GARDEN

Portfolio Agile Planning

About MeACM, Co-FounderAhmet Akdağ

AGILE TURKEY, Co-Founder AGILE MIDDLE EAST, Co-Founder AGILE GREECE, Community Supporter 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

10YEARS OF EXPERIENCE AND SUCCESS80.000+

400+ 15.000+

hours of consultancy companies involved people trained and coached

TURKEYGREECE

AZERBAIJAN

SAUDI ARABIAin 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

UK

ROMANIA

QATAR

GEORGIA

agile consultancy companies in Europe and the region

ONE OF THE

BIGGEST

Over 15 consultants & coaches around Europe and Turkey Getting support from a global team around 250 people Attending mandatory coaching meetups in US and EU Having globally accepted certificates

AHMET AKDAĞ ALPER TONGA ALPER GÜRBÜZ ARIE VON BENNEKUM BARIŞ BAL EMİN GÜRBÜZ GUNTHER VERHEYEN GÜLNUR BAYHAN HUBERT MATTHEWS JOE RAINSBERGER LEMİ ORHAN ERGİN MEHMET YİTMEN ÖZMEN ADIBELLİ RALPH JOCHAM TOLGA KOMBAK UMUT ARISOY

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 SCALED AGILE SCRUM ALLIANCE AGILE ALLIANCE APLN VERSIONONE

TRAININGCONSULTANCY

OUTSOURCING

3 MAIN SERVICES

RE FE RE NC ES

TRANSFORMATION

CHANGE

THE WORLD IS CHANGING

RAPIDLYPEOPLE

NECESSITIESMARKET

TECHNOLOGIESTOOLS AND MEDIA

BEHAVIORSORGANIZATIONS

METHODOLOGIESREQUIREMENTS

THE WORLD IS CHANGING

RAPIDLY

THE CHANGE IS MORE AGGRESSIVE THAN EVER

THE WORLD IS CHANGING

RAPIDLY

TELEPHONE

THE CHANGE IS MORE AGGRESSIVE THAN EVER

THE WORLD IS CHANGING

RAPIDLY

INTERNET

THE CHANGE IS MORE AGGRESSIVE THAN EVER

Average Life Time of ProductsAv

erag

e Life

Cyc

le of

Pro

duct

s

Years

20

?

1984 2004 2013Source: DeMarco, Lister

7

AVERAGE LIFETIME OF

COMPANIES

“More than one-third of businesses today will not survive the next 10 years. Companies should not miss the market transition or business model nor underestimate your competitor of the future — not your competitor of the past“

GARTNER

“The average life expectancy of a Fortune 500 company

has declined from around 75 years half a century ago to less than 15 years today“

Fortune 500 Churn

X X XX

“The average life expectancy of a S&P company declined from 61

years in 1958 to 25 years in 1980 and 18 years today. Expectation: 6

years in 2020“

Standard and Poors

AVERAGE LIFETIME OF

COMPANIES

“Banking is necessary,

banks are not“ Bill Gates

BANKING?

“Legacy systems restrict innovation, and large customer bases restrict the ability to expand quickly to meet evolving customer expectations“

Anne Boden, CEO, Starling

“Traditional banks that fail to dramatically reinvent themselves for modern consumers will find themselves playing the role of a simple inbox for depository funds“

Yee Lee, CEO of Vouch Finance

BANKING?

BANKING?

SCHNEIDER’SCULTURE MODEL

F 6F 5F 4Value

Value Flows Horizontally

Value

Decision Layer

Decision Layer

Decision LayerF 1

F 2

F 3

DELAYS THE REALISATION OF

VALUE

FUNCTIONAL ORGANIZATIONS

PORTFOLIO AGILITY&EFFECTIVESS

Scrum Kanban

WF Team

Scrum Kanban

WF Team

Scrum Kanban

WF Team

Scrum Kanban

WF Team

Scrum Kanban

WF Team

Scrum Kanban

WF Team

Entire Portfolio

Release

Scoping Budgeting

Masterplanning Portfolio

Managemenrt

Development Scrum, XP, Kanban

WATER - AGILE - FALL

Stage Deploy Monitor

Traditional Management Culture & Legacy Systems

WATER AGILE FALL

WATER - AGILE - FALL

TRANSFORMATION

LEAN

AGILE

Defect/Bug/Operations

Customer Req.

