Agile methods aren’t just for software anymore. Actually, they haven’t been just for software for quite a while now. That said, the types of companies, and the types of industries, that are exploring team-based, collaborative, iterative, and incremental approaches to do their work is rather breathtaking. Agile is truly going mainstream. The question at hand is can we apply team-based Agile straight out of the box in a non-software context? Can we take our scaled Agile approaches and apply them without modification? Mike Cottmeyer’s experience is that most of the principles and patterns apply, but sometimes the practices and frameworks need modification for a particular context.

1. FASTER FOOD AND A
BETTER PLACE TO
SLEEP

2. 22
Explain The Problem, See if it Resonates
Explore How We Solved for the Problem, Assess if it’s Generally Applicable
Walk Through Two Case-Studies
AGENDA

3. 33
Explain The Problem, See if it Resonates
Explore How We Solved for the Problem, Assess if it’s Generally Applicable
Walk Through Two Case-Studies
AGENDA

4. 44
Explain The Problem, See if it Resonates
Explore How We Solved for the Problem, Assess if it’s Generally Applicable
Walk Through Two Case-Studies
AGENDA

5. 55
Explain The Problem, See if it Resonates
Explore How We Solved for the Problem, Assess if it’s Generally Applicable
Walk Through Two Case-Studies
AGENDA

6. T H E S E T U P

7. NON-IT PROJECT THAT IS
STRUGGLING //
Client #1
Hotel chain going through a major rebranding effort including
refurbishing all locations
Client #2
Fast food restaurant working through the development of kitchen
fryers, drive through optimization, and new product development of
menu items
Heard about Agile and think it might be right for them.
Want to adopt Scrum.

8. NON-IT PROJECT THAT IS
STRUGGLING //
Client #1
Hotel chain going through a major rebranding effort including
refurbishing all locations
Client #2
Fast food restaurant working through the development of kitchen
fryers, drive through optimization, and new product development of
menu items
Heard about Agile and think it might be right for them.
Want to adopt Scrum.

9. NON-IT PROJECT THAT IS
STRUGGLING //
Client #1
Hotel chain going through a major rebranding effort including
refurbishing all locations
Client #2
Fast food restaurant working through the development of kitchen
fryers, drive through optimization, and new product development of
menu items
Heard about Agile and think it might be right for them.
Want to adopt Scrum.

10. NON-IT PROJECT THAT IS
STRUGGLING //
Client #1
Hotel chain going through a major rebranding effort including
refurbishing all locations
Client #2
Fast food restaurant working through the development of kitchen
fryers, drive through optimization, and new product development of
menu items
Heard about Agile and think it might be right for them.
Want to adopt Scrum.

11. 1111
GOING AGILE?
ALISTAIR COCKBURN
‘Agile’ is an ordinary word in English, it
means “able to move quickly and easily”,
with an emphasis on changing direction.
Once we had the word in place, we had to
decide what it meant to us for the purpose
of writing software (and more generally, of
designing products).
We selected 4 values, or ways of centering
ourselves in the world while working.
We chose the four values that ended up in
the Agile Manifesto (paraphrase)
There is no more to “agile software
development” than that.
THE AGILE M ANIFESTO
• People and Interactions over
Processes and Tools
• Working Software over
Comprehensive Documentation
• Customer Collaboration over
Contract Negotiation
• Responding to Change over
Following a Plan

12. 1212
GOING AGILE?
ALISTAIR COCKBURN
‘Agile’ is an ordinary word in English, it
means “able to move quickly and easily”,
with an emphasis on changing direction.
Once we had the word in place, we had to
decide what it meant to us for the purpose
of writing software (and more generally, of
designing products).
We selected 4 values, or ways of centering
ourselves in the world while working.
We chose the four values that ended up in
the Agile Manifesto (paraphrase)
There is no more to “agile software
development” than that.
THE AGILE M ANIFESTO
• People and Interactions over
Processes and Tools
• Working Software over
Comprehensive Documentation
• Customer Collaboration over
Contract Negotiation
• Responding to Change over
Following a Plan

13. 1313
GOING AGILE?
ALISTAIR COCKBURN
‘Agile’ is an ordinary word in English, it
means “able to move quickly and easily”,
with an emphasis on changing direction.
Once we had the word in place, we had to
decide what it meant to us for the purpose
of writing software (and more generally, of
designing products).
We selected 4 values, or ways of centering
ourselves in the world while working.
We chose the four values that ended up in
the Agile Manifesto (paraphrase)
There is no more to “agile software
development” than that.
THE AGILE M ANIFESTO
• People and Interactions over
Processes and Tools
• Working Software over
Comprehensive Documentation
• Customer Collaboration over
Contract Negotiation
• Responding to Change over
Following a Plan

