The farther we go down the path of scaled agile transformation, the more we learn that adding process and complexity can only take us so far. At some point, size and complexity are going limit our ability to be truly agile, and we must move toward greater organizational simplicity. The challenge is that large organizations are often complex and usually anything but simple. Most agile transformations start by either ignoring the complexity inherent in the system or by wrapping complexity in planning constructs that may help in the short run but ultimately doom your business agility. Mike Cottmeyer discusses three things you need to know to successfully transform any-sized organization into an agile enterprise: (1) patterns for creating cross-functional teams at scale, what gets in the way, and how to get there; (2) why clear backlogs are hard to create and what you need do to create them; and (3) why creating work-tested software is key to actually getting the business benefits your organization is seeking.

1. AW1
Session
6/8/16 11:30 AM
Three Things You MUST Know to
Transform into an Agile Enterprise
Presented by:
Mike Cottmeyer
LeadingAgile, LLC
Brought to you by:
350 Corporate Way, Suite 400, Orange Park, FL 32073
888---268---8770 ·· 904---278---0524 - info@techwell.com - http://www.techwell.com/

2. Mike Cottmeyer
LeadingAgile, LLC
LeadingAgile CEO and founder Mike Cottmeyer is passionate about solving the
challenges associated with agile in larger, more complex enterprises. To that end,
he and his team are dedicated to providing large-scale agile transformation
services to help pragmatically, incrementally, and safely introduce agile methods.
Mike spends most of his time leading and growing LeadingAgile, doing sales and
business development, developing content, and providing strategic coaching for
clients.

3. 6/5/16
1
THE THREE THINGS
You Must Know to Transform Any Sized
Organization into an Agile Enterprise
mike@leadingagile.com
404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/in/cottmeyer
MIKE COTTMEYER

4. 6/5/16
2
Brief Agenda
• Discuss why adopting agile
isn’t ‘one size fits all’
• Explore the fundamentals
of agile transformation
• How to craft an agile
transformation roadmap

5. 6/5/16
3
Brief Agenda
• Discuss why adopting agile
isn’t ‘one size fits all’
• Explore the fundamentals
of agile transformation
• How to craft an agile
transformation roadmap
Brief Agenda
• Discuss why adopting agile
isn’t ‘one size fits all’
• Explore the fundamentals
of agile transformation
• How to craft an agile
transformation roadmap

6. 6/5/16
4
Brief Agenda
• Discuss why adopting agile
isn’t ‘one size fits all’
• Explore the fundamentals
of agile transformation
• How to craft an agile
transformation roadmap
ONE SIZE DOES
NOT FIT ALL

7. 6/5/16
5
Predictability
Adaptability
Predictability
Adaptability
Emergence
Convergence

8. 6/5/16
6
Predictability
Adaptability
Emergence
Convergence
Predictability
Adaptability
Emergence
Convergence
AE
PC

9. 6/5/16
7
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Quadrant One
• Predictive
Emergent

10. 6/5/16
8
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional
Quadrant Two
• Predictive
Convergent
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Quadrant Three
• Adaptive
Convergent

11. 6/5/16
9
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Quadrant Four
• Adaptive
Emergent
THE THREE THINGS

12. 6/5/16
10
Backlog
Backlog
Backlog
Backlog
Backlogs

13. 6/5/16
11
Teams
Backlog
Backlog
Backlog
Backlog
Backlogs Teams
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Backlogs Teams Working Tested
Software

14. 6/5/16
12
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
• INVEST
• CCC
• Small enough
for the team to
develop in a
day or so
• Everything
and everyone
necessary to
deliver
• Meets
acceptance
criteria
• No known
defects
• No technical
debt
What Do I Mean?
Backlogs Teams Working Tested
Software
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
• INVEST
• CCC
• Small enough
for the team to
develop in a
day or so
• Everything
and everyone
necessary to
deliver
• Meets
acceptance
criteria
• No known
defects
• No technical
debt
What Do I Mean?
Backlogs Teams Working Tested
Software

15. 6/5/16
13
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
• INVEST
• CCC
• Small enough
for the team to
develop in a
day or so
• Everything
and everyone
necessary to
deliver
• Meets
acceptance
criteria
• No known
defects
• No technical
debt
What Do I Mean?
Backlogs Teams Working Tested
Software
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
• INVEST
• CCC
• Small enough
for the team to
develop in a
day or so
• Everything
and everyone
necessary to
deliver
• Meets
acceptance
criteria
• No known
defects
• No technical
debt
What Do I Mean?
Backlogs Teams Working Tested
Software

