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

1. Management in Agile
Agility Services Company

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. 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. 8
YEARS OF
EXPERIENCE
AND SUCCESS
50.000+
400+
10.000+
hours of consultancy
companies involved
people trained and coached

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

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

8. TRAINING
CONSULTANCY
OUTSOURCING

9. RE
FE
RE
NC
ES

11. Change

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

13. THE WORLD IS CHANGING
RAPIDLY
THE CHANGE IS AGGRESSIVE THAN EVER

14. THE WORLD IS CHANGING
RAPIDLY
THE CHANGE IS AGGRESSIVE THAN EVER
TELEPHONE

15. THE WORLD IS CHANGING
RAPIDLY
THE CHANGE IS AGGRESSIVE THAN EVER
INTERNET

16. Average Life Time of Products
AverageLifeCycleofProducts
Years
20
?
1984 2004 2013
Source: DeMarco, Lister
7

17. THE ONLY WAY TO SURVIVE IS
ADAPTING TO CHANGE

19. REFLECTIONS ON BUSINESS AND
SOFTWARE WORLD

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

21. THE ECONOMIST
2011

22. PROBLEMS
WITH TODAYS
ORGANIZATIONS

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

26. Democracy
Legislation
Execution Judgemental

27. GEN X
GEN Y
GEN Z

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

30. BECOMING A
VALUE DRIVEN
ORGANIZATION

31. We need more ‘Resources’!
Copyright 2015, ACM. All rights reserved # of people
Productivity
100 250
What
usually
happens
Expectation
Lack of Collaboration

32. Schneider Model
Copyright 2007, ACM. All rights reserved

33. Transformation
Copyright 2007, ACM. All rights reserved

34. AGILE Team
Copyright 2015, ACM. All rights reserved
X Product Agile
Circle
PO SM
Analysts
Developers
Tester

35. Democracy
Legislation
Execution Judgemental
Product Owner manages
Development Team manages
Scrum Master
manages

36. Daily Stand-ups?
Servant Leadership?

37. CROSS-FUNCTIONAL
TEAM OR PEOPLE?

38. Database Architecture Testing AnalysisCoding
Java
.Net
C++
Ruby
T-Shape Professionals

39. As a Profession
Technical
Managerial

40. Copyright 2007, ACM. All rights reserved
OK BUT…
HOW can we
ADOPT&SCALE?

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

42. JUST A SAMPLE

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

47. MANAGEMENT
PERFORMANCE

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?

50. CONVINCING THE
MANAGEMENT

52. THANKS
Q&A