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Mike Cottmeyer was recently a guest on the Agile to Agility podcast with Miljan Bajic where he discussed Transformation, BusinessArchitecture, and Scaling. Agile to Agility Website. So, I’m the CEO of a company called Leading Agile, started about 11 years ago, I’m based in Atlanta, Georgia.
He spent a lot of time on researching business architect vs enterprise architect jobs. In this video, we talk about two professions that are the pinnacle of professional growth for business analysts – at least one of the branches – businessarchitecture and enterprise architecture.
As a community, we have developed a handful of team-based Agile approaches over the years; some of which we would consider scaled. Implementing Agile, especially in larger, more complex organizations, still seems to be a black art. All the things we consider hallmarks of a small team, Agile methodology. But here we are.
When working toward becoming an Agile Organization, many companies begin by applying Agile methodologies at the team-level and then call the Transformation done. The problem is that even when you do it perfectly, establishing a team-level Agile Delivery Model is almost always insufficient. Do you see the problem?
When asked what an Agile organization is, most people tend to think it’s one that’s built around a certain mindset, or around Agile practices like Scrum or SAFe—or both. But if it were as simple as a mindset or process change, so many Agile Transformations wouldn’t fail. Base Patterns and Tools. Structure. ??Your
One thing I love about composable business is it’s never claimed to be anything net new. The authors at Gartner have always said it is bringing together various things like the concept of a fusion team, and agile development, and pieces from service oriented architectures. Everybody has gotten so excited about it.
When people say they have a culture problem that’s preventing them from sustaining change in an Agile Transformation, what they’re really saying is that they have a cognitive dissonance problem. You have an inability to help people see how Agile is going to improve the organization.
Mike Cottmeyer explores the key attributes in each of the three systems necessary for making a success out of the otherwise complex tax of large scale Agile Transformation. And what we are is we’re a consultancy that’s focused on doing Agile Transformation specifically. Transcript. I’m not talking about SAFe.
Becoming Agile isn’t simple. But without the right foundational ecosystem and systems in place to enable Agility, achieving it is nearly impossible. The three systems necessary for Agility are a System of Delivery, System of Transformation, and System of Sustainability. How are we going to govern the flow of value?
Listen to the Agile Unplugged Podcast on the go! Find and subscribe to Agile Unplugged on: Apple Podcasts. Welcome to our latest episode of the Agile Unplugged podcast with host Mike Cottmeyer, LeadingAgile’s CEO. I want an encapsulated business problem, an encapsulated technology solution and a dedicated team.
Agile Unplugged is your chance to explore LeadingAgile’s freshest ideas, mental models, frameworks, and solutions with the people that are actually doing the work of leading large-scale Agile Transformation, out in the field. So, I had never, I’d like heard of Agile, but like, I had no experience with Agile.
Agile Transformation isn’t about a big-bang rollout of Agile, and then Presto! It’s about meeting the organization where it is today, and iteratively and incrementally rolling out Agile capabilities over time. We are continuing our conversation around common misconceptions around Agile Transformation. You’re done.
The Agile industry seems insistent that practices, methodologies, and frameworks will be how large organizations achieve BusinessAgility. Many of them are saying, “yeah, we tried Agile. Is the Agile industry in a rut? Is the Agile industry in a rut? Everyone knows Agile works. It didn’t work.”
If you could magically create a new world where large organizations had overcome the barriers to BusinessAgility and Agile came naturally, what would have to be true about that world, the organizations, and the people working there? And how would we know that this new Agile world was any good? What other conceptual gaps?
This is Mike Cottmeyer's talk from AgileIndy 2021 on The Executive's Guide to Why Agile Transformation Fails. Announcer] This is Mike Cottmeyer’s talk from AgileIndy, 2021 on “Why Agile Transformation Fails.” So I got involved with agile back in like 2003 and I was working in this company called CheckFree.
Listen to the Agile Unplugged Podcast on the go! Find and subscribe to Agile Unplugged on: Apple Podcasts. Remember to subscribe and listen to Agile Unplugged on Soundcloud, Apple Podcasts, Spotify, and Podbean—and watch each and every episode on YouTube , IGTV , and Facebook. . Soundcloud. – Yeah. When did we first meet?