14. 1414
GOING AGILE?
ALISTAIR COCKBURN
‘Agile’ is an ordinary word in English, it
means “able to move quickly and easily”,
with an emphasis on changing direction.
Once we had the word in place, we had to
decide what it meant to us for the purpose
of writing software (and more generally, of
designing products).
We selected 4 values, or ways of centering
ourselves in the world while working.
We chose the four values that ended up in
the Agile Manifesto (paraphrase)
There is no more to “agile software
development” than that.
THE AGILE M ANIFESTO
• People and Interactions over
Processes and Tools
• Working Software over
Comprehensive Documentation
• Customer Collaboration over
Contract Negotiation
• Responding to Change over
Following a Plan

15. 1515
GOING AGILE?
ALISTAIR COCKBURN
‘Agile’ is an ordinary word in English, it
means “able to move quickly and easily”,
with an emphasis on changing direction.
Once we had the word in place, we had to
decide what it meant to us for the purpose
of writing software (and more generally, of
designing products).
We selected 4 values, or ways of centering
ourselves in the world while working.
We chose the four values that ended up in
the Agile Manifesto (paraphrase)
There is no more to “agile software
development” than that.
THE AGILE M ANIFESTO
• People and Interactions over
Processes and Tools
• Working Software over
Comprehensive Documentation
• Customer Collaboration over
Contract Negotiation
• Responding to Change over
Following a Plan

16. 1616
GOING SCRUM?
SCRUM FRAM EWORK?
• Roles – Product Owner, Scrum
Master, and Team
• Ceremonies – Sprint Planning, Daily
Standup, Review & Retrospective
• Artifacts – Product Backlog, Sprint
Backlog, Product Increment
SCALED SCRUM ?
• SAFe – Encapsulated Value
Streams, Big Room Planning,
Release Trains
• LeSS – Encapsulated Teams,
Continuous Delivery, Low
Coordination
• DAD – RUP Based Flow, Focus on
Engineering Discipline/Modelling
• Nexus – Emergent Process Design

17. 1717
GOING SCRUM?
SCRUM FRAM EWORK?
• Roles – Product Owner, Scrum
Master, and Team
• Ceremonies – Sprint Planning, Daily
Standup, Review & Retrospective
• Artifacts – Product Backlog, Sprint
Backlog, Product Increment
SCALED SCRUM ?
• SAFe – Encapsulated Value
Streams, Big Room Planning,
Release Trains
• LeSS – Encapsulated Teams,
Continuous Delivery, Low
Coordination
• DAD – RUP Based Flow, Focus on
Engineering Discipline/Modelling
• Nexus – Emergent Process Design

18. 1818
GOING SCRUM?
SCRUM FRAM EWORK?
• Roles – Product Owner, Scrum
Master, and Team
• Ceremonies – Sprint Planning,
Daily Standup, Review &
Retrospective
• Artifacts – Product Backlog, Sprint
Backlog, Product Increment
SCALED SCRUM ?
• SAFe – Encapsulated Value
Streams, Big Room Planning,
Release Trains
• LeSS – Encapsulated Teams,
Continuous Delivery, Low
Coordination
• DAD – RUP Based Flow, Focus on
Engineering Discipline/Modelling
• Nexus – Emergent Process Design

19. 1919
GOING SCRUM?
SCRUM FRAM EWORK?
• Roles – Product Owner, Scrum
Master, and Team
• Ceremonies – Sprint Planning, Daily
Standup, Review & Retrospective
• Artifacts – Product Backlog, Sprint
Backlog, Product Increment
SCALED SCRUM ?
• SAFe – Encapsulated Value
Streams, Big Room Planning,
Release Trains
• LeSS – Encapsulated Teams,
Continuous Delivery, Low
Coordination
• DAD – RUP Based Flow, Focus on
Engineering Discipline/Modelling
• Nexus – Emergent Process Design

20. 2020
GOING SCRUM?
SCRUM FRAM EWORK?
• Roles – Product Owner, Scrum
Master, and Team
• Ceremonies – Sprint Planning, Daily
Standup, Review & Retrospective
• Artifacts – Product Backlog, Sprint
Backlog, Product Increment
SCALED SCRUM ?
• SAFe – Encapsulated Value
Streams, Big Room Planning,
Release Trains
• LeSS – Encapsulated Teams,
Continuous Delivery, Low
Coordination
• DAD – RUP Based Flow, Focus on
Engineering Discipline/Modelling
• Nexus – Emergent Process Design

