PowerPoint-Präsentation · 2017. 3. 1. · Banking marketplaces are no bank Uber builds and owns...

Agile is not an option

M. Klein

05.10.2016

Sven-Olaf Kelbert – Head of Oracle Java [email protected]

Manuel Klein – Head of Enterprise Java [email protected]

2

What are we doing here

Who are we

Facts & Figures

Technically intersectoral

oriented

Headquarters

Ratingen 240 Employees

Founded

1994

Departments Dortmund,

Frankfurt (Main), KölnTaking trainees

Owner-

operated

Partnership with

Oracle,

Microsoft,

Red Hat

and SAP

24 Mio. Euro

volume of sales

3

4

Organisational structure

5

Agenda

It‘ about

Digital Transformation: What‘s going on now

Agile: Why is it so hot

Promisses Agile gives us

Is Agile able to deliver… and under which circumstances

It‘s not about

How to Scrum

Building a Production Pipeline

. . .

6

…and it‘s not about

It‘s about

7

Digital Transformation

„The Deutsche Bank, like nearly all other banks worldwide, is attacked disruptive in all there business areas.“(Christoph Keese, „Silicon Valley“)

Lending Club: First marketplace for loan trading on a secondary market

RASIN: Marketplace for private invests in Eurobonds

Uber: Multinational online transportation network company2013: 213 million $ volume of sales2015: 11 billion $ volume of sales (forecast)

Takeaway.com (Lieferando): Food delivery

. . .

8

…Examples


Parking ticket will vanish

It‘s already changing

At the beginning it contains all data

As a result all data was safe

Today it’s just an ID

All data in Back office

Final goal: Substitution of real world ticket

RFIDs in the car

Online booking systems

Mobile apps

Abolishment of ticket

Saves time and money

Delivers valuable data

9

…one of our customers


Airport Parking command centre

MT AG - Application Development 10

Problem!



Problem (MT-company guidelines…)



What has to be done


1) Stop at fuel station

2) Leave car

3) Refuel car

4) Lock car

5) Enter shop

6) Wait in line

7) Pay (cash or by card)

8) Go back to car

9) Unlock car

10) Go


Today…


1) Stop at fuel station

2) Go


Future…



Back to the future?


Parking ticket transforms to data

Data is aggregated and personalized

…and combined with other information

Places where somebody parks

How long does he/she park

Interests

What’s close by

Information about free parking slots is getting more and more valueable

30% of traffic in town by people looking for free slots

First marketplaces for parking slot trading

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…one of our customers


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Parking slot marketplace


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…Nobody is safe


„SwagBot“ Australians first digital sheepdog

Watches farms, bigger than some countries in Europe

Prototype designed and build in 6 month

Already in beta test

Banking marketplaces are no bank

Uber builds and owns not on single cab

Takeaway.com produces no food

Marketplaces are independent from production of service they are based on

Marketplace

Aggregation of demand and supply

Segregation of data from demand and supply

Disruptive business processesClayton Christensen (HBS): „The Innovator‘s Dilemma“

IT is the engine of this process and data is the fuel

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Common ground

20

…Alteration of revenue

IT is the engine

Software/

Services

Hardware

Software/

Services

Hardware

21

…the big picture

Mega trends

Dematerialisation

Everything transforms to data

Data allows new business models

This business models can be disruptive

Competition can be completely different than before as revenue is separated from underlying production

IT is the critical factor of success

„…we’ve prescribed a single response to ensure that when the dust settles, you’ll still have a viable business:

Develop a disruption of your own before it’s too late…”(Maxwell Wessel, Clayton M. Christensen)

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…Digital Transformation

Conclusion

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…IT needs to deliver

The other side of the coin

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Agile

„It is impossible to fully specify or test an interactive system designed to respond to external inputs.“(Peter Wegener, „Wegener‘s Lemma“)

„Statistic:(Standish Group)

44% of a software system are never used

20% are rarly used

16% sometimes

Only 20% are used always or often“

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…Waterfall model

Facts

Concentration on contract

We don‘t like feedback

Feedback interrupts our plans

Feedback prevents us from being read

We play blame-the-other with our customer

Not written in the specification == Change Request

Change Request == blame-the-other

Business generates massive over-specifications to prevent change requests

Finally bad for both parties

Budget burned up

Software functions as ordered but not as needed

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What is the reason?

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…late feedback

Main problem

V

t

Need not matched

Over-specification

Years Month Weeks …

Problems

No feedbackKick Off

Go Life

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…addresses exactly that

Agile Manifesto

Values

. . .

Customer Collaboration (vs contract negotiation)

Responding to Change (vs following a plan)

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…how do you get feedback and what to do with it

Agile == Feedback

Feedback changes our behaviour

Example „How am I driving“

Display in the car shows kilometres left with my way of driving

I can do more, can I?

Example „Speed trap“

No comment…

Feedback delivers the optimum fast

Example „Music band“

A sound engineer gives feedback concerning loudness of every instrument

After each feedback players adjust there instruments

When the feedback is of good quality the best performance is possible very soon

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…Motivation & sanction

Why feedback?

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…everything tested in the past

How do you get feedback?

Spezification

As complete as possible

IT fragmets (ER-models, UML, BPMN…)

Prototyping / Rapid Prototyping

Modell Driven Development

Model

Generate

. . .

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„Not done“ == „Not interesting“

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…and again

Agile Manifesto

Values

. . .

Customer Collaboration (vs contract negotiation)

Responding to Change (vs following a plan)

Principles

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale

Working software is the primary measure of progress

. . .

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Release IT

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Release IT

Quelle: Eric S. Raymond: The Cathedral and the Bazaar,

Linux Kongress, Würzburg, 1997

Open source Linux kernel development

(„Release Early. Release Often. And listen to your customers“)

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…and listen to your customers

Release early. Release often.

V

t

Processes

(Agile, DevOps)

Architecture /

Technology

Quality

Automatisation

(CI/CD, Test,

Operation)

Business Value

Feedback

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…finetuning is the key

Bird‘s eye view

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Feedback loops to business and operation

Processes

Agile

Scrum

Kanban

Lean Development

Clean Code

DevOps

Transparency

Monitoring

Fallback scenarios

Change Management

Give and take…

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Architecture / technology

Software-architecture

Services, Microservices, Verticals

System-architecture

Infrastruktur

Software Defined Networking (SDN)

Infrastructure As Code

Technology

Cloud

Virtualisation, Container (Docker, Vagrant)

Databases (Cassandra, VoltDB, Hana)

Datavirtualisation (Denodo)

Software plattforms (NodeJS, Vert.X)

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Automatisation

Test-automatisation

CI/CD

Build

Deploy

Propagate

Production-automatisation

Logging

Monitoring

Failover

Fallback

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…sorry

Wrong title!

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Question and answers

Thank you!

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PowerPoint-Präsentation · 2017. 3. 1. · Banking marketplaces are no bank Uber builds and owns...

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