ahmet akdağ, acm - management in agile | agile greece summit 2015

Management in AgileAgility Services Company

About MeACM, Co-Founder Agility Consultant

Ahmet Akdağ

AGILE TURKEY, Co-Founder AGILE MIDDLE EAST, Co-Founder AGILE MENTOR ACADEMY, Co-Founder Scrum.org, PST Scrum.org, Engagement Manager SAFe, Safe Program Consultant Scrum Alliance, CSM, CSP

since 2007

Founded in 2007

Pioneer and Leader in Agile Processes and Practices in the region.

A Technology and Management Consultancy Company

Technology and Management Consultancy Company

8YEARS OF EXPERIENCE AND SUCCESS50.000+

400+ 10.000+

hours of consultancy companies involved people trained and coached

TURKEYGREECE

RUSSIA

AZERBAIJAN

SAUDI ARABIA

in agile processes and practices in the region

AND LEADERPIONEER

Getting latest updates and trends about Agile to Turkey Talking in global and local conferences about Agile Regularly meeting with thought-leaders and gurus

agile consultancy companies in Europe and the region

ONE OF THE

BIGGEST

We all aim to push everyone to move forward

VOLUNTEER INCOMMUNITIES

All members are working actively on communities Founder of Agile Turkey and SW. Craftsmanship Turkey Close relationship with IT and non-IT communities

AGILE MIDDLE EAST AGILE TURKEY AGILE GREECE AGILE AFRICA AGILE BOSNIA

WITH WORLD LEADERSCOOPERATE

SCRUM.ORG AGILE ALLIANCE APLN VERSIONONE SCALED AGILE

TRAININGCONSULTANCY

OUTSOURCING

3 MAIN SERVICES

RE FE RE NC ES

TRANSFORMATION

Change

THE WORLD IS CHANGING

RAPIDLYPEOPLE

NECESSITIESMARKET

TECHNOLOGIESTOOLS AND MEDIA

BEHAVIORSORGANIZATIONS

METHODOLOGIESREQUIREMENTS


RAPIDLY

THE CHANGE IS AGGRESSIVE THAN EVER


RAPIDLY


TELEPHONE


RAPIDLY


INTERNET

Average Life Time of ProductsAv

erag

e Life

Cyc

le of

Pro

duct

s

Years

20

?

1984 2004 2013Source: DeMarco, Lister

7

THE ONLY WAY TO SURVIVE ISADAPTING TO CHANGE

REFLECTIONS ON BUSINESS ANDSOFTWARE WORLD

Good ideas? Needs/REQ change WE DELIVER UNDUE FUNCTIONALITY Scope Wars Blame games Low Quality HARD TO TEST BIG RELEASES SWD is usually complex Needs Collaboration not involvement - COMMITMENT DEVELOPMENT, Not production TESTING ASSUMPTIONS LATE

OUR FACTS

THE ECONOMIST2011

PROBLEMS WITH TODAYS

ORGANIZATIONS

Current IT Organization’s Functional Structure

Copyright 2015, ACM. All rights reserved

Group Director X,Y,Z

Development Manager of X

Development Manager Y

Development Manager Z

Analysis Manager X

Analysis Director of X, Y, Z

Development Director of X, Y, Z

Analysis Manager Y

Analysis Manager Z

Functionally Structured Hierarchical Organisation Delays the Realisation of Value and Reduces Agility

Domain 6

Domain 5

Domain 4

Value

Value Flows Horizontally

Value

Decision Layer

Decision Layer

Decision Layer Domain

1

Dom

ain 2

Domain 3

Levels of Management

Executive Level

Mid-Level Management

Production Level

Strategic Management

Task Management

Product/Project/Service/Backlog Management

Democracy

Legislation

Execution Judgemental

GEN X

GEN Y

GEN Z

AGILE PROCESSESGLOBALS USING

Jeff Sutherland, Ken Schwaber, scrum.org, Scrum Allience, VersionOne, Ambysoft, Msdn

BECOMING A VALUE DRIVEN ORGANIZATION

We need more ‘Resources’!

Copyright 2015, ACM. All rights reserved # of people

Productivity

100 250

What usually

happens

Expectation

Lack of Collaboration

Schneider Model


Transformation


AGILE Team


X Product Agile Circle

PO SM

Analysts Developers

Tester

Democracy

Legislation

Execution Judgemental

Product Owner manages

Development Team manages

Scrum Master manages

Daily Stand-ups?

Servant Leadership?

CROSS-FUNCTIONALTEAM OR PEOPLE?

Database Architecture Testing AnalysisCoding

Java

.Net

C++

Ruby

T-Shape Professionals

As a Profession

Technical Managerial


OK BUT…

HOW can we ADOPT&SCALE?

‘Scaling the new way’ Beware of Scaling the dysfunctions

Scrum ScrumButIt’s not Only Obeying the Rules, It is Adopting a Kaizen Culture

Nearly 90%* of the teams that are using Scrum are not Scrum, but ScrumBut. ScrumBut teams are away from achieving the real benefits of Scrum.

We help you not only to learn the rules of the game, but also what you really need to do to improve your delivery capability, value, innovation and competitive advantage.


JUST A SAMPLE

Cross Functional Team Structure A Sample Organisation


CIO

SM

SM

Product Owner

Product Owner

Project Teams: Single Focused Cross Domain

Project Team

Agility Team

Product Dev Teams:Scrum/Nexus

PO from Customer

IT, CRM

IT, Alternative Dist. Channels

IT, Core Banking

IT, Payment Systems

Scrum Master

Scrum Master Scrum

Master

Scrum Master

Agile Coach

Agile Studio

Weekly SprintsIT, Support

and Maintenance

Scrum Master

IT, PMO

Scrum Master

Agile Coach

Agile Coach

Agile Coach

Typical Scenario for a Bank

Current IT Organization’s Functional Structure



Development Manager of X

Development Manager Y

Development Manager Z

Analysis Manager X

Analysis Director of X, Y, Z

Development Director of X, Y, Z

Analysis Manager Y

Analysis Manager Z

Cross Functional Domain Team Organisation A Sample Agile Organisation




PO SM

Dev Team

Y1 Product Agile Circle

Dev Team

Y2 Product Agile Circle

Dev Team

Z1 Product Agile Circle

Dev Team

Z2 Product Agile Circle

Dev TeamDev

Team

PO SM PO POSM SM

Business Unit X Business Unit Y Business Unit Z

Operates as a Software Service Company

MANAGEMENT

PERFORMANCE

Team Metrics for Transparency



PO SM

Analysts Developers

Testers

Delivered/Committed %

Velocity

Innovation Rate

Customer Satisfaction

Post Release Defect Arrival Rate

Employee Satisfaction

Cycle/Lead TimeNew FeatureMaintenance

Release Burn-down

Total #of Defects

Product Backlog Burn-down

Team 70%


Delivered/Committed %

Velocity?

Innovation Rate

Customer Satisfaction

Post Release Defect Arrival Rate

Employee Satisfaction

Cycle/Lead Time

Release Burn-down

Total #of Defects

Product Backlog Burn-down

Individual 30%

Individual’s Performance?

CONVINCING THE MANAGEMENT

THANKS

Q&A

ahmet akdağ, acm - management in agile | agile greece summit 2015

Leadership & Management