16. 6/5/16
14
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Clarity Accountability Measureable
Progress
• People have
clarity around
what to build
• People
understand
how it maps to
the big picture
• Teams can be
held
accountable
for delivery
• No
indeterminate
work piling up
at the end of
the project
• 90% done,
90% left to do
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Clarity Accountability Measureable
Progress
• People have
clarity around
what to build
• People
understand
how it maps to
the big picture
• Teams can be
held
accountable
for delivery
• No
indeterminate
work piling up
at the end of
the project
• 90% done,
90% left to do

17. 6/5/16
15
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Clarity Accountability Measureable
Progress
• People have
clarity around
what to build
• People
understand
how it maps to
the big picture
• Teams can be
held
accountable
for delivery
• No
indeterminate
work piling up
at the end of
the project
• 90% done,
90% left to do
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Clarity Accountability Measureable
Progress
• People have
clarity around
what to build
• People
understand
how it maps to
the big picture
• Teams can be
held
accountable
for delivery
• No
indeterminate
work piling up
at the end of
the project
• 90% done,
90% left to do

18. 6/5/16
16
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Purpose Autonomy Mastery
• Understanding
the backlog
gives meaning
to work
• Local decision
making gives
people a
sense of
power and
control over
their work
• People can
demonstrate
that they are
good at what
they do
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Purpose Autonomy Mastery
• Understanding
the backlog
gives meaning
to work
• Local decision
making gives
people a
sense of
power and
control over
their work
• People can
demonstrate
that they are
good at what
they do

19. 6/5/16
17
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Purpose Autonomy Mastery
• Understanding
the backlog
gives meaning
to work
• Local decision
making gives
people a
sense of
power and
control over
their work
• People can
demonstrate
that they are
good at what
they do
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
Why Are They Important?
Purpose Autonomy Mastery
• Understanding
the backlog
gives meaning
to work
• Local decision
making gives
people a
sense of
power and
control over
their work
• People can
demonstrate
that they are
good at what
they do

20. 6/5/16
18
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Do They Look Like at Scale?
Governance Structure Metrics &
Tools
• Governance is
the way we
make
economic
tradeoffs in
the face of
constraints
• They way we
form teams
and foster
collaboration
at all levels of
the
organization
• What do we
measure, how
do we
baseline
performance
and show
improvement?
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Do They Look Like at Scale?
Governance Structure Metrics &
Tools
• Governance is
the way we
make
economic
tradeoffs in
the face of
constraints
• They way we
form teams
and foster
collaboration
at all levels of
the
organization
• What do we
measure, how
do we
baseline
performance
and show
improvement?

21. 6/5/16
19
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Do They Look Like at Scale?
Governance Structure Metrics &
Tools
• Governance is
the way we
make
economic
tradeoffs in
the face of
constraints
• They way we
form teams
and foster
collaboration
at all levels of
the
organization
• What do we
measure, how
do we
baseline
performance
and show
improvement?
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Do They Look Like at Scale?
Governance Structure Metrics &
Tools
• Governance is
the way we
make
economic
tradeoffs in
the face of
constraints
• They way we
form teams
and foster
collaboration
at all levels of
the
organization
• What do we
measure, how
do we
baseline
performance
and show
improvement?

22. 6/5/16
20
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Gets in the Way?
Business
Dependencies
Organizational
Dependencies
Technical
Dependencies
• Requirements
management
• Process flow
• Value streams
• Bottlenecks
• Too much in
process work
• Matrixed
Organizations
• Non instantly
available
resources
• Lack of SME
• Technical
Debt
• Defects
• Tight Coupling
• Low Cohesion
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Gets in the Way?
Business
Dependencies
Organizational
Dependencies
Technical
Dependencies
• Requirements
management
• Process flow
• Value streams
• Bottlenecks
• Too much in
process work
• Matrixed
Organizations
• Non instantly
available
resources
• Lack of SME
• Technical
Debt
• Defects
• Tight Coupling
• Low Cohesion

23. 6/5/16
21
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Gets in the Way?
Business
Dependencies
Organizational
Dependencies
Technical
Dependencies
• Requirements
management
• Process flow
• Value streams
• Bottlenecks
• Too much in
process work
• Matrixed
Organizations
• Non instantly
available
resources
• Lack of SME
• Technical
Debt
• Defects
• Tight Coupling
• Low Cohesion
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
What Gets in the Way?
Business
Dependencies
Organizational
Dependencies
Technical
Dependencies
• Requirements
management
• Process flow
• Value streams
• Bottlenecks
• Too much in
process work
• Matrixed
Organizations
• Non instantly
available
resources
• Lack of SME
• Technical
Debt
• Defects
• Tight Coupling
• Low Cohesion