21. 2121
GOING SCRUM?
SCRUM FRAM EWORK?
• Roles – Product Owner, Scrum
Master, and Team
• Ceremonies – Sprint Planning, Daily
Standup, Review & Retrospective
• Artifacts – Product Backlog, Sprint
Backlog, Product Increment
SCALED SCRUM ?
• SAFe – Encapsulated Value
Streams, Big Room Planning,
Release Trains
• LeSS – Encapsulated Teams,
Continuous Delivery, Low
Coordination
• DAD – RUP Based Flow, Focus on
Engineering Discipline/Modelling
• Nexus – Emergent Process Design

22. 2222
GOING SCRUM?
SCRUM FRAM EWORK?
• Roles – Product Owner, Scrum
Master, and Team
• Ceremonies – Sprint Planning, Daily
Standup, Review & Retrospective
• Artifacts – Product Backlog, Sprint
Backlog, Product Increment
SCALED SCRUM ?
• SAFe – Encapsulated Value
Streams, Big Room Planning,
Release Trains
• LeSS – Encapsulated Teams,
Continuous Delivery, Low
Coordination
• DAD – RUP Based Flow, Focus on
Engineering Discipline/Modelling
• Nexus – Emergent Process Design

23. 2323
GOING SCRUM?
SCRUM FRAM EWORK?
• Roles – Product Owner, Scrum
Master, and Team
• Ceremonies – Sprint Planning, Daily
Standup, Review & Retrospective
• Artifacts – Product Backlog, Sprint
Backlog, Product Increment
SCALED SCRUM ?
• SAFe – Encapsulated Value
Streams, Big Room Planning,
Release Trains
• LeSS – Encapsulated Teams,
Continuous Delivery, Low
Coordination
• DAD – RUP Based Flow, Focus on
Engineering Discipline/Modelling
• Nexus – Emergent Process Design

24. 24
THE 3 THINGS

25. 25
THE 3 THINGS

26. 26
BACKLOGS
THE 3 THINGS

27. 27
BACKLOGS TEAMS
THE 3 THINGS

28. 28
BACKLOGS TEAMS WORKING TESTED
SOFTWARE
THE 3 THINGS

29. 29
WHAT DO I MEAN?
• INVEST
• CCC
• Small enough for the
team to develop in a day
or so
BACKLOGS TEAMS WORKING TESTED
SOFTWARE
• Everything and
everyone necessary to
deliver
• Meets acceptance
criteria
• No known defects
• No technical debt

30. 30
WHAT DO I MEAN?
• INVEST
• CCC
• Small enough for the
team to develop in a day
or so
BACKLOGS TEAMS WORKING TESTED
SOFTWARE
• Everything and
everyone necessary to
deliver
• Meets acceptance
criteria
• No known defects
• No technical debt

31. 31
WHAT DO I MEAN?
• INVEST
• CCC
• Small enough for the
team to develop in a day
or so
BACKLOGS TEAMS WORKING TESTED
SOFTWARE
• Everything and
everyone necessary to
deliver
• Meets acceptance
criteria
• No known defects
• No technical debt

32. O P P O R T U N I T I E S
A N D C H A L L E N G E S

33. 3333
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates

34. 3434
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates

35. 3535
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates

36. 3636
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates

37. 3737
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates

38. 3838
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates

39. 3939
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates

40. 4040
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates

41. 4141
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates

42. 4242
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates

43. 4343
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates

44. 4444
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates

45. 4545
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates

46. 4646
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply
chain
External dependencies
Hard dates

47. 4747
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates

48. 4848
KEY CONSIDERATIONS
OPPORTUNITIES
Clarity
Accountability
Measureable Progress
Autonomy
Mastery
Purpose
Transparency
Trust
Collaboration
CHALLENGES
Tough to form teams
Backlogs are emergent
Delivery at the end of the sprint
Non-Agile partners in the supply chain
External dependencies
Hard dates

49. T H E C H A L L E N G E

50. THE CHALLENGE //
Create a system of delivery that
allows us some of the benefits of
agile- while respecting the necessary
constraints of the organization around
us.

51. THE CHALLENGE //
Create a system of delivery that
allows us some of the benefits of
agile- while respecting the necessary
constraints of the organization around
us.

