Dr. Johannes Mainusch Leiter Softwareentwicklung ecommerce

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1 Dr. Johannes Mainusch Leiter Softwareentwicklung ecommerce Abstract: Building and maintaining cool software products is what we all strive for. And yet how often do we find ourselves in IT-hell with struggles like - legacy code that looks as if id had been produced on the shore - endless unproductive meetings in startup companies - IT-Projects that have already sucked up 100 Million over the past five years and there is still no product I will give a management perspective what to do to bring back values like coolness, nerdism, professionally, respect, fun, technology into the IT-Hell. I will talk about becoming fast, innovative and responsive. I will talk about the fun in IT. I will talk about values in IT that glue professional teams together. Image: My Mission: excellence, respect, esteem, ask questions, understand and learn, inspire, be nerd

2 This talk is about me and what I experienced and believe. I have been working in IT now for the best part of the last 20 years and so I have seen a new industry coming from infancy to pubescense As an IT industry, I do not think that we are anywhere near maturity. And with the artefacts that we produce, we seem to bring so rapid change to the world, that maturing becomes even more difficult. So we as an IT industry and the products we fabricate are the source of the ever accelerating changes in technology and communication that then often result in rapid changes in the way we work and live and so we stumble on at high pace trying to bring order into the chaos we created

3 Wir wissen nicht viel über agiles Management

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8 Communication control via military organizations. The idea: - How to coordinate many people from one central point of control But: -information is dealt with like currency - Direct communication is subordination and thus often punished Traditional organisations tend to be slow and full of politics

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11 Communication control via military organizations. The idea: - How to coordinate many people from one central point of control But: -information is dealt with like currency - Direct communication is subordination and thus often punished Traditional organisations tend to be slow and full of politics NS-Plakate_57880.tifVertikale Gliederung der Deutschen Arbeitsfront Sehr geehrter Herr Dr. Mainusch, ich habe die Bildvorlage zwar nicht vor Augen, aber sie liegt Ihnen ja offenkundig schon vor und für einen Vortrag ist die Nutzung mit unserem Quellennachweis (sic!) ohne bürokratische Hürden nutzbar. Sollte der Vortrag oder ein korrespondierender Text dazu jedoch analog oder digital publiziert werden, würde unsere Gebührenordnung greifen (vgl. Website > Benutzung > Benutzungsordnung > Gebührenordnung) bzw. dann würde ich Sie um eine vorherige Rückmeldung bei uns bitten.viel Erfolg bei Ihrem Vortrag und mit besten Grüßen aus Berlin verbleibt, Andreas Matschenz_Kartenabt_Landesarchiv Berlin_ _ matschenz[und]landesarchiv.berlin.de_fon_ Lesesaal_Montag bis Freitag_10 bis 17 Uhr_ACHTUNG_Zur Zeit nur Fachbetreuung von Mittwoch bis Freitag möglich! Von: Mainusch Dr., Johannes [mailto:johannes.mainusch@otto.de] Gesendet: Dienstag, 4. September :28

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13 Um ein Büro und Teams zu verwalten braucht es viel Excel

14 um Briefmarken zu beschaffen braucht es ein Papierformular

15 I will try to find common patterns in companies of different size, - Protonet - Xing - Otto

16 V-Model kommuniziert über viel Papier Deutschland Indien kommuniziert über viel Papier in anderer Sprache Medienbrüche machen Kommunikation oft schwerer...

24 Some Hells Image: in/photostream/ CC BY:

25 The day you release your code to life it becomes new born legacy. - Did you structure your code? - Did you look at a code metric of your code? - Did you provide unit tests with complete coverage? - Did you refactor? - Did you have a buddy to review your code? - Did you provide frontend tests (like Selenium)? - Did you load/stress test your code? - Did you describe the deployment in some sort of documentation/wiki? - is the deployment simple? - do you look at usage metrics regularly? - Did you patiently teach all your knowledge to the junior guy next to you? -

26 This is an architectural view of a large german enterprise just before the year Someone took a lot of effort to document all Systems of that company by programming language. You ll fine PL/SQL, JAVA, COBOL and a lot more languages in the legend. Funny are the black boxes. The legend labes them wsith the programming language unknown. What a legacy

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28 If you are in a startup, you are the guy responsible for everything. From buying the coffee machine via paying the bills to operating servers. 28

29 But startups grow and become bigger with success. So the former generalists become senior somethings and at the end supersenior specialists. And many of them become very unhappy At XING, an agile team since 2010 consists of six distinct faculties. This is like a sixfold shamrock. So we have a team now. But will it work? What happens when under extreme stress? How to handle conflict? How to discuss your brilliant refactoring work with a UXguy? 29

30 Specialization is what happens to large enterprises. So what you create step by step are large line organizations. Attributes of successful companies in the future will be: Coherent personal and company values, collaboration, trust, excellent communication, decentralized work, democratic structures, flexible structures. Otto organigramm 30

31 Communication is what we all have to become better at. The next language to learn should thus maybe - not be erlang but - Maybe a soft skill course to excell better in human communication (maybe conflict managemet, presentation skills, project management, )

32 In a team with n members there are n*(n-1)/2 relationships. A team of 11 Members thus has 55 relationships within that team. If you add a new team member, the number of relationships will increase by 11 to 66. If only one of these relationships is disturbed e.g. by conflict, then this disturbance will spread out through the whole team. Managing effective teams includes to keep an eye on relationships. Thus: - Let teams develop - change carefully - Do not disturb teams if not necessary

