1. “Reflections on Agile Transformation of Information Systems Development Practice in a Telecom Company” Mehmet N. Aydin, Ebru Dilan Kadir Has Üniversitesi, İ stanbul mehmet.aydin@khas.edu.tr ebru.dilan@khas.edu.tr

2. Motivation  The very idea of agile method appears to be well received in the academic and practioner world.  Is it the panacea for a long-standing problem in ISD (Aydin, 2006)  “Lots done, more to do” (Abrahamsson et al., 2009)  This research is concerned with agile transformation of ISD practice by taking into account method adoption and adaption for projects and further examine its relation with the organizational context and perceived benefits relating to the transition.

3. Research Questions  What is the (rich) context in which agile method use can be best studied as a phenomenon of interest?  How specific elements of an agile method (technical and process fragments) have been adopted in a telecom company?  What can be further identified concerning the interplays between method, context, human in agile method use.

4. Research Framework and Method  Interpretative case study, ICT industry  Data collection: interviews, project documents, observation  Two projects (P1 and P2) 1 Enterprise 2 Project 3 Individual

5. Case Analysis and Findings [1/4] Background for transition to agile approach Organizational context and method adoption Technical and Process fragments Method adaptation for projects  Agile Solutions Management Team, 2011  Enterprise-wide change CMO  Transformation Office  Transition... or Transformation?

6.  Project categories  Agile Studio @ Academy, HR  Agile Solutions @ Technology  9 agile teams  non-IT functions (Sales, Marketing, Finance, HR) Case Analysis and Findings [2/4] Background for transition to agile approach Organizational context and method adoption Technical and Process fragments Method adaptation for projects PMO Agile Studio

7.  Technical Method Fragments Case Analysis and Findings [3/4] Background for transition to agile approach Organizational context and method adoption Technical & Process fragments Method adaptation for projects

8.  Process Fragments  Roles and Responsibilities – combined roles  Major Activities The organization’s practice is subject to variation P2; Periodically required functional operations interrupt regular activities cancelled daily scrum & sprint review meetings P1; upper man.requests an urgent task, team discountinues scrum Sprint planning, review, and retrospective meetings are hold together in the same session, non-attendance problems, failures in planned start times Case Analysis and Findings [4/4] Background for transition to agile approach Organizational context and method adoption Technical & Process fragments Method adaptation for projects

9. Reflections and Conclusions [1/4]  Perceived Improvement / Performance Changes  in-house survey – 39 team members, 12 POs  a number of factors: motivation, self-organization, productivity, transparency, adoption to change...  Perception or Reality ? requires further quantitative/qualitative research

10. Reflections and Conclusions [2/4]  Incremental approach / pilot (small type) projects  Appropriate for the practices in large scale organizations  Limited scope for method adoption  Underlying motive: risk driven approach, quick win, best practice, high resistance?  Tip of iceberg: challenges are on the way to achieve true and complete agile transformation Further investigation, longitudinal study needed!

11. Reflections and Conclusions [3/4]  Scrum roles  power shift  Role & power drifting  due to role merge that may lead to shift into waterfall approach charactersitics  Further investigation, comparative, in-depth project analysis needed!

12. Reflections and Conclusions [4/4]  Technique  By-pass  Intriguing interplays between agent, context, method Pragmatic Taken for granted Agent

13. Thank you Mehmet N. Aydin, Ebru Dilan Kadir Has Üniversitesi, İ stanbul mehmet.aydin@khas.edu.tr ebru.dilan@khas.edu.tr

14. (Aydin, 2006)