Driving Scaled Agile
An Experience Report
By Manu Goyal
27 June 2015
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.
What is Scaled Agile Transformation?
Groups of people doing software development X-functional Teams formed and staffed
+ 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…
Have ‘Definition of Done’
Define ‘Minimum Viable Product’
Drive Continuous enhancements and changeCopyrights Reserved
Scaled Agile Transformation –
• People and Culture
• Business - Products and Services
• Tools and Technology
• Right blend needed
• No cookie cutter methods
• Depends on context and situation
People and Culture
“The secret ingredient that is hard to mimic.”
How People React to Any Change?
1. Denial/Shock 4. Commitment
• Loss of Identity
It’s not so!?
• New Reality
OK… Let’s do it..!
2. Resistance 3. Exploration
I gave it my all
and now this?
• Too much to absorb
• Trouble focusing
How do I make
sense of all this?
6Copyrights Reserved email@example.com
• 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
Command and Control Build Consensus
My responsibilities Collective ownership of
out of box thinking
Other big ones? Copyrights Reserved
Path to Behavior Change
“I know about the Agile
“I believe in the Agile Transformation”
“I know what the Agile
Transformation means to me”
“I’m ready to do my new job”
“This is just how work gets
TIME AND PARTICIPATION
Move target audiences toward Internalization as quickly as possible, minimizing
resistance and disruption to the businessPERFORMANCE
for Easier Adoption of Scaled Agile Transformation
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
Engineering Breaking silos, I to T skills, DevOps, Automation, Continuous Integration & Deployment,
Tools Common tools for planning and reporting
Finance Audit and reporting changes – CapEx distribution, cost calculations
Providing User stories and epics
Continuous planning – vision roadmap release Sprint daily SCRUM
Empirical Measurements and KPIs
COMMUNICATIONS AND SUPPORT
• Over communicate - minimum 7 times
• Honest and Transparent,
• Need based, Simple, Self-service
• Think Global, Act Local
• 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
• What else will you recommend?
Contact Manu at