Listen to the Agile Unplugged Podcast on the go! Find and subscribe to Agile Unplugged on: Apple Podcasts. In this episode of the Agile Unplugged podcast with host LeadingAgile CEO, Mike Cottmeyer, our guest is Dennis Stevens, LeadingAgile’s Chief Methodologist. And so I was like really in like scrum Agile analyst.
The agile release train (ART) is a long-lived team of agile teams that, along with other stakeholders, incrementally develops and delivers value. This agile release train cheat sheet breaks down the purpose, principles, events, and members of the ART. This includes the Scrum Master and Product Owner.
Your organizational structures, decision-making frameworks, governance, and metrics will all need to be evaluated to ensure alignment and coherence with the vision. There are well-understood organizational design patterns and businessarchitectures to orchestrate the manner in which work gets done to support a vision.
Video Transcript They say, “Okay, if we’re going to adopt Agile, what are the necessary preconditions to adopt Agile?” That’s the fundamental precondition for Agile. Dependencies in Agile I’m going to explore something that I talk about quite a lot, and it’s the idea of dependencies and Agile.
Assisting in managing the realisation of benefits identified in programme and project business cases. Helping to boost businessagility. A source for the development of a businessarchitecture. Developing the skills of business analysts in line with the needs of the organisation.
It’s kind of agile transformation adjacent. It’s a little bit of maybe an impediment to agile transformation that we’re going to explore. And I’m going to talk a little bit about what leading Agile’s doing about it and what we’re doing in the market. Hey Dennis. How you doing, man?
It’s kind of agile transformation adjacent. It’s a little bit of maybe an impediment to agile transformation that we’re going to explore. And I’m going to talk a little bit about what leading Agile’s doing about it and what we’re doing in the market. Hey Dennis. How you doing, man?
And that’s typically how I think about a lot of the talks that I give because everything in the agile communities about doing it and learning from it and sharing with people and getting feedback and figuring out how to do it better and that kind of stuff. Systems are a Predictor of a Balanced Culture Okay, fair enough.
Agile methodologies have proven their limitations in serving the business while delivery is fast, the deliverable is impaired; failing to fulfill the business needs of complex IT projects. . IT and Software Project failures are determined by failure in the first phases of any project initiative. namely the requirements phases.
Today I’m going to introduce you to leading Agile’s new Chief Operating Officer, a gentleman by the name of Philippe Bonneton. So what we’re going to talk about a little bit over the last leading Agile’s been around for about 13 years and really what we’re known for is Agile. Philippe, say hi.
Today I’m going to introduce you to leading Agile’s new Chief Operating Officer, a gentleman by the name of Philippe Bonneton. So what we’re going to talk about a little bit over the last leading Agile’s been around for about 13 years and really what we’re known for is Agile. Philippe, say hi.
Business Knowledge. In order to understand the overarching concepts that govern the structure, benefits and value of the situation and how it related to a change or need; it is essential to have the requisite business knowledge; and the competencies underlying it are: Business Acumen. Organization Knowledge.
Agile methodologies promised transformative value but, in many large enterprises, Agile has become commoditized—a standard process that teams follow rather than a strategic driver. We’ll begin with a return to agile’s core principles, focusing on team autonomy, feedback loops, and iterative delivery.
Those are cultural attributes that the people that I was talking to in the agile community were prioritizing for. Preamble, Introductions, and Text for Deck What I wanted to talk with you guys about today is a topic that I’ve been noodling around on for about 13, 14, 15 years in the Agile community.
Those are cultural attributes that the people that I was talking to in the agile community were prioritizing for. Preamble, Introductions, and Text for Deck What I wanted to talk with you guys about today is a topic that I’ve been noodling around on for about 13, 14, 15 years in the Agile community.
Organizations have increasingly moved toward agile, product-oriented structures, where technology decisions are made within individual business units rather than dictated from a top-down IT function. By embracing these shifts, EA can integrate more seamlessly into agile delivery models and ensure its insights remain relevant.
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