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Ahmet Akdağ, ACM | Agile Turkey Summit 2013
 

Ahmet Akdağ, ACM | Agile Turkey Summit 2013

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Agile Turkey Summit 2013, Keynote Presentation

Agile Turkey Summit 2013, Keynote Presentation

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    Ahmet Akdağ, ACM | Agile Turkey Summit 2013 Ahmet Akdağ, ACM | Agile Turkey Summit 2013 Presentation Transcript

    • Agility Path Adapt to Change and Move Ahmet Akdag, Co-Founder Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • The Agile Manifesto Individuals  and  interac/ons            over           processes  and  tools Working  so4ware     comprehensive  documenta2on                                                over             Customer  collabora/on                                over           Responding  to  change                                      over           contract  nego2a2on following  a  plan That’s,  while  there  is  a  value  in  the  items  on  the  right,  we  value  the  items  on  the  le9  more agilemanifesto.org Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • is Adaptiveness so important? Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Adaptiveness is in Nature Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Agility Flexibility, capacity and the capability of rapidly and efficiently “adapting” to “change”. to be quick and nimble Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • ADAPTING to Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013 CHANGE
    • Everything endures but “Change” Heraclitus 535BC - 475BC Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Faster than ever... Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Products Average Life Time Average Life Cycle of Products Years 20 7 ? 1984 2004 Source: DeMarco, Lister Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013 2013
    • Press CEO Challenge Survey Results 2 Primary Challenges 20 04 519 CEOs •Sustainable Growth •Adaptation to Changing Demand Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Press 20 09 Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • • Volatility is a constant in the new global economy • Companies find them selves in a Houdini-like twist in this dynamic and highly competitive environment • Responding quickly and being more flexible has become extremely important Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • The Agile Manifesto Individuals  and  interac/ons            over           processes  and  tools Working  so4ware     comprehensive  documenta2on                                                over             Customer  collabora/on                                over           Responding  to  change                                      over           contract  nego2a2on following  a  plan That’s,  while  there  is  a  value  in  the  items  on  the  right,  we  value  the  items  on  the  le9  more agilemanifesto.org Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Fact - Predictiveness Winston Royce (Father of Waterfall), August 1970 “I believe in this concept but the implementation above is risky and invites failure.” Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Fact 65% of Delivered Functionality is Almost Never Used 35% of Requirements Change During Development Source: Advanced Development Methods Inc. 1994-2013 Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • What is Scrum A tool used to create Agility A framework within which people can address complex problems, and productively and creatively develop products of the highest possible value. Not an answer but an enabler Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • 3 Legs of Scrum Transparency Empiricism Inspection Adaptation Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Facts Software Development is Rarely Complicated and Usually Complex Simple Everything is known Complicated Empiricism More is known than unknown Complex More is unknown than known Chaotic Very little is know Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013 It is typical to adopt the defined (theoretical) modeling approach when the underlying mechanisms by which a process operates are reasonably well understood. When the process is too complicated for the defined approach, the empirical approach is the appropriate choice.” Babtunde Ogunnaike, Harmon Ray Process Dynamics, Modeling and Control Oxford University Press
    • Press CEO Challenge Survey Results 2 Primary Challenges 20 10 •Managing Complexity •Creativity for innovation 1451 CEOs, 60 Countries Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Press 20 11 Scrum is a Major Management Discovery Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Agile has become the norm and it’s doing good! Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Benefits Obtained 20 09 David F. Rico Surveys Productivity 65% Quality 67% of the respondents 10% - 90% increase of the respondents 10% - 90% increase 2003-2008 Over 5500 Agile Teams Software/Product Development Cost 49% of the respondents 10% - 90% decrease 6 Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Agile is 3X more Successful Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • AgileTurkey.org statistics 2012 agileturkey.org Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • AgileTurkey.org statistics - 2013 agileturkey.org Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Benefits Look Decent Further Adaptation with Agility? agileturkey.org Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • AgileTurkey.org statistics - 2013 agileturkey.org Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Assertions Scrum has been a foundation for organizational Agility Organizations are desperate to be Agile Agility can be gained by systematically managing the progress! Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Where are you on the Agility Path™? Agile? Becoming Agile? Have no idea? Do not even consider? Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Who is Responsible for Agility? Developers? Managers? Executives? Consultants? Trainers? New Methodology? Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • My Boss Has Told Me We Need To Be Agile! I am a member of ….. group that is investigating moving our development to a Scrum/Agile model. At the moment, we are looking to get some on site training for our developers/ testers/managers/product owners. We are hoping to have the same training run onsite with our global team (Lowell, MA; Horsham, PA; Beijing, China) I'm initiating this request for additional information on how we can get started. Signed, Head of PMO Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Management is Measurement Do you measure your organization’s progress towards Agility? Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Is a framework within which people can manage the complex organizational change required to increase Agility. A tool for continuous organizational improvement Implementing John Kotter’s principles of Leading Change Not a prescriptive methodology Not a one-size-fits-all A framework for discovery Not a silver bullet Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • With Agility Path Management can: manage their investment in Agility and Scrum increase the value of the investment iteratively and incrementally control the risk and disruption customize the effort and the result to best fit their needs and culture Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Fundamentals to Measure How much money has been invested in agility per person? <$1,000 <$10,000 <$100,000 >$100,000 You don’t know What has been the return on this investment? <0 >0 You don’t know Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013 Has your organization’s agility changed? Up Down Stayed the same You don’t know
    • To gain Agility Bottom up from the trenches Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • To gain Agility Management inspects progress towards Agility and makes improvements and changes Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • What is Agility Path Increase Agility with Agility Path Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Domain Measurements Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Organizational&Foundational Metrics Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • What is Agility Path Increase Agility with Agility Path Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • ? ? ? ? ? ? ? ? ? ? ? ? ? ? Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013 ? ? ? ? ? ? ? ? ?
    • One more thing... Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
    • Thank you! Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013