im Gegensatz zum
Planning Poker
Keine Diskussionen über Details
Aktive Teilnahme

20. Durchführung
Setup
alle Backlog Items liegen ausgedruckt vor
Team
komplett anwesend inkl. Product Owner
Regeln
hängen für alle sichtbar im Raum

21. Durchführung
Start
Die erste Story wird laut vorgelesen …
… ein Teammitglied hängt sie an die Wand …
… die nächste Story wird laut vorgelesen …
… ein Teammitglied hängt sie an die Wand
und hat drei Optionen …

22. Durchführung
Sie ist ähnlich komplex
Aufhängen neben der Story
Weniger komplex
Aufhängen unter der Story
Komplexer
Aufhängen über der Story

23. Durchführung
Ab der dritten Karte
Ausspielen der Karte
Umhängen einer Karte (inkl. Erläuterung)
Aussetzen
Ende
Backlog ist geschätzt, alle Spieler setzen aus

24. Let´s play TEG!

25. Zusammengefasst
Cluster ermöglichen eine Zusammenfassung
(Story Points, T-Shirt-Größen)
Spielcharakter lockert auf
Für un- und erfahrene Teams geeignet
ca. 1 Minute pro Backlog Item

26. Vielen Dank
für Ihre Aufmerksamkeit!
POWERING RELATIONSHIPS
WWW.XING.COM

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28. DISCLAIMER
This presentation was produced in Mai 2010 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.
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