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

1. Wer am Ziel, ist irrt sich!Agil bleiben - Motorhaube auf Dr. Johannes Mainusch, XING AG WEBTECH KONFERENZ, 17. November 2009

2. 2 Agil? Warum?

3. Aim! Aim?!? requirements requirements requirements Incoherentrequirements kill projects

4. AGIL delivermonitoradapt* 4

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* 5

6. 10% Lerneffekt bei der 1., 2., 4., 8., ... Wiederholung 10% 10% 10% 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* 6

7. 20% Einsparungspotenzial, wenn das erste Projekt 10 Iterationen enthält... Basis: 10% Lerneffekt, 10 Iterationen 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* 7

8. 20% Einsparungspotenzial im ersten Projekt 50% Agile Organisationen werden mit jeder Iteration effektiver!Basis: 10% Lerneffekt, 100 Iterationen 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* 8

9. Agilitätmachtunslebendig

10. … sich sehnen nach Optimum…

11. … Spaß am Lernen…

12. … Freude neue Wege zu gehen…

13. … Bewahren des Guten…

14. … ein mutiges Herz, … Zähigkeit & Ausdauer.

15. Agile

16. Erfolg 1 + 1 = 3

17. 17 Innovation beiVollbetrieb

18. XING ist das führende europäische Online-Business-Netzwerk

19. >8.300.000 >660.000 Mitglieder Premium-Mitglieder

20. Reaktionszeit 2 [s] +300 Server in 2 Rechenzentren

21. 50 Releases im Jahr ~100 Mitarbeiter im Engineering

22. Schwungrad Innovation

23. InnovativeKollegen

24. Dialog mit den Benutzern Produktmanager geben das Feedback in die Teams

25. Beispiel Job Board

26. Beispiel Job Board

27. KANBAN SCRUM

28. Ein ideales agiles Umfeld

29. 29 Wasserfall- Methode

30. Requirements Design Implementation QA Operation 30

31. 31 SCRUM

32. 32

33. 33 KANBAN

34. Kein Committment wurde eingelöst…

35. Scrum schützt Teams Not Started In Progress Done

36. Bugs Not Started In Progress Done

37. Pull Not Started In Progress [5] Done

38. KANBAN schützt Teams Not Started In Progress [5] Done

39. Nur wirkliche Bugs Not Started In Progress [5] Done

40. Daily Stand-up Release-Meeting Retrospektive +

41. Team Spirit Entweder kommen alle voran… … oder keiner

42. Fokus auf Durchlaufzeit

43. Karten helfen erkennen

44. Cycle Time Not Started In Progress Done

45. Lead Time Not Started In Progress Done Online Entscheidung

46. Wartezeiten erkennen… That's "lean"!The items this week were created, when the topic had a high priority. Right after creating the items, they were developed. …

47. That's "lean"!The items this week were created, when the topic had a high priority. Right after creating the items, they were developed. 72% in 4 Tagen

48. Wir sind selbst überrascht…

49. 49 Ziel: Agilität

50. Wirsind super! Hattenes in manchenPunktenabernicht super schwer…

51. Das Backlog Basis für Meilensteinplanung

52. Das Taskboard

53. Burndownoder Burnup Charts

54. Die Roadmap

55. Staffing Plan

56. Statusberichte

57. Best Practice Agile

58. Nach 1,5 Jahren …

59. Wohin wir noch wollen…

60. Wirstellenein! http://corporate.xing.com/english/company/careers-at-xing/

61. 61 01 Vielen DankfürIhreAufmerksamkeit Dr. Johannes Mainusch VicePresidentOperations Vielen Dank an Susanne Reppin, mit der ich diesen Vortrag gemeinsam erstellt habe. Thank you for your attention!

62. XING – Powering Relationships 62 DISCLAIMER This presentation was produced in November 2009 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.