Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
Mike Cottmeyer
LeadingAgile, LLC
LeadingAgile cofounder and president Mike Cottmeyer is passionate about solving the challenges associated with agile in larger, more complex enterprises. To that end, his company is 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, and providing strategic coaching for clients. He was on the steering committee that created the PMI-ACP certification and co-led the creation of the DSDM Agile Project Leader certification. A fellow of the Lean Systems Society, Mike served on the boards of the APLN and the Lean Software and Systems Consortium.
Speaker Presentations
Wednesday, November 12, 2014 - 1:30pm
Enterprise Agile
Why Agile Fails in Large Enterprises—and What to Do about It