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Ahmet Akdağ, ACM - Management in Agile | Agile Greece Summit 2015

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Presentation from Ahmet Akdağ of ACM at Agile Greece Summit. Ahmet spoke about Management in Agile.

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Ahmet Akdağ, ACM - Management in Agile | Agile Greece Summit 2015

  1. 1. Management in Agile Agility Services Company
  2. 2. ACM, 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
  3. 3. 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
  4. 4. 8 YEARS OF EXPERIENCE AND SUCCESS 50.000+ 400+ 10.000+ hours of consultancy companies involved people trained and coached
  5. 5. TURKEY GREECE RUSSIA AZERBAIJAN SAUDI ARABIA in 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 Regularly meeting with thought-leaders and gurus agile consultancy companies in Europe and the region ONE OF THE BIGGEST
  6. 6. 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
  7. 7. WITH WORLD LEADERS COOPERATE SCRUM.ORG AGILE ALLIANCE APLN VERSIONONE SCALED AGILE
  8. 8. TRAINING CONSULTANCY OUTSOURCING
  9. 9. RE FE RE NC ES
  10. 10. Change
  11. 11. THE WORLD IS CHANGING RAPIDLY PEOPLE NECESSITIES MARKET TECHNOLOGIES TOOLS AND MEDIA BEHAVIORS ORGANIZATIONS METHODOLOGIES REQUIREMENTS
  12. 12. THE WORLD IS CHANGING RAPIDLY THE CHANGE IS AGGRESSIVE THAN EVER
  13. 13. THE WORLD IS CHANGING RAPIDLY THE CHANGE IS AGGRESSIVE THAN EVER TELEPHONE
  14. 14. THE WORLD IS CHANGING RAPIDLY THE CHANGE IS AGGRESSIVE THAN EVER INTERNET
  15. 15. Average Life Time of Products AverageLifeCycleofProducts Years 20 ? 1984 2004 2013 Source: DeMarco, Lister 7
  16. 16. THE ONLY WAY TO SURVIVE IS ADAPTING TO CHANGE
  17. 17. REFLECTIONS ON BUSINESS AND SOFTWARE WORLD
  18. 18. 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
  19. 19. THE ECONOMIST 2011
  20. 20. PROBLEMS WITH TODAYS ORGANIZATIONS
  21. 21. 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
  22. 22. Functionally Structured Hierarchical Organisation Delays the Realisation of Value and Reduces Agility Dom ain 6 Domain5 Domain4 Value Value Flows Horizontally Value Decision Layer Decision Layer Decision Layer Dom ain 1 Domain2 Domain 3
  23. 23. Levels of Management Executive Level Mid-Level Management Production Level Strategic Management Task Management Product/Project/Service/ Backlog Management
  24. 24. Democracy Legislation Execution Judgemental
  25. 25. GEN X GEN Y GEN Z
  26. 26. AGILE PROCESSES GLOBALS USING Jeff Sutherland, Ken Schwaber, scrum.org, Scrum Allience, VersionOne, Ambysoft, Msdn
  27. 27. BECOMING A VALUE DRIVEN ORGANIZATION
  28. 28. We need more ‘Resources’! Copyright 2015, ACM. All rights reserved # of people Productivity 100 250 What usually happens Expectation Lack of Collaboration
  29. 29. Schneider Model Copyright 2007, ACM. All rights reserved
  30. 30. Transformation Copyright 2007, ACM. All rights reserved
  31. 31. AGILE Team Copyright 2015, ACM. All rights reserved X Product Agile Circle PO SM Analysts Developers Tester
  32. 32. Democracy Legislation Execution Judgemental Product Owner manages Development Team manages Scrum Master manages
  33. 33. Daily Stand-ups? Servant Leadership?
  34. 34. CROSS-FUNCTIONAL TEAM OR PEOPLE?
  35. 35. Database Architecture Testing AnalysisCoding Java .Net C++ Ruby T-Shape Professionals
  36. 36. As a Profession Technical Managerial
  37. 37. Copyright 2007, ACM. All rights reserved OK BUT… HOW can we ADOPT&SCALE?
  38. 38. ‘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. Copyright 2015, ACM. All rights reserved
  39. 39. JUST A SAMPLE
  40. 40. Cross Functional Team Structure A Sample Organisation Copyright 2015, ACM. All rights reserved 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
  41. 41. 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 Sprints IT, Support and Maintenance Scrum Master IT, PMO Scrum Master Agile Coach Agile Coach Agile Coach Typical Scenario for a Bank
  42. 42. 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
  43. 43. Cross Functional Domain Team Organisation A Sample Agile Organisation Copyright 2015, ACM. All rights reserved Group Director X,Y,Z X Product Agile Circle 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
  44. 44. MANAGEMENT PERFORMANCE
  45. 45. Team Metrics for Transparency Copyright 2015, ACM. All rights reserved X Product Agile Circle PO SM Analysts Developers Testers Delivered/Committed % Velocity Innovation Rate Customer Satisfaction Post Release Defect Arrival Rate Employee Satisfaction Cycle/Lead Time New Feature Maintenance Release Burn-down Total #of Defects Product Backlog Burn-down
  46. 46. Team 70% Copyright 2015, ACM. All rights reserved 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?
  47. 47. CONVINCING THE MANAGEMENT
  48. 48. THANKS Q&A

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