Post on 20-Jun-2015
description
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CREATING ALIGNMENT FOR AGILE CHANGE
Jason Little, April Jefferson, Carlos Oliveira
@jasonlittle @_apriljefferson
@userprofile Toronto Agile and Software 2014 #tas14
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Lean Entrepreneur and Startup Advisor, with a passion for
strategic innovation, experience design, and building radically
successful teams.
@userprofile
Carlos OliveiraJason Little April Jefferson
@_apriljefferson@jasonlittle
Agile Coach, Energetic Servant, Curious and Loving Human
Author, international speaker, college professor, agile coach, haver of fun, drummer and dad
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GOOGLE: “WHY AGILE FAILS” RESULTS: 4,230,000
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METHODOLOGISTS SAY: “YOU DIDN’T USE THE TOOL RIGHT!”
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CULTURE PEOPLE SAY: “YOU DIDN’T CHANGE YOUR CULTURE!”
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MINDSET PEOPLE SAY: “YOU DIDN’T CHANGE YOUR MINDSET”
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MANAGEMENT GURUS SAY: “LACK OF MANAGEMENT SUPPORT”
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AGILE ZEALOTS SAY: “YOU TRIED TO DO AGILE INSTEAD OF BE
AGILE!”
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THE CONSULTANT YOU DIDN’T HIRE WILL SAY:
“THAT OTHER CONSULTANT SHOULD HAVE…”
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SYSTEM THINKERS SAY: “ONLY IN RETROSPECT CAN YOU UNDERSTAND…COMPLEX ADAPTIVE SYSTEMS THEORY SAYS….”
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THE TRUTH IS…
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THEY’RE ALL RIGHT… …AND THEY’RE ALL WRONG!
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HINDSIGHT IS ALWAYS 20/20but looking back, it’s still a bit fuzzy
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NOBODY GIVES A SH*T ABOUT YOUR MODELS!Well, us consultants do, but normal people don’t!
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SO WHAT CAN YOU DO?
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CHANGE != TRANSFORMATION
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CHANGE IS PAST-THINKINGcompare future state to current state, root-cause, 5
why’s, problem exploration
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TRANSFORMATION IS FUTURE-THINKINGleaves the past behind, focuses on what ‘could be’,
today’s actions influence tomorrow’s results
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BUT LET’S IGNORE THE DIFFERENCES…for now…
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DIVERGENCE IN UNDERSTANDING
the objective
BELIEFS
“RESI
STANC
E”
INNOVATORS AND EARLY ADOPTERS EARLY/LATE MAJORITY “LAGGARDS AND RESISTERS”
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HOW CAN WE CREATE ALIGNMENT? 1) CO-CREATE CHANGE
2) FREQUENTLY INSPECT AND ADAPT 3) THINK OF CHANGES AS TIME-BOUND “EXPERIMENTS”
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CREATE A STRATEGIC CHANGE CANVAS
VALIDATE WITH THE PEOPLE AFFECTED
J
L
FEED TEAM FEEDBACK INTO YOUR STRATEGIC CHANGE
CANVAS
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CREATE A TACTIAL CHANGE CANVAS THE TEAMS OWN
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STRATEGIC CHANGE CANVAS
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TEAM VISION
STRONG SUPPORT
WHAT IS WORKING AGAINST THE CHANGE?WHAT IS SUPPORTING THE CHANGE?
SEVERE BLOCK
OPTIONS
PREPARE INTRODUCE REVIEW
CO
ST
VALUE
Where does the team want to be in 6 months? A year?
what help does the team need to contribute to this vision?
WHAT’S OUR PLAN?
WHAT HELP DO WE NEED?
Experiments we can do to contribute to the overall
change strategyExperiments
being plannedExperiments in
progress
Experiments being reviewed
against expected outcomes
TEAM/DEPARTMENT TACTICAL EXECUTION CANVAS
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AND NOW…a story from April!
@_apriljefferson
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BLAME
@_apriljefferson
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SOCIALIZATION & INCLUSION
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DISCOVERY & TRANSPARENCY
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ALIGNMENT & OWNERSHIP
@_apriljefferson
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ORGNANIC
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REVIEW
@_apriljefferson
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NOT CONVINCED?Here’s another story from Carlos!
Who we are…
# of employees
40,000% of Projects running Agile
very few
A Very Large Enterprise Company Looking to Adopt Agile Methods
Large portion of the employee base works remotely
When do we change?
Good Time to Evolve
Growth Phase
This is going to be more challenging
Time
Gro
wth
When is it a good time to evolve?
What does Agile change look like?
It can appear like a Big Scary Monster!
http://www.goldflakepaint.co.uk/wp-content/uploads/2010/07/bsm.jpg
It can appear like a scary monster…
Objects in the mirror appear larger than they really are…
The Original Change CanvasIt doesn’t need to be scary!
Have a Conversation: “Why…?”
What is the riskiest assumption?
Riskiest assumption
http://gamemoir.files.wordpress.com/2013/12/spongebob.jpeg
Does the business even care?
Tip: Identify your early adoptersThere is a good chance you’ll find folks that care…
Someone out there in your organization is tired of the “old” traditional way and is looking to try something new!
How do we set them up for success?
Using a canvas…
Business Product
? Team
Customizing team change canvas…
What is supporting this vision? What is working against this vision?
What’s on our plan? Experiments we can do to contribute to the overall change strategy?
Prepare Experiments being planned
Introduce Experiments in progress
Review Experiments being reviewed against expected outcomes
Our team vision as it relates to the strategic outcomes…
value
cost
strong leadership
high engagement structure stable teams
adopt scrum
more appropriate solutions
TDD daily standups
kanban board
What we started to notice…
96%
% of team members that would recommend
Agile methods to other teams
Agile Adoption Increased
900%
What do we do with major impediments?
Outcomes
What is the top outcome we’re looking to achieve?
Barrier to Success
What are the top 3 problems we face in reaching our outcome?
Importance
Why is this important to overcome as an organization, what is the cost of delay?
Who & What?
Who and what is impacted the most by these problems?
Assumptions
Customizing the change strategy canvas…
Key Assumption Options? How we measure? Key Learnings?
1
2
3
Vision Where are we going as an organization, and why are we doing this? What are we trying to achieve?
faster delivery better quality customer satisfaction employee satisfaction
Who?
faster cycle time long testing
cycles competitive advantage
dev & support teams
policies
structure
reward systems
What we learned
Partnerships are key
Be clear on what you’re learning and measuring
No sacred cows (executive support)