52. K E Y I N S I G H T

53. KEY INSIGHTS //
Schedules, milestones, and budgets establish constraints within which
decisions and trade-offs are made. Top-level plans can be flow based or
schedule based.
Prioritizing, sequencing, and validating decisions is the effort of a cross-
functional collaborative team. Decisions are informed and constrained by the
top-level plan. Decisions are the currency of delivery.
Execution can be managed using agile, iterative and incremental or plan
driven models. Deliverables are measured and assessed against near term
milestones.
Feedback loops link the various levels of planning to provide feedback
against Portfolio objectives.

54. KEY INSIGHTS //
Schedules, milestones, and budgets establish constraints within which
decisions and trade-offs are made. Top-level plans can be flow based or
schedule based.
Prioritizing, sequencing, and validating decisions is the effort of a cross-
functional collaborative team. Decisions are informed and constrained by the
top-level plan. Decisions are the currency of delivery.
Execution can be managed using agile, iterative and incremental or plan
driven models. Deliverables are measured and assessed against near term
milestones.
Feedback loops link the various levels of planning to provide feedback
against Portfolio objectives.

55. KEY INSIGHTS //
Schedules, milestones, and budgets establish constraints within which
decisions and trade-offs are made. Top-level plans can be flow based or
schedule based.
Prioritizing, sequencing, and validating decisions is the effort of a cross-
functional collaborative team. Decisions are informed and constrained by the
top-level plan. Decisions are the currency of delivery.
Execution can be managed using agile, iterative and incremental or plan
driven models. Deliverables are measured and assessed against near term
milestones.
Feedback loops link the various levels of planning to provide feedback
against Portfolio objectives.

56. KEY INSIGHTS //
Schedules, milestones, and budgets establish constraints within which
decisions and trade-offs are made. Top-level plans can be flow based or
schedule based.
Prioritizing, sequencing, and validating decisions is the effort of a cross-
functional collaborative team. Decisions are informed and constrained by the
top-level plan. Decisions are the currency of delivery.
Execution can be managed using agile, iterative and incremental or plan
driven models. Deliverables are measured and assessed against near term
milestones.
Feedback loops link the various levels of planning to provide feedback
against Portfolio objectives.

57. KEY INSIGHTS //
Schedules, milestones, and budgets establish constraints within which
decisions and trade-offs are made. Top-level plans can be flow based or
schedule based.
Prioritizing, sequencing, and validating decisions is the effort of a cross-
functional collaborative team. Decisions are informed and constrained by the
top-level plan. Decisions are the currency of delivery.
Execution can be managed using agile, iterative and incremental or plan
driven models. Deliverables are measured and assessed against near term
milestones.
Feedback loops link the various levels of planning to provide feedback
against Portfolio objectives.

58. KEY INSIGHTS //
Schedules, milestones, and budgets establish constraints within which
decisions and trade-offs are made. Top-level plans can be flow based or
schedule based.
Prioritizing, sequencing, and validating decisions is the effort of a cross-
functional collaborative team. Decisions are informed and constrained by the
top-level plan. Decisions are the currency of delivery.
Execution can be managed using agile, iterative and incremental or plan
driven models. Deliverables are measured and assessed against near term
milestones.
Feedback loops link the various levels of planning to provide feedback
against Portfolio objectives.

59. T H E M O D E L

60. 6060
CONSTRAINTS
DECISIONS
DELIVERY

61. C A S E S T U D Y # 1

62. 6262
Activities
Scrum
Execution
Ideate
Make
Ready
Build Operate
Program
and
Planning
Decisions
Kanban
Portfolio
Constraints
Gantt
Make Ready Build
AcceptedReady Done
In
Progress
Not
Started
AcceptedReady Done
In
Progress
Not
Started
Build
Measure
Learn
PLAN-BASED GOVERNANCE
Property
Operators
Case Goods
Marketing
Feedback
Feedback

63. C A S E S T U D Y # 2

64. 6464
Activities
Scrum
Execution
Measurable
Progress
Ideate
Make
Ready
Build Operate
Program
and
Planning
Decisions
Kanban
Portfolio
Budget/
Investments
Launch
Kanban
Make Ready Build
AcceptedReady Done
In
Progress
Make
Ready Build
ValidatePrototypeImagineUnderstand
Project
Work
Intake
Not
Started
AcceptedReady Done
In
Progress
Not
Started
Done
Continue
Pivot
Measure, Learn
Build
Measure
Learn
FLOW-BASED GOVERNANCE
Kill
Feedback
Feedback