WeWork Berlin coworking space

We are expanding our presence in Berlin

 We are expanding our presence in Berlin
We are excited to announce that our Berlin team has moved to a new location in Ku’Damm.  We spent the past year in a building less than a mile away from our new location – our old office served us well, and we made great memories there, but we couldn’t be more excited about our new space.
We are pleased to occupy a vast, open-plan office within the WeWork Ku’Damm complex, a modern masterpiece of co-working space spanning six floors of industrial design heaven, located in the heart of Berlin. We’re excited about the hustle and bustle happening outside our windows and all of the great bars and restaurants within an easy walking distance of the new location.
While we were happy with our previous space, when we first moved in there were only 3 of us who had relocated from Munich so, we had plenty of room. Now that the team has tripled in size, it’s safe to say space was getting tight. The new office offered more square-footage, but more importantly, it allowed us to rethink our layout. We were able to start from scratch by knocking down walls and putting up others that better fit our team and how we’re growing. Overall, we now have more of an open plan so we’re all working closer together.
It has been an exciting ten years for Austin Fraser, and we look at this new location as the start of another chapter in our history. We’re still working on getting settled in and adding artwork to the walls, but we’re incredibly excited to be in the new space. We’ll be hosting a welcome party soon, so if you’re in the area, feel free to stop in and say ‘Hi!’
The new address is:
Austin Fraser GmbH
c/o WeWork Kurfürstendamm
11 10719

Leaders in Tech: Berlin - Scaling an agile organisation

Leaders in Tech Berlin: The Road to Scaling an Agile Organisation

The Road to Scaling an Agile Organisation

Leaders in Tech is a group of senior execs and thought leaders who get together to discuss current tech trends, share knowledge, learn new things and network. We have created thriving local communities in Munich, Stuttgart, Reading, UK, and now we are excited to expand to Berlin.

Our Berlin launch event will be held at VW Digital Labs on 23rd November. Eric Heymann, Vice President Engineering at FlixMobility Tech GmbH (FlixBus), will give an interactive presentation on the journey to a fully independent, agile team.

There are numerous ways to scale a truly agile team. Eric will present his own perspective at the event but here are some considerations that Austin Fraser consultants have encountered recently.
The prevalence of Agile methods in the software industry today is obvious. Most major organisations can tell you about their approaches to implementing the values and principles found in the Agile Manifesto. Published frameworks and methodologies are rapidly maturing, and a wave of associated terminology is part of the modern lexicon. The challenge now is to scale Agile to work in complex settings with larger teams, larger systems, longer timelines, diverse operating environments, and multiple engineering disciplines.

What is scaling?

Many people understand Agile concepts through the illustrations offered by widely adopted methods such as Scrum. These team-focused development processes embody patterns of Agile behaviour and offer concrete implementation examples. If you want to achieve success with Agile methods in large-scale development efforts, you might be tempted to view the challenge as simply a matter of tailoring Scrum to work with larger groups of people. What we are learning from the experiences of major programs undertaken by large businesses is that this view oversimplifies the real work to do.

Below are some key attributes in successfully applying Agile methods. These attributes deserve attention as organisations architect the way their programs will implement Agile processes:

Team size.
Keeping teams small can enable every member of the team to have all the information needed to effectively contribute to the work.
Specialisation of roles.
Limiting the extent of specialisation among team members is something that most Agile proponents strive for. Agile program managers are instead encouraged to move away from a team structure where people focus only on one speciality.
Iteration length.
Iteration length has received much attention among those adopting Agile practices. The challenge of implementing shorter iterations may be one of the biggest challenges in scaling Agile to build larger, more complex software systems.
Synchronised cadence.
Coordinating the contributions of multiple teams to a single product delivery cycle can be hard, no matter what development method you choose. If your teams use different iteration lengths, you will want to look for ways to synchronise the end points of iterations. If teams deliver product features or components (or slices of the architecture) at different times, the cascading effect of rework as integration occurs with each new arrival can lead to a chain of rework-driven cycles that amplify over time. Postponing integration while lagging teams finish their work may lead the early finishing teams to move on to other projects without the benefit of potentially course-correcting feedback from those they’ve just completed.
Release definition.
At scale, most Agile development efforts are structured into a series of releases, each built up from a number of iterations. Typically people set a release to contain four to six iterations, which often fit into a calendar quarter (e.g., four iterations of 3 weeks each, or six iterations of 2 weeks each lead to a 12-week cycle). When scaling Agile methods it is useful to consider synchronising with business cycles (e.g., quarterly reporting requirements or cadence driven by earned value management systems), as budget cycles and other external dependencies may follow these patterns.
Batch size.
In scaling Agile, the long wait for feedback is a bigger problem than the heavy weight of documentation. The priority focus should thus be on working in small batches, prioritised by value, with rapid feedback from the user.
Product owner role.
The product owner role in Scrum is a pivotal element to successful implementation because it provides the development team with a single voice of the business. Even among teams not using Scrum, we are seeing a product owner role – or some variant of it – used to communicate priorities based on value for users.
User role.
Agile development relies on collaboration with the users of the system (or someone who represents the user base) in a way that many other development styles do not. Rather than basing all work on an up-front comprehensive requirements specification, engage the users to help refine the development team’s understanding of what is needed – at a time when that discussion will have the most beneficial effect.

Looking Ahead

While a number of published frameworks are available, each has strengths and weaknesses. The challenge faced by many in the Agile community today is how to scale Agile to succeed in complex settings, with larger teams, larger systems, longer timelines, diverse operating environments, and multiple engineering disciplines.
If you would like to find out more about scaling agile teams, discuss this and other current trends with your peers, and expand your network, then register for the upcoming Leaders in Tech Meetup on Thursday 23rd November: https://www.meetup.com/Leaders-in-Tech-Berlin/events/244144570/

Wir eröffnen eine attraktive neue Niederlassung in Berlin!

Wir eröffnen eine attraktive neue Niederlassung in Berlin!
Wir freuen uns sehr über die Chance, hier und jetzt ein Update über einen weiteren Meilenstein unserer erfolgreichen Firmengeschichte zu geben: Am 6. März 2017 starten wir mit unserer zweiten Niederlassung in Deutschland durch, und zwar mitten im Herzen Berlins – im Sony Center am Potsdamer Platz! Mit diesem neuen Stützpunkt erweitern wir unsere Vermittlungskapazität, um die florierende Digital- und Technologieszene noch besser bedienen zu können.

Managing Director Jacob McCulloch erklärt: „Wir freuen uns wirklich sehr, unser Unternehmen in Berlin zu expandieren. Diese Entscheidung stellt einen wichtigen Schritt unserer Gesamtstrategie dar und soll uns dabei helfen, unsere Services für den deutschen Technologiemarkt zu bestärken. Wie wir seit unserer Eröffnung in München gesehen haben, wird der Kampf um talentierte Mitarbeiter immer wettbewerbsintensiver. Für Unternehmen ist es dadurch relativ schwierig, sich die passenden Kompetenzen zu sichern, die sie für die Umsetzung ihrer Projekte benötigen. Da sehr viele Unternehmen neue Mitarbeiter anwerben, ist es aber auch für die Kandidaten nicht einfach, den jeweils richtigen Arbeitgeber für ihre individuellen Bedürfnisse zu finden. Das Sony Center ist eine fantastische Location, wo wir sicherstellen können, dass wir am Puls der Zeit agieren, persönlich mit unserem Netzwerk in Kontakt treten und genau verstehen, was gerade gefordert wird. Intern stehen unserem Team dort alle Einrichtungen zur Verfügung, die wir brauchen – eine großartige Location und ein Umfeld, das es unserem Team ermöglichen wird, den bestmöglichen Service anzubieten.“

Unsere Erfolgsgeschichte in Deutschland begann 2012 in München. Wir sind schnell gewachsen und beschäftigen hier nun insgesamt 30 Mitarbeiter, die Süddeutschland mit erstklassigen Personalberatungsdiensten im Bereich Technologie versorgen. Durch die neue Niederlassung in Berlin können wir sowohl festangestellte als auch freiberufliche Mitarbeiter im Norden Deutschlands vermitteln. Das Team in Berlin wird zunächst aus drei Mitarbeitern unserer Niederlassung in München bestehen, doch wir sind bereits dabei, weitere Teammitglieder einzustellen – sowohl erfahrene als auch aufstrebende Personalberater aus dem lokalen Markt.

„Jetzt ist genau die richtige Zeit, um bei Austin Fraser anzufangen“, so unser CEO Pete Hart. „Wir sind rasch gewachsen und ich bin wirklich stolz auf die Leistung des Teams hier in München. Jetzt expandieren wir und suchen daher die besten Talente in Berlin, damit Austin Fraser seine Präsenz in Deutschland weiter ausbauen kann.“