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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

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Ahmet Akdağ, ACM | Agile Turkey Summit 2013

  • 1. Agility Path Adapt to Change and Move Ahmet Akdag, Co-Founder Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 2. 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
  • 3. is Adaptiveness so important? Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 4. Adaptiveness is in Nature Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 5. 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
  • 6. ADAPTING to Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013 CHANGE
  • 7. Everything endures but “Change” Heraclitus 535BC - 475BC Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 8. Faster than ever... Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 9. Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 10. Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 11. 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
  • 12. 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
  • 13. Press 20 09 Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 14. • 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
  • 15. 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
  • 16. 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
  • 17. 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
  • 18. 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
  • 19. 3 Legs of Scrum Transparency Empiricism Inspection Adaptation Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 20. 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
  • 21. 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
  • 22. Press 20 11 Scrum is a Major Management Discovery Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 23. Agile has become the norm and it’s doing good! Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 24. 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
  • 25. Agile is 3X more Successful Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 26. AgileTurkey.org statistics 2012 agileturkey.org Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 27. AgileTurkey.org statistics - 2013 agileturkey.org Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 28. Benefits Look Decent Further Adaptation with Agility? agileturkey.org Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 29. AgileTurkey.org statistics - 2013 agileturkey.org Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 30. 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
  • 31. 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
  • 32. Who is Responsible for Agility? Developers? Managers? Executives? Consultants? Trainers? New Methodology? Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 33. 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
  • 34. Management is Measurement Do you measure your organization’s progress towards Agility? Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 35. 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
  • 36. 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
  • 37. 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
  • 38. To gain Agility Bottom up from the trenches Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 39. To gain Agility Management inspects progress towards Agility and makes improvements and changes Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 40. What is Agility Path Increase Agility with Agility Path Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 41. Domain Measurements Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 42. Organizational&Foundational Metrics Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 43. What is Agility Path Increase Agility with Agility Path Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 44. ? ? ? ? ? ? ? ? ? ? ? ? ? ? Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013 ? ? ? ? ? ? ? ? ?
  • 45. One more thing... Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 46. Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013
  • 47. Thank you! Copyright 2007, ACM. All rights reserved Tuesday, November 12, 2013