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
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. 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
20. 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
23. 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
24. 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
25. Levels of Management
Executive Level
Mid-Level Management
Production Level
Strategic Management
Task
Management
Product/Project/Service/
Backlog Management
31. We need more ‘Resources’!
Copyright 2015, ACM. All rights reserved # of people
Productivity
100 250
What
usually
happens
Expectation
Lack of Collaboration
41. ‘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
43. 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
44. 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
45. 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
46. 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
48. 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
49. 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?