Upload
agile-greece
View
1.600
Download
4
Embed Size (px)
Citation preview
Management in AgileAgility Services Company
About MeACM, 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
since 2007
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
8YEARS OF EXPERIENCE AND SUCCESS50.000+
400+ 10.000+
hours of consultancy companies involved people trained and coached
TURKEYGREECE
RUSSIA
AZERBAIJAN
SAUDI ARABIA
in agile processes and practices in the region
AND LEADERPIONEER
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
We all aim to push everyone to move forward
VOLUNTEER INCOMMUNITIES
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
WITH WORLD LEADERSCOOPERATE
SCRUM.ORG AGILE ALLIANCE APLN VERSIONONE SCALED AGILE
TRAININGCONSULTANCY
OUTSOURCING
3 MAIN SERVICES
RE FE RE NC ES
TRANSFORMATION
Change
THE WORLD IS CHANGING
RAPIDLYPEOPLE
NECESSITIESMARKET
TECHNOLOGIESTOOLS AND MEDIA
BEHAVIORSORGANIZATIONS
METHODOLOGIESREQUIREMENTS
THE WORLD IS CHANGING
RAPIDLY
THE CHANGE IS AGGRESSIVE THAN EVER
THE WORLD IS CHANGING
RAPIDLY
THE CHANGE IS AGGRESSIVE THAN EVER
TELEPHONE
THE WORLD IS CHANGING
RAPIDLY
THE CHANGE IS AGGRESSIVE THAN EVER
INTERNET
Average Life Time of ProductsAv
erag
e Life
Cyc
le of
Pro
duct
s
Years
20
?
1984 2004 2013Source: DeMarco, Lister
7
THE ONLY WAY TO SURVIVE ISADAPTING TO CHANGE
REFLECTIONS ON BUSINESS ANDSOFTWARE WORLD
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
THE ECONOMIST2011
PROBLEMS WITH TODAYS
ORGANIZATIONS
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
Functionally Structured Hierarchical Organisation Delays the Realisation of Value and Reduces Agility
Domain 6
Domain 5
Domain 4
Value
Value Flows Horizontally
Value
Decision Layer
Decision Layer
Decision Layer Domain
1
Dom
ain 2
Domain 3
Levels of Management
Executive Level
Mid-Level Management
Production Level
Strategic Management
Task Management
Product/Project/Service/Backlog Management
Democracy
Legislation
Execution Judgemental
GEN X
GEN Y
GEN Z
AGILE PROCESSESGLOBALS USING
Jeff Sutherland, Ken Schwaber, scrum.org, Scrum Allience, VersionOne, Ambysoft, Msdn
BECOMING A VALUE DRIVEN ORGANIZATION
We need more ‘Resources’!
Copyright 2015, ACM. All rights reserved # of people
Productivity
100 250
What usually
happens
Expectation
Lack of Collaboration
Schneider Model
Copyright 2007, ACM. All rights reserved
Transformation
Copyright 2007, ACM. All rights reserved
AGILE Team
Copyright 2015, ACM. All rights reserved
X Product Agile Circle
PO SM
Analysts Developers
Tester
Democracy
Legislation
Execution Judgemental
Product Owner manages
Development Team manages
Scrum Master manages
Daily Stand-ups?
Servant Leadership?
CROSS-FUNCTIONALTEAM OR PEOPLE?
Database Architecture Testing AnalysisCoding
Java
.Net
C++
Ruby
T-Shape Professionals
As a Profession
Technical Managerial
Copyright 2007, ACM. All rights reserved
OK BUT…
HOW can we ADOPT&SCALE?
‘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
JUST A SAMPLE
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
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 SprintsIT, Support
and Maintenance
Scrum Master
IT, PMO
Scrum Master
Agile Coach
Agile Coach
Agile Coach
Typical Scenario for a Bank
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
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
MANAGEMENT
PERFORMANCE
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 TimeNew FeatureMaintenance
Release Burn-down
Total #of Defects
Product Backlog Burn-down
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?
CONVINCING THE MANAGEMENT
THANKS
Q&A