IEEE - 49239

Agile Methodology for Project/Process Management

IT System Infrastructure
Bekir ŞARLAK
Computer Engineering MSc,
Istanbul Kültür University Istanbul Turkey
sarlak.bekir@hotmail.com

Abstract— In recent years, the use of Agile project
management has increased due to its results on the quality of the
software and on customer satisfaction. As a result, this
methodology is preferred in different types of projects. In this
article, by considering development and goals in service and
support processes, today's IT technologies model the development
of infrastructure operations and the scope of agile management.
The aim is to analyze the change and contribution of operational
processes within the scope of agility in traditional methods. This
study also aims to show the contribution of agile transformation to
the corporate structure of processes modeled in the system
infrastructure operational scope.
Keywords— IT infrastructure Agile Management (AM), Agile
Modeling, Motivation, IT infrastructure Agile modeling,
I. INTRODUCTION
Agility is the ability to positively change the direction of an
organization by adapting to new conditions. For giant
organizations that have a hierarchical and classical functional
structure where bureaucracy is strong, the situation is not very
pleasant. You ask why? Because organizations with a pyramid
structure have a structure where power accumulates at the top,
but the value is trying to be produced at the bottom of the
pyramid, and therefore speed and creativity are prevented by
many steps and procedures. Moreover, the ability to produce a
product/service offered by the company is functionally
independent (such as infrastructure, operational support,
software development, etc.) and is dependent on units focused
on different goals/priorities. These units are responsible for
producing a part of the product / service to be produced that does
not produce value (cannot be presented to the user alone). That
is, no unit fully assumes ownership of the end-to-end
product/service. Decision processes are prolonged, and
priorities collide in these structures, which are not customer-
oriented, the value is divided into lots and the production of
value is made dependent, and the command and command
structure continues strongly. More importantly, continuous
blood pressure production is triggered instead of creating value
in the organization. For this reason, companies should give up
their old structures and become team organizations that create
value and add value.
This approach clearly demonstrates the interdependence of
corporate IT processes. This bond is based on conducting
individual works in traditional buildings with their own skills
and experiences. These processes lead to the deterioration of
balances incorporate integrity and cause invisible damage to the
structure due to the failure of the working wheels. The best
interpretation of these losses is possible with structures that
provide a transition to agile management(AM) and work
together, think, and act. The infrastructure operation and support
processes at the bottom of this wheel are the cornerstone in this
context. Although AM is adopted in the process and software
processes, the product will always be missing if this
infrastructure is not reflected in the operation and support
processes. Unfortunately, the negative feedbacks on the aspects
that touch the customer at the point of progress will continue.
In this context, we must first understand AM and assimilate
the starting point and necessity. Afterwards, having knowledge
about AM models and application areas from today to today is
binding for the model we will create today. Analyzing the
infrastructure operation processes in the corporate structure in
the traditional sense by examining the workplace will reveal the
difficulties in transitioning to AM. If this change is applied
within the scope of the determined model, the other operating in
the institutional structure will form the basic structure among the
departments and will clearly reveal the contributions of the
production at the service point. It will be provided to examine
the components of the final modeling and to present the stages
of change that will occur in practice in all companies with
examples.
In this paper, it is aimed to the modeling to be created will
be a complement to an agile modeling existing in the firm or will
be the cornerstone for a new start. This process will not only
change the way of doing business, but it will also destroy all
ongoing taboos. Reconstruction and awareness of the whole
structure will again be created by teams that do the job. The
process will start to grow as a living value, as the people who
make, manage and build will be the team itself. In this context,
the inclusion of AM in infrastructure and operational processes,
whether it is a small company or a growing enterprise, will be
the first step on the road to evolution.
II. BACKGROUND
AM is a kind of working principle first introduced by
software developers. Thanks to this method developed to make
the software suitable for change, software that can be changed
quickly, which is open to innovation, can be produced.
According to the IT industry survey of the Gartner Institute, 74%
of IT projects failed or exceeded cost/time targets. 51% of IT
projects exceed their budget by 200% and can meet 75% of the
targeted features. According to a study by Gartner Group
(Technowledge SM 99 Presentation), 70% of IT projects cannot
provide the expected benefit. The AM philosophy is inspired by
“kaizen” based on the philosophy of continuous improvement
and improvement, and “lean” methods that aim to simplify and
focus on processes and processes. With these inspirations, it has
reached its present state through the handling of a big and all
work in small pieces. The Kaizen approach basically aims to
achieve a good result by improving the process. It provides

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success by improving manpower, cost, and time slowly but
continuously. Japanese have developed such a method because
they adopt the philosophy of 'continuous improvement' rather
than 'inventing'. They often act as a team in projects and make
minor changes to all stages of the project while improving the
process. In problems related to the project, not only information
is obtained from the leaders or the project manager. After
listening to the ideas and problems of all employees, the
improvement phase is started. Kaizen wants all employees to be
actively involved in the process, and as a result of all these,
"improvement" in the short term and "development" in the long.
Sustainability stands out today as the biggest motivation for
companies to engage in AM transformation. In today's
technology, companies are changing by making radical
decisions in order to survive, passing through vertical structures
by making them disappear. In this context, as bureaucracy has
disappeared as much as possible, they can take their decisions
quickly and implement them. Since they are self-sufficient and
self-managing teams instead of bottom-up relationship, they try
to reach the best decision and solution by talking about the
possibilities together. They act at the speed and agility required
by the era with the logic of “Producing small outputs that add
value to the customer in short periods, so see and fix quickly if
there is a mistake”. AM, which provides solution-oriented and
motivates individuals, allows teams to take more initiative and
supports their development. To highlight some points;
• AM supports cooperation. It combines all the necessary
functions of a service development process, adding
flexibility and speed to teams while eliminating silos.
• AM is a very transparent structure. Setting goals, tracking
results, getting work done and sharing workload become
very transparent. Conflicts between departments like “you
do, I do not, I do, you do not” disappear completely.
Everyone clearly sees why it is done, why it is not done
and where it is lacking.
• New roles and rituals bring discipline with focus and
increase productivity.
Several application techniques have been developed from
the basic principles of AM concept. The main ones are Scrum,
XP and Kanban. The SCRUM methodology was launched in
1995 by Ken Swaber. It was applied before the announcement
of the Agile Manifesto. It was later included in the agile
methodology, as it had the basic concepts and rules underlying
agile development. SCRUM has been used to simplify project
control through higher team iterations on simple processes,
easy-to-update documents, and extensive documents. The
KANBAN methodology, Taiichi Ohno, created KANBAN in
the late 1940s to control production between forms and to realize
Just-In-Time (JIT) production at Toyota fabrication plants in
Japan, and then, in 2003/ 2004, the smallest presented while
trying to help a Microsoft group arrive shortly [2].
Kanban basically means striving to protect the group from
the endless work allocated by management and to adopt the pace
of progress, proceeding through adaptation like other Agile
strategies where almost no protection of change has occurred
[3]. Kanban is Japanese for "visual signal" or "card". Toyota line
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workers used a Kanban (a real card) to report steps in their
production processes. The extremely visual nature of the system
allowed teams to communicate more easily about which job
should be done and when. It also standardized tips and refined
processes that help reduce waste and maximize value. The XP
methodology is an insignificant plan technique created by Kent
Beck, Ward Cunningham and others. After leading successes,
XP is said to produce massive intrigue and generate little
discussion, as the important part of Intrigue is due to the realistic
way of dealing with development. Key applications include
merge programming, creating direct tests, rearranging a visit,
continuous merge, and refreshing the test. Key standards are
incremental and iterative improvement, working with the
simplest editing, removing unnecessary documentation and
holding batch code.
In this article, the biggest deficiency before AM; is that
teamwork cannot go out of the department. The hierarchy has a
dominant intervention in processes. It is the formation of a
structure that constantly avoids mistakes and fears. Success and
failure are loaded only on certain people. The most important
thing is that the building is managed within the framework of
strict rules. Here are the innovations that come with AM at this
point; teamwork is the structure that works together from the top
to the bottom by eliminating the hierarchy, a company structure
that constantly improves itself, is a system in which success and
failure are accepted together, and the flexible processes of each
structure are created.
III. AGILE PROJECT MANAGEMENT IN LITERATURE
In project management concept, some research focus of the
process mining concept which uses an analytical discipline
analyze and improving the real processes [6, 15]. However, in
[16], it is stated that traditional methods are not suitable for
standard tasks. The team, which is concerned with the
possibilities of evolving software development, adopted Scrum,
hoping to increase efficiency, demonstrating that this change
was a necessity to deal with the ongoing digital transformation
in the insurance market. The aim was to achieve a successful
sub-project, (1) intensifying the interaction of all developers and
stakeholders (2) increasing transparency regarding development
goals, and (3) strengthening self-responsibility and self-control
within the team. As a result, it was believed that it was possible
to predict future performance predictions from the latest sprints,
as well as agile modeling, was good in the short term. However,
the issues related to the allocation of Scrum roles needed to be
addressed soon, and questions that had to be answered emerged;
At this point, although the contributions of the AM process
are shown, the fact that the process is still invisible in the long
run is the biggest obstacle. The purpose [17] of this research is
to examine alternative approaches in a time-limited
environment. The point of departure is to take agile actions to
act quickly and eliminate any advantage that entrepreneurs and
small businesses with significant resource constraints might
have. This approach guided the agile impact of a business model
with three parallel strategies: the effect, causality, and the lean
start method, thus leading to how the effect theory can be
integrated into the agile development and business model
theory. In the article, the authors noticed the difficulties and
limitations associated with creating a causal-focused business
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 IEEE - 49239
model. However, the study provides evidence that the
combination of causality and impact can create new approaches
that combine the advantage of estimation, impact, and
experiment to create a desired future, thus requiring further
research efforts in this direction. The study also acknowledges
that the data in the Finland Challenge Finland does not cover
whether financed innovation will ultimately achieve business
success, and these results may not be reliable because there will
be new factors and variables.
Xua and Koivumäkia recognized that Information
technology can ensure that companies are agile, but there is
limited understanding of the mechanisms and contexts in which
Information Technology increases agility [18]. This study
examines two basic premises of organizational agility, namely
the IT competence and innovation capacity of a firm and
examines its independent and shared effects on agility. This
study provides various practical contributions. This study
highlights the importance of investing in the development of IT
competencies, providing empirical evidence that IT competence
can deliver agility. While senior executives accept the strategic
value of information technology, some suggest that a cost-
oriented approach to management may be dysfunctional.
Understanding the strategic value of IT platforms, senior
executives should proactively train other executives in the
organization and seek funds to renew and improve their IT
competencies. Given the time and path dependencies involved
in the development of IT qualifications, a continuous effort
towards competence development will be more beneficial than
the boom and chest cycles that characterize IT investment.
In [19] presents the results of interconnection studies
between agile methodology of IT projects, system conflicts and
adaptation theory. Each project produces new unique results and
changes the organization. Therefore, the harmonization process
is inevitable. Currently, almost every complex IT project in the
world has failed. According to Standish Group's report in 2015,
only 29% of projects met time, budget and quality requirements,
19% failed completely, 52% had difficulty or partially failed.
And the bigger a project, the more likely it was to fail.
Chekmarev defines, one stage of “digital transformation”,
which is an initiative every company should make, is mentioned
[20]. As they make the necessary technical changes to compete
continuously in the digital age, the entire company should note
that the real aim of their continuous work is to provide value to
their customers. Implementing this goal at the speed necessary
to be competitive will require dramatic cultural changes. In
terms of values and workflow, it is possible to define a new set
of applications that focus on the multi-layered, daily innovation
delivery flow rather than individual examples of digital projects.
To facilitate cultural and technical changes, which are the
hallmark of a successful digital transformation, several leading
companies are an adaptation of the Agile framework designed
to enable small teams to make customer-focused rapid iterations.
IV. IT AGILE APPROACHES IN INFRASTRUCTURE OPERATIONS
Traditional IT infrastructure and operational processes
demonstrate the functional structure of organizations, and a
specific style of work - with specific resources, multiple
workflows between groups, completing tasks in a predetermined
order. This way of working causes countless delays: every time
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a request is forwarded to a new group, it goes to the bottom of
the group's task list and can wait for days. Often, the work done
is sent back, and the timing of the waiting jobs increases further.
Companies can eliminate many of these delays by creating small
cross-functional teams. In this way, teams can minimize or
eliminate transaction transfers by managing end-to-end
distribution of specific service offers. But as the company grows
and adds new products for the customer, the infrastructure group
of the software and services company becomes more and more
complex. In this context, in order to meet IT infrastructure and
operational needs, common processes need to be re-scanned by
simplifying workflows and eliminating unnecessary approval
times.
This change suggests that only the AM transition will not be
enough. As with any change process, there will be problems
within the structure in such radical changes. In order for this
process to be done correctly, the motivation of the employee
within the organization becomes more important. Since
motivation will be the keyword of this change, we need to start
here first.
A. Motivation
It is possible to look at the concept of motivation from
different angles. In general, the subject can be addressed in two
dialects, dialectically thesis and anti-thesis. Some examples of
these different dilemmas are presented below. Process and
content dilemma: Similarly, the basics of motivation can be
examined in two groups based on process and content. While
“how” is the motivation in process-based motivation studies; In
content-based motivation studies, the question is “what
motivates”. For example, the same cause or the same entity may
not motivate everyone, or it may motivate at different rates. Here
in the process-based approach, the process that turns into
motivation as much as the source of this motivation is examined.
Awareness and motivations (motivations): A similar
segmentation is made through perception. Whether motivation
is conscious and unconscious, motivation can be examined in
two groups [5]. If the person is aware of the factors that motivate
him, for example, if the salary continues to work in a workplace
for reasons he is aware of, such as career prospects in the future,
this is called the motivational name. However, there are sources
of motivation that the person is not aware of. For example, one
of the motivating factors in the workplace is the working
environment. However, everyone can expect a different working
environment. Here, the motivation factors that determine the
likes and desires of the person may also be requested without
being known by the person.
Internal and External distinction: It is possible to examine in
two groups depending on whether the source of motivation
originates from the inner world or the environment of the person.
In examinations on professionals working in the field of
information technologies, it is generally believed that the
intrinsic motivation of individuals is based on some intrinsic
motivation, such as the curiosity about "how a computer works"
or the pleasure of learning and learning information.[7].
External motives, on the other hand, are shaped by verbs that
occur around the person. For example, motivating the person
with an expectation of reward or motivating the person in an area
to avoid any fear or punishment are generally examples of
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 IEEE - 49239
external motivation. For example, it is an outsourced motivation
for players to perform better in order to get the cheer of the
audience in a competition.[8].
At the source of these and similar theories, in-house
workspaces differ for everyone, and interactions as a group
should be examined in changes. In order to use this interaction
in a positive way, it can be included in the motivation processes
of the teams to get the most efficiency in the changes.
B. Infrastructure Agile Modeling
In this paper, LEAN-KANBAN approach is preferred to
model IT infrastructure and operational processes within AM.
The aim of this concept is to simplify Lean and Visual processes,
to regulate flow business processes and to create a road map.
“Good” flow defines a system where work passes consistently
and predictably, and “bad” flow defines a system where work
often stops and starts. At the beginning of this process is the
concept of Evolution, and it suggests the necessity to get to know
yourself first, to identify the problems, and to focus on our
starting somehow. This concept focuses on continuous
development. AM, unlike other models, focuses on constantly
improving this by accepting your current situation as a zero
point. In this context, the approach steps.
• Identify and evaluate your existing resources
• Determining your team and skillsets
• To make your goals visible. (What we do and why.)
• Group your services by clarifying them.
• Creating a workflow model for services. (Which service,
how long, when, etc.?)
• Setting business priorities.
To make visible the problems that occur and may occur, the
processes that create bottlenecks. The first thing to do is to
clarify the work, service, team and processes and create a draft.
The current values, competencies, resources and identification
of problems are the building blocks of this process. (“Manage
yourself, you find the power to rule the world.” Plato)
Initially, the analysis should be done to evaluate your current
structure. This analysis should cover the problems that have so
far and their categorization. First, ask your team to write down
the problems on the papers as headings, then categorize them
and group them. Set the resolution time for each job step at the
end of this grouping. This process will allow you to use the
workload on your team efficiently and make it visible. The times
you will determine are directly proportional to your current team
employees and talent sets, and processes may change over time.
It should not be forgotten that this process will always be subject
to flexibility and change due to be a living and developing
structure and this is inevitable.
After the business processes we created, evaluate the results
of which process we are doing and why, in order to make the
goals visible with your teams. In this context, determining the
prioritization of the processes will prevent crises that may occur
by providing a great advantage in the choice of work in the flow.
Finally, the bottlenecks and delays that may occur in the flow
should be determined and made visible, except for the workforce
capacity and ability values of our current team. Additional
measures for these processes and additional time calculations
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should be made at the point of delivery of the work in the flow.
First of all, the situations that may occur outside of you and your
team and disrupt the processes in the workflow can be calculated
and many non-calculable obstacles will occur. Making these
obstacles visible as much as possible will ensure that the team is
prepared in case of occurrence, and will keep you at a high level
of customer satisfaction with the additional time added to the
processes at the point of delivery in incalculable processes.
After all the analysis, flow and process determinations, a
table is created for the visual layer we have mentioned earlier.
The modeling created here is based on general infrastructure
operation process management.
• Work Item: The type of request a service receives
(groupings you set with your team, etc.)
• Source: Where do Work Item Type requests come from?
(e.g. product owner)
• Target: Where are the business results delivered? (eg
product owner, System, network, software, end-user etc.)
• Arrival Rate: number of requests per unit of time. If
available, use graphs to analyze historical data
• Delivery Rate: the number of requests delivered per unit
time. If available, use graphs to analyze historical data (eg
delivery time, flow efficiency, etc.)
• The Nature of Demand: Regular, random, crisis, seasonal,
chaotic, planned or unplanned, expected or unexpected? Is
it deniable/optional or not?
• Time: Delivery time of the work (The time you set with
your team should be based on)
• Disaster Status: Situations and solution scenario other than
the normal functioning of the work (crisis management and
additional time determination for possible problems)
• Customer Expectation: Is it met? Not met? In addition,
delivery time, delivery rate, service level contracts, service
level expectations, etc. Consider.
• Status: Job is delivered / not delivered? Pending (In what
process?) Canceled (Job failed for a specified reason)
Color codes should be used at this point.
Fig. 1. Agile method workflow modeling
Modeling created within the scope of these process concepts
is shown in Figure-1. The purpose of this modeling indicates the
workflow process. With this result, it is planned to create a
structure that can be managed more effectively.
C. Determination of Work Item Types
In this study, we would like the whole team to come together
and remember the services they provide to delivery teams (we
set as the 1st consumer). Let's put the stated ideas in a common
area with the help of Post-it. Incoming ideas will be scattered as
in Figure-2.
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 IEEE - 49239
Fig. 2. Analyzing the source work item types [9]
In the next step, by grouping the services you create with
your teams, you need to identify them according to your team's
competence levels. At this stage, first of all, you need to include
those that serve a similar purpose from the services you have
specified, in the same group as in Figure-3 and give this group a
name within the scope of the service it contains. Afterward,
assigning the groups, you allocate according to your team's
competence levels will help you differentiate your business
scope and your teams.
Identification of Resources: Delivery patterns of each
organization and company differ. In this context, it should be
clarified which departments and teams are the requests received
as the first consumer. This scope should be done with the team
as in the selection of Item Types. In the future, useful reports for
the processes can be obtained by making a separate filter on the
source and item type.
Fig. 3. Grouping the source work item types [9]
Target Goals: This process includes determining from which
source the related Item Type came from and where it will be
delivered. Since it will not always be the same that starts and
ends the process, there may be target types that vary from
company to company. In addition, it is clear in this context that
some part of the process is analyzed and forwarded to other
teams so that the work can continue. Arrival / Delivery Rate:
Both these expresses the number of requests per unit time. It
supports us in determining how much request is received for
which item type throughout the processes, and the necessity of
a problem to be included in the process as a problem record is
examined by looking at the rate of these records. The
arrival/delivery rates here determine the first bottleneck of the
workflow in the building. Categorization of the Demand: This
step is the most important indicator that distinguishes software
teams and infrastructure teams. Under normal conditions, it is
divided into stages such as uat-dev-prod due to the nature of the
work within the scope of AM. However, this infrastructure
should be handled differently in the operational process due to
the nature of the work. In this context, regular, random, crisis,
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seasonal, chaotic, planned or unplanned, expected or
unexpected? Is it deniable / optional or not? It evolves as. This
distinction is the most important criterion for filtering the
process. Time: This step may differ depending on the level of
resources and competence available, where your team should
take the average job delivery time. Since the work times of the
members of the team may be different, the best performance and
the worst performance average should be taken and then 25% of
the time is added to the lost time. This formula will provide
flexibility in the delivery time of the transactions and plays an
active role in determining satisfaction time.
Job Delivery Time = (Best performance (min) + Worst
Performance (min) / 2) + ((Best performance (min) + Worst
Performance (min) / 2) * 0.25))
Disaster Status: This step is frequently encountered in
infrastructure and Operation processes. Instant requests from the
management staff, general problems that may arise in the
systems or in cases where the technical staff cannot meet the
workload, it is necessary to have planned the disaster scenarios
we will create for this. This will allow the team to continue the
process during the crisis. Customer Expectation: In this process,
it becomes clear whether the service provided after the process
has reached its purpose or whether the work done meets the
criteria we have determined. This provides an opportunity for us
to measure our work and processes. Here, the process is about
whether expectations are met or not and constitutes a return
mechanism for each job. This will ensure that the work done
better, or the work done well will set an example.
Status: In this step, it will allow us to monitor the process in
the last step with steps such as "successful, unsuccessful,
canceled, delayed resulted, put on hold". If we do the responses
of the above steps with our teams, we will have a process
management in the table that we will encounter, and we will
have created a business life cycle that we determine and open
for improvement at every moment of the work. This will
increase the satisfaction level of both our teams and the
customers we serve and will help us evolve in what we do.
V. TODAY, INFRASTRUCTURE AND OPERATION AM STORIES
Today, the concept of AM spreads to all sectors and
examples of change from different sectors are as follows. A
European finance company with a small IT infrastructure has
also realized that for infrastructure creation and management,
traditional processes have slowed the release of digital
products/services and slowed the adoption of more efficient,
sophisticated application development tools. This company has
also started to offer agile methods and to offer highly automated
infrastructure service offerings. However, his approach was to
offer a new agile operating model to the entire infrastructure
organization, instead of repeating it all at once, as the software
and service company did. The company has also chosen to create
an operating model that will enable developers to directly
manage their applications and operations from the very
beginning. Another business, a large US-based financial
services company, took an agile approach in its IT infrastructure
and operations group of 250 people. As the European financial
services company, it offered a new agile operating model to the
entire infrastructure organization at once. However, the
company initially chose to focus on improving its processes. In
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 IEEE - 49239

six months, it completed a transformation that reduced IT costs at the beginning of agile processes, the cost of adaptation to
by more than 35 percent and doubled overall efficiency. When change is less than traditional processes [12]. The main items
the new operating model is launched, the company now plans to uncovered throughout these processes are listed below.
focus on automating 80 percent of its operations. [10]
Traditional Organizations;
Turkey is also; NN Hayat ve Emeklilik started implementing
its agile approach in product development processes for the bank • Individual performance oriented.
channel in 2016. The company, which tripled the number of • Function-based structuring.
products it can produce in a year in 2016, continued these • Bottom-to-top reporting, assumption and sentiment-based
increases in the following years. With an agile team, it engages decision mechanisms.
in more than 35 projects every year, with 2-3 weekly schedules. • Command management approach.
Metin Gül, Deputy General Manager of NN Hayat ve Emeklilik • Productivity and operational focus.
Operations and Information Technologies, said, “On the one • Long-term plans and plan compliance check.
hand, while gaining different competencies to the friends in the • Error tolerance is limited.
agile team, on the other hand, teamwork, the development of
• Long approval processes, to proceed with authority
new solutions jointly, and our working speed have noticeably
improved [11] approval.
• Mechanical, bulky organizational structure.
Roche first launched the agile team practice about two years
ago. One of the most important topics in the AM framework was Agile Organizations;
the annual planning (forecast accuracy) efficiency of the • Employee and customer oriented.
imported products. Thanks to the agile team that embraces this • Team-based structuring, where different competencies
area, the efficiency of the logistics planning of imported
come together in the focus of value.
products in the company has increased significantly in less than
a year. The success of Turkey brought the third place in Roche's • Service-oriented leaders.
global world. Another remarkable result is that the processes • Collaborative, team game-based management structure.
completed by the purchasing unit gained momentum at 27 • The focus of continuous planning, catching up and
percent levels. Roche Diagnostics Human Resources and adapting.
Communications Director Banu Gülsün states that they have • Experimental and error-based learning.
launched five new projects for 2019. Having a long history of • Strong teams with end-to-end responsibilities, with an
60 years, Penti improves its way of doing business and reflexes approval and decision mechanism.
with the agile system. For example, Penti can take rapid action • Team-oriented performance oriented within the framework
to provide a better experience to the consumer, thanks to the of business objectives.
infrastructure with which it can communicate instantly with • Organizational structure that lives and changes shape in line
field teams. Penti Giyim CEO Mert Karaibrahimoğlu says, “It is with company strategies.
possible to identify points that are open to development and
contribute to efficiency with the agile that contains the metrics The IT project survey in 2018 shows in Fig.4 that the agile
that you can reach the result in the most effective way.” He also approach success rate is better than traditional methods.
says that they achieved rapid results in business processes
compared to the previous period. [11]
VI. TRADITIONAL MODELING AND AGILE MODELING
COMPARISON
Today, the traditional companies that come to this day are
structurally bulky and the person-based functioning of the
processors become unresponsive to the business processes run
away from teamwork as the structures grow. Even in perfectly
executed projects, if infrastructure processes are not covered, the
project may even fail. In contrast, in the structure of Agile
companies, much more flexible and successful models have
emerged with team structures that act as a team and can make
their own decisions in which management is not questioning but
in processes. Fig. 4. 2018 IT Project Success Rates Survey Results by Ambysoft [11]
In traditional project management style, time is limited, and
Also, the results of the Chaos research conducted between
determined processes are strict. In other words, processes such
2002 and 2010; In 2002, agile projects accounted for less than
as analysis, design, development, documentation, and
2% of general projects and less than 5% of new application
maintenance within the traditional project management methods
development projects. Today, agile projects account for about
are clearly defined and predictable. In traditional project
9% of all projects and 29% of new application development
management, adaptation to change is considerably higher than
projects for 22% CAGR. The increase in project success rates
agile project management, because stretching rigid structures
may require rebuilding. Still, because a flexible structure is built

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can be directly linked to projects resolved by agile processes. It
can be seen in Figure 5.
Fig. 5. Project resolution result from CHAOS Research 2002-2010 [12]
This year's figures show a significant drop in both cost and
timeouts. Cost overruns decreased from 54% in 2008 to 46% in
2010. Timeouts also fell from 79% in 2008 to 71% in 2010. The
improved features and functions remained stable, with 67% of
the requirements specified in 2008. In 2010, this rate increased
to 74%. The agile process ensures not only a higher percentage
of the features that raise the average but also the higher
utilization of these features. It can be seen in Figure 6.
Fig. 6. Time and cost overruns, plus percentage of features delivered from
CHAOS Research for the years 2002 to 2010 [14]
VII. CONCLUSIONS
In this article, the application of AM in IT infrastructure and
operation process and how to create its methods are modeled. In
this way, a systematic process has been established to make
operational processes visible, scalable and above all, works with
the structure. Success stories of companies that adopt this study
in the world are mentioned with examples. In addition, statistical
success is shown by stating the differences between traditional
method and AM. The modeling and method we created in this
context proved that AM can be used in operational processes
other than software. With this modeling, the part missing in the
AM process within the company has been completed.
The flexible and simple processes in the implementation of
AM processes enable us to make process management specific
to the teams. The whole company has contributed to the process
with the understanding of horizontal management rather than
being vertical. The infrastructure and Operation teams, which
have the most variability, have been provided to rebuild the
building architecture of the teams with the draft that will enable
them to play an active role in this process. As a result, the
efficiency of service levels has been increased. As in every
process, advancing in this process has been the most important
point. Focusing on better process management than the previous
day will be the most important contribution to the result in the
process of evolution. The use of AM in IT infrastructure and
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operational processes combines the structure and provides
effectiveness in part from production to reaching the customer
at the last point. The infrastructure operation process, which is
invisible for this process, is positively reflected on both
employees and customers with AM. As a result, it is inevitable
for flexible organizations to adapt to technological changes.
With the model created, IT infrastructure operational processes
are planned to provide support within the scope of AM and to
create flexibility in the workflow. In summary, Agile
infrastructure operational processes in companies provide
development in feedbacks focused on technological competition
and internal-external customer satisfaction. In addition, we see
that the structure allows it to work as a whole.
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