This document discusses driving scaled agile transformations and provides recommendations. It describes scaled agile transformations as transitioning from groups doing software development to cross-functional teams, and from siloed planning to prioritized work flowing through integrated functions. People and culture changes are multifaceted, requiring awareness, buy-in, understanding, and internalization of new behaviors over time. Recommendations include over-communicating the transformation honestly and transparently through various channels like training, meetings, and tools to support the changes.

1. Driving Scaled Agile
Transformation –
An Experience Report
By Manu Goyal
27 June 2015

2. Disclaimer
The opinions expressed in this presentation are my personal opinions based on
my own experiences and interpretations. The facts and opinions shared during
this presentation do not reflect the views of any of the organizations that I have
worked for, in the past or in the present.
Copyrights Reserved
manugoyal@gmail.com
2

3. What is Scaled Agile Transformation?
FROM TO
Groups of people doing software development X-functional Teams formed and staffed
FROM TO
+ Enterprise planning in place
+ Prioritized work flows through the teams’ backlogs
+ Interdependencies identified and managed
+ Rolling out integrated functions frequently
+ Common Tools + Reporting + Governance + more…
and DONE!
 Have ‘Definition of Done’
 Define ‘Minimum Viable Product’
 Drive Continuous enhancements and changeCopyrights Reserved
manugoyal@gmail.com
3

4. Scaled Agile Transformation –
Multifaceted Changes
• People and Culture
• Business - Products and Services
• Process
• Tools and Technology
• Right blend needed
• No cookie cutter methods
• Depends on context and situation
Copyrights Reserved
manugoyal@gmail.com
4

5. People and Culture
“The secret ingredient that is hard to mimic.”
Copyrights Reserved
manugoyal@gmail.com
5

6. How People React to Any Change?
1. Denial/Shock 4. Commitment
• Confusion
• Distraction
• Loss of Identity
It’s not so!?
• Acceptance
• Engagement
• New Reality
OK… Let’s do it..!
2. Resistance 3. Exploration
• Anger
• Withdrawal
• Blaming
I gave it my all
and now this?
• Frustration
• Too much to absorb
• Trouble focusing
How do I make
sense of all this?
6Copyrights Reserved manugoyal@gmail.com

7. Culture
• Behaviors, beliefs and rules that develop in to habits over time.
THIS? SPECTRUM OR THIS?
Centralized Decisions Decentralized decisions
Risk averse Risk taking
Heavily process driven Light, adaptive
approaches
Command and Control Build Consensus
Silos Collaboration
My responsibilities Collective ownership of
big picture
Conform Diversity,
out of box thinking
Meritocracy Seniority
Other big ones? Copyrights Reserved
manugoyal@gmail.com
7

8. Path to Behavior Change
AWARENESS
“I know about the Agile
Transformation”
BUY-IN
“I believe in the Agile Transformation”
UNDERSTANDING
“I know what the Agile
Transformation means to me”
ACTION
“I’m ready to do my new job”
INTERNALIZATION
“This is just how work gets
done ”
TIME AND PARTICIPATION
Move target audiences toward Internalization as quickly as possible, minimizing
resistance and disruption to the businessPERFORMANCE
Copyrights Reserved
manugoyal@gmail.com
8

9. Multi-Functional Changes
for Easier Adoption of Scaled Agile Transformation
Function Changes
Facilities Team Co-location, collaboration facilities
More in-person sessions – at increased scale of people and frequency
Talent (HR) Role definition, hiring and career development, reviews and rewards, training and
coaching
Engineering Breaking silos, I to T skills, DevOps, Automation, Continuous Integration & Deployment,
Flighting
Tools Common tools for planning and reporting
Finance Audit and reporting changes – CapEx distribution, cost calculations
Product and
Business
Providing User stories and epics
Continuous planning – vision  roadmap  release  Sprint  daily SCRUM
Business value
Empirical Measurements and KPIs
9
Copyrights Reserved
manugoyal@gmail.com

10. Recommendations
COMMUNICATIONS AND SUPPORT
• Over communicate - minimum 7 times
• Honest and Transparent,
• Need based, Simple, Self-service
• Think Global, Act Local
EXAMPLES
• Web portal, Interactive Dashboards, Balanced scorecard
• News letters, posters, banners, emails
• Meetings - All hands, Town halls, staff,
• coffee with coaches, Product fairs, office hours
• Training and coaching, tutorial videos, brown bags.
• HR - Role Guides
Copyrights Reserved
manugoyal@gmail.com
10
• What else will you recommend?

11. Q&A
Thank You!
Contact Manu at
manugoyal@gmail.com
https://in.linkedin.com/in/manugoyal
Copyrights Reserved
manugoyal@gmail.com
11