Strategical Projects

Capacity&

CapabilityD

epen

denc

ies

WHAT IS GARDEN?

Company plans the upcoming 3 month’s work by considering the ongoing projects, currents capacities, business and it strategical goals, technical

constraints and by making the dependencies more visible during this event

Takes 1 full day and gets repeated every month

The delivery plan usually has the following confidence levels: 70-80% for the 1.st month,

50-60% for the 2.nd, 30-40% for the 3.rd month

EVENT SPACE

Legal Protection and

Claims

Capacity Card

Config

Capacity Card

IAG

Capacity Card

Assistance

Capacity Card

L&H

Capacity Card

P&C

Capacity Card

One Core

Capacity Card

Dependency Board

FacilitatorFacilitatorFacilitator

Stage, Projection

THANKS

Portfolio Management Monthly Planning

Jan Feb March Apr

Portfolio Management Circle

IT ManagementPOTribe

Lead

Tribe Lead

Tribe Lead

PO

POPO

Team Rep

Team Rep

Team Rep

Team Rep.

—— —— —— ——

Enterprise Product Backlog

Strategical Priorities CEO/CIO

Demand/Portfolio Responsibles work

closely with the business units to order the Backlog

Scorin

g

NisanNisanJuly

Upcoming 3 months’ work will be planned every Month

Plan

ning

Plan

ning

Plan

ning

Tribe Entegrasyon

TakımıTribe Entegrasyon

TakımıTribe

Entegrasyon TakımıTribe Entegration

Team

Dependency Management

starts here

Inputs

FLOW

Vision

Outputs

Business Goals IT Goals Stakeholder

IdentificationRough

Estimation

Team Breakouts/Scheduling Confidence Voting Fine tuning

WHAT?

HOW?

Ongoing Projects

Prioritised Demands/Enterprise Backlog

Business&IT Strategical Goals

Dependency Board

Teams Monthly Goals Risks

IT App/Product Current

Capacities

CONTRIBUTORS

Business Stakeholders

Product Owners/Managers

Agile Transformation TeamTeam Technical Representatives

PMO

Configuration Management Rep.

90-120 People

IT Management

Executives - C Suite

EVENT SPACE

Legal Protection and

Claims

Capacity Card

Config

Capacity Card

IAG

Capacity Card

Assistance

Capacity Card

L&H

Capacity Card

P&C

Capacity Card

One Core

Capacity Card

Dependency Board

FacilitatorFacilitatorFacilitator

Stage, Projection

DEPENDENCY BOARD

XXS > 20 m/dXS 50 - 100 m/dS 100 - 200 m/dM 200 - 500 m/dL 500 - 1000 m/d

XL 1000 - 2500 m/dXXL > 2500 m/d

Enterprise BacklogXS S

M

Month 70-80%

Month 2 50-60%

Month 3 30-40%

XS S

XS

M

SXS

M

XS S

M

M

S

XS

XXS

XXS

XXS

L

XL

M

XXL

XL

ENTERPRISE BACKLOG

RULES

• Smallest item can not be smaller than approximately 20 m/d

• Items >500 m/d cannot be planned for the upcoming 3 months

• Enterprise Backlog should be ordered based on the business and IT priorities

CURRENT CAPACITIES

Small Enhancements (<20m/d) - 10%

Bugs/Show Stoppers - 10%

To be planned - (100 - (30 + X))%

Non-Production Activites (Training, vacation etc.) - 5%-10%

On Going Projects - X%P&C

Capacity Card

Month 1 Month 2 Month 3

Kapasite

%1

Inputs

FLOW

Vision

Outputs

Business Goals IT Goals Stakeholder

IdentificationRough

Estimation

Team Breakouts/Scheduling Confidence Voting Fine tuning

WHAT?

HOW?

Ongoing Projects

Prioritised Demands/Enterprise Backlog

Business&IT Strategical Goals

Dependency Board

Teams Monthly Backlogs Risks

IT App/Product Current

Capacities

THANKS

!!!

THANKS