A little about us

1. AGILITY SERVICES COMPANY
Adapt to Change and Move

2. THE WORLD IS CHANGING
RAPIDLY
PEOPLE
NECESSITIES
MARKET
TECHNOLOGIES
TOOLS AND MEDIA
BEHAVIORS
ORGANIZATIONS
METHODOLOGIES
REQUIREMENTS

3. THE WORLD IS CHANGING
RAPIDLY
THE CHANGE IS AGGRESIVE THAN EVER

4. THE WORLD IS CHANGING
RAPIDLY
THE CHANGE IS AGGRESIVE THAN EVER
TELEPHONE

5. THE WORLD IS CHANGING
RAPIDLY
THE CHANGE IS AGGRESIVE THAN EVER
INTERNET

6. THE ONLY WAY TO SURVIVE IS
ADAPTING TO CHANGE

7. THE ONLY WAY TO SURVIVE IS
ADAPTING TO CHANGE
Easy to say,
isn’t it?

8. THE NEED FOR THE CHANGE IS
OBVIOUS

9. STANDISH GROUP
CHAOS REPORT2002-2014
http://www.projectsmart.co.uk/docs/chaos-report.pdf
FAIL84% Weak Time-to-Market
Poor Quality
Expensive/High TCO
Trust Issues with Customer
Cancelled
Late
Over budget
Less features

10. STANDISH GROUP
CHAOS REPORT2002-2014
http://www.projectsmart.co.uk/docs/chaos-report.pdf
OF THE ORIGINALLY
PROPOSED FEATURES
AND FUNCTIONS
IMPLEMENTED
BIG LARGE SCALE
ORGANIZATIONS
42%

11. STANDISH GROUP
CHAOS REPORT2002-2014
http://www.projectsmart.co.uk/docs/chaos-report.pdf
OF THE PROJECTS
REDEVELOPED
FROM SCRATCH
MORE THAN ONCE94%

12. STANDISH GROUP
CHAOS REPORT2002-2014
http://www.projectsmart.co.uk/docs/chaos-report.pdf
OF THE PROJECTS
EXPERIENCE
COST OVERRUNS
OF 150% TO 200%33%
OF THE PROJECTS
EXPERIENCE
TIME OVERRUNS
OF 200% TO 400%48%

13. OF IT PROJECTS
GO INTO TRASH IN
TURKEY
50%
Agility Report 2013
by Agile Turkey

14. Source: Advanced Methods Inc.
OF DELIVERED
FUNCTIONALITY
ALMOST NEVER USED65%
WE BUILD PRODUCTS
FOR NO ONE

15. Source: Advanced Methods Inc.
OF REQUIREMENTS
CHANGE DURING
DEVELOPMENT35%
WE BUILD PLANES
FOR FALLING

18. unknown requirements
Being Interrupted frequently
Missing technical knowledge
Wrong design or coding
Hiding problems from customer
Development with no tests
Bugs in production
No teamwork or collaboration
Building wrong product
micro-managing managers
Missing documentation
Communication issues
Wrong tools and usage
God developers
Never ending
huge technical debt
Infrastructure problems
Focusing on unused features
Wrong strategic decisions
Not Investing people
Premature practices
Missing mentorshıp
losing focus on delivering value
status quo of middle managers
mıssıng monitoring
WE FAIL
due to
thousands of
reasons

19. WE LOSE
Trust
Reputation
Customers
Money
Market Share
Employees
Trust
Reputation
Customers
Money
Market Share
Employees
Trust
Reputation
Customers
Money
Market Share
Employees
Money
Market Share
Employees
Trust
Reputation

20. two concepts focus on
to maximize the value we deliver
the way we build products

21. LEAN
AGILE

22. AGILE is a thought system

23. Responding to change
AGILE is a thought system

24. Working as a team, focusing on
customer, delivering value and
continuously improving
AGILE is a thought system

25. Building a team based workplace
environment to allow people to
achieve their maximum potential
AGILE is a thought system

26. LEAN is a philosophy

27. LEAN is a philosophy
Maximizing value
for the end customer
by removing waste

28. LEAN is a philosophy
Preserving value
with less work

29. LEAN is a philosophy
Improving productivity

30. software
craftsmanship
is a movement

31. software
craftsmanship
is a movement
Getting better at
software development
particularly through
gaining professional
skills

32. software
craftsmanship
is a movement
Building a culture for
passionate, disciplined
and motivated people
who aims to write
well-crafted software
and continuously
deliver value

33. software
craftsmanship
is a movement
It is about writing
beautiful code
at least as fast as
quick & dirty code

34. SCRUM
KANBAN EXTREMEPROGRAMMING
AGILE LEAN
SOFTWARE
CRAFTSMANSHIP

37. AGILE ADOPTION
BENEFITS OF
Ability to change priorities84%
77%
75%
72%
71%
Improved project visibility
Improved productivity
Improved team morale
Faster time to market
Source: VersionOne 6th Annual Agile Survey

38. AGILE PROCESSES
GLOBALS USING
Jeff Sutherland, Ken Schwaber, scrum.org, Scrum Allience, VersionOne, Ambysoft, Msdn

39. AGILE PROCESSES
SUCCESSES OF
Jeff Sutherland, Ken Schwaber, scrum.org, Scrum Allience, VersionOne, Ambysoft, Msdn
180% Productivity 36% Efficiency
65% Frequent Release 85%of Development Teams
87% Flexibility
72% Cost Savings

40. 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

41. 8
YEARS OF
EXPERIENCE
AND SUCCESS
50.000+
400+
4.000+
hours of consultancy
companies involved
people trained and coached

42. TURKEY
GREECE
RUSSIA
AZERBAIJAN
SAUDI ARABIAin agile processes and
practices in the region
AND LEADER
PIONEER
Getting latest updates and trends about Agile to Turkey
Talking in global and local conferences about Agile
Regulary meeting with thought-leaders and gurus

43. agile consultancy company
in Europe and the region
ONE OF THE
BIGGEST
20 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
ARIE VON BENNEKUM
CİHAN DENİZ
DAVID HUSSMAN
DEREK ANDREWS
GEIR AMJSO
GUNTHER VERHEYEN
HUBERT MATTHEWS
JIM COPLIEN
JOE RAINSBERGER
LEMİ ORHAN ERGİN
MEHMET YİTMEN
RALPH JOCHAM
TOLGA KOMBAK

44. We all aim to push everyone
to move forward
VOLUNTEER IN
COMMUNITIES
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

45. WITH WORLD LEADERS
COOPERATE
SCRUM.ORG
SCALED AGILE
SCRUM ALLIANCE
AGILE ALLIANCE
APLN
VERSIONONE

46. FOR SPREADING AGILE
ORGANIZING
AND
SPONSORING
EVENTS
We give support to everyone interested in being
agile, including university clubs and conferences
We organize our own conferences in addition to
being voluneerly working at Agile Turkey Summit
SOFTWARE CRAFTSMANSHIP
SUMMIT 2015

47. TRAINING
CONSULTANCY
OUTSOURCING

48. ON YOUR JOURNEY TO
WE ARE GUIDING YOU
SUCCESS

49. TRANSFORMATION
AGILE
Improving current development processes
Implementation of Scrum
Adoption and use of Agile engineering practices
Enterprise Agility

50. REENGINEERING
SOFTWARE
AND REDESING
Reviewing architecture, design and technologies
Increasing tangibility of the software code
Maintaining flexible structure
Coaching of practices for achieving high quality

52. Coaching to teams, not to the problems
Coaching to let teams solve own issues
Working to build better teams
Aiming to establish Agile environment
Cultivating collaboration culture

53. Enterprise level Agile transformation
Scrum Master of your organization
Agile Coach, SM and PO programmes
Evidence based management

54. Assessing the agility of your organization
Objective metrics and observations
Providing action points to be taken

56. 55
75 Teams in Total
Active Scrum Teams
IN ONE SINGLE ORGANIZATION

57. Trained over 4.000 (IT and non-IT) professionals 400+ companies
Certified Programs of Scrum.org and Scrum Alliance

58. PROFESSIONAL
SCRUM
FOUNDATIONS

59. PROFESSIONAL
SCRUM
MASTER I / II

60. PROFESSIONAL
SCRUM
PRODUCT OWNER I / II

61. PROFESSIONAL
SCRUM
DEVELOPER I / II

62. KANBAN
KANBAN

63. SAFe: SCALED AGILE
FRAMEWORKSAFe
KANBAN

64. SCALED
PROFESSIONAL SCRUM
FOR PRACTITIONERS
KANBAN
SAFe

65. MANAGEMENT 3.0
KANBAN
SAFe

66. AGILE FOR DEVELOPERS
DESIGN PATTERS
TEST DRIVEN DEVELOPMENT
CODERETREAT WORKSHOPS
REFACTORING
CLEAN CODE
GIT FOR CRAFTSMEN
KANBAN
SAFe

67. KANBAN
SAFe

68. Project-based professional support
Specialized staff in both Java
and .Net technologies
Experienced in Agile software
development practices
POWER
MAN

69. AS TEAMS
DEVELOPMENT
Turn-key projects
Finance, insurance and logistics sectors
Agile Contract support

70. RE
FE
RE
NC
ES
LEADERS
EVERY
SECTOR
OF

71. RE
FE
RE
NC
ES

72. www.acm-software.com
@AcmSoftware