24. 6/5/16
22
Team
Matrixed
Organizations
Team

25. 6/5/16
23
Matrixed
Organizations
Non-instantly
Available
Resources
Team
Matrixed
Organizations
Limited Access
to Subject Matter
Expertise
Non-instantly
Available
Resources
Team

26. 6/5/16
24
Matrixed
Organizations
Limited Access
to Subject Matter
Expertise
Non-instantly
Available
Resources
Shared
Requirements
Between Teams
Team
Matrixed
Organizations
Limited Access
to Subject Matter
Expertise
Non-instantly
Available
Resources
Too Much Work
In Process
Shared
Requirements
Between Teams
Team

27. 6/5/16
25
Matrixed
Organizations
Limited Access
to Subject Matter
Expertise
Non-instantly
Available
Resources
Too Much Work
In Process
Shared
Requirements
Between Teams
Large Products
with Diverse
Technology
Team
Matrixed
Organizations
Limited Access
to Subject Matter
Expertise
Non-instantly
Available
Resources
Too Much Work
In Process
Shared
Requirements
Between Teams
Technical Debt &
Defects
Large Products
with Diverse
Technology
Team

28. 6/5/16
26
Matrixed
Organizations
Limited Access
to Subject Matter
Expertise
Non-instantly
Available
Resources
Too Much Work
In Process
Low Cohesion &
Tight Coupling
Shared
Requirements
Between Teams
Technical Debt &
Defects
Large Products
with Diverse
Technology
Team
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
How Do I Need to Change?
• Known and
knowable
requirements
• How to deal
with
unknowns
• Estimating
• Fungible
resources
• Individual
utilization
• Productivity
metrics
• Activity over
outcome
Defining
Work
Allocating
People
Measuring
Progress

29. 6/5/16
27
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
How Do I Need to Change?
• Known and
knowable
requirements
• How to deal
with
unknowns
• Estimating
• Fungible
resources
• Individual
utilization
• Productivity
metrics
• Activity over
outcome
Defining
Work
Allocating
People
Measuring
Progress
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
How Do I Need to Change?
• Known and
knowable
requirements
• How to deal
with
unknowns
• Estimating
• Fungible
resources
• Individual
utilization
• Productivity
metrics
• Activity over
outcome
Defining
Work
Allocating
People
Measuring
Progress

30. 6/5/16
28
Teams
Backlog
Backlog
Backlog
Backlog
Working
Tested
Software
How Do I Need to Change?
• Known and
knowable
requirements
• How to deal
with
unknowns
• Estimating
• Fungible
resources
• Individual
utilization
• Productivity
metrics
• Activity over
outcome
Defining
Work
Allocating
People
Measuring
Progress
A THEORY OF
TRANSFORMATION

31. 6/5/16
29
A Theory of Transformation
Agile is about forming teams,
building backlogs, and
regularly producing
increments of working tested
software
A Theory of Transformation
Agile at scale is about
defining structure,
establishing governance, and
creating a metrics and tooling
strategy that supports agility

32. 6/5/16
30
A Theory of Transformation
Anything that gets in the way
of forming teams, building
backlogs, and producing
working tested software is an
impediment to transformation
TRANSFORMATION
IS A JOURNEY

33. 6/5/16
31
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Low Trust

34. 6/5/16
32
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Low Trust
Become Predictable
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Traditional Agile
Lean Startup
Low Trust
Become Predictable

35. 6/5/16
33
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Low Trust
Become Predictable
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Low Trust
Become Predictable Reduce Batch Size

36. 6/5/16
34
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple

37. 6/5/16
35
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase
One
Phase One
• Stabilize the
System
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase
One
Phase
Two
Phase Two
• Reduce Batch
Size

38. 6/5/16
36
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase
One
Phase
Three
Phase
Two
Phase Three
• Break
Dependencies
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase
One
Phase
Three
Phase
Four
Phase
Two
Phase Four
• Increase Local
Autonomy

39. 6/5/16
37
Predictability
Adaptability
Emergence
Convergence
AEPE
PC AC
Ad-Hoc
Lean/Agile Agile
Lean Startup
Teams
Low Trust
Become Predictable Reduce Batch Size
Fully Decouple
Phase
One
Phase
Three
Phase
Four
Phase
Two
Phase
Five
Phase Five
• Invest to
Learn
mike@leadingagile.com
404-312-1471
www.leadingagile.com
twitter.com/mcottmeyer
facebook.com/leadingagile
linkedin.com/in/cottmeyer
MIKE COTTMEYER

40. 6/5/16
38
THE THREE THINGS
You Need to Know to Transform Any Sized
Organization into an Agile Enterprise