33 The incorporation of the new geek brings the risk and uncertainty of broken relationships 11 times. So - Respect the integrity of a working team - Incorporate new team members at a careful pace

34 The incorporation of the new geek brings the risk and uncertainty of broken relationships 11 times. So - Respect the integrity of a working team - Incorporate new team members at a careful pace

35 So ensure good communication - Live up to a common value system - Mutual respect is a good start - Drastically limit the necessary meetings for your working teams - streamline meetings - Get people to communicate with each other - Avoid line organizations

36 Communication control via military organizations. The idea: - How to coordinate many people from one central point of control But: -information is dealt with like currency - Direct communication is subordination and thus often punished Traditional organisations tend to be slow and full of politics

37 Working in a very hierarchical environment tends to become boring for developers, because - it s not creative to just follow orders - It s frustrating to execute stupid orders photostream/

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39 So one pattern is to open source information as much as possible

40 We have over 20 Billion Brain Cells in our neocortex, each one of us. They operate with only six layers of hierarchy. Let that be our bionic role modes for organizations...

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43 Become an expert in communicating with people. Give trust, respect and handle others in a way that you do not misuse the trust they invested in you.

44 Educate the juniors, help them to develop and to grow their own wings

45 I have an upcoming article on agile mangement in the 05 edition of the Objekt Spectrum. As a manager my task is to become an expert in communicating with people. Give trust, respect and handle others in a way that you do not misuse the trust they invested in you. Become a role model in living the following values: - respect and value each person - Enable the people in you work with to greater success - Strive for future success of the company - - Set boundaries/ guarding Rails far away from daily work decisions, leave lots of free space and server communication

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47 We have 5 scrum teams

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52 A trusting and encouraging management... smile guys, it s gonna be great

53 Diese beiden Fragen dienen als Vorbereitung für den Wokshop agile Produktentwicklung Folgende Antworten zu den beiden Fragen wurden von einigen Mitabeitern gegeben... Wie kann sich mein System (das Ergebnis meiner Arbeit) in die bestehende Systemlandschaft (die vorhandenen Produkte) einbinden? Das Management sollte erklären, wie die langfristige strategische Planung aussieht und welche Ziele sich daraus für meine Arbeit ergeben. Was wir im Vorwege zu neuen Vorhaben noch angehen müssten, damit uns nichts auf die Füße fällt. Ich möchte, dass das Management die Mitarbeiter im Blick hat. Das es sieht, wo jeder seine Stärken und Schwächen hat. So das wir insgesamt mehr für das ganze Team herausholen können. Das Management sollte ermächtigt und in der Lage sein, Dinge durchzuboxen, wenn nötig,... Ich würde gern noch mal eine Nacht darüber schlafen... Das Management sollte Verständnis dafür haben, dass bestimmte Entscheidungen nicht am Anfang eines Projektes gefällt werden können. Das Management sollte dem Mitarbeiter mehr Verantwortung übertragen. Wir sollten aus Fehlern lernen können, sowohl auf Mitarbeiterebene als auch beim Management. Mein Chef sollte mir helfen, erfolgreich zu sein.

54 Wie kann sich mein System (das Ergebnis meiner Arbeit) in die bestehende Systemlandschaft (die vorhandenen Produkte) einbinden? Das Management sollte erklären, wie die langfristige strategische Planung aussieht und welche Ziele sich daraus für meine Arbeit ergeben. Was wir im Vorwege zu neuen Vorhaben noch angehen müssten, damit uns nichts auf die Füße fällt. Ich möchte, dass das Management die Mitarbeiter im Blick hat. Das es sieht, wo jeder seine Stärken und Schwächen hat. So das wir insgesamt mehr für das ganze Team herausholen können. Das Management sollte ermächtigt und in der Lage sein, Dinge durchzuboxen, wenn nötig,... Ich würde gern noch mal eine Nacht darüber schlafen... Das Management sollte Verständnis dafür haben, dass bestimmte Entscheidungen nicht am Anfang eines Projektes gefällt werden können. Das Management sollte dem Mitarbeiter mehr Verantwortung übertragen. Wir sollten aus Fehlern lernen können, sowohl auf Mitarbeiterebene als auch beim Management. Mein Chef sollte mir helfen, erfolgreich zu sein. Editorial 1: Das Management sollte die langfristigen strategischen Ziele erklären, Aus Fehlern lernen, jeden mit Stärken und Schwächen im Blick haben, mehr Verantwortung übertragen, Dinge durchzuboxen, wenn nötig, das Ergebnis meiner Arbeit in die bestehende Systemlandschaft einbinden. So das wir insgesamt mehr für das ganze Team herausholen und erfolgreich sind.

55 Also ist ein agiler Manager einfach ein Manager, der seine aufgaben gut erfüllt? Neinnaja ja vielleicht... Also ein agiler Manager hat ja nicht mehr so viel zu tun wie früher...

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57 I believe, attributes of successful companies in the future will be: Coherent personal and company values, collaboration, trust, excellent communication, decentralized work, democratic structures, flexible structures 57

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59 DISCLAIMER This presentation was produced in 2012 by Johannes Mainusch (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 Company 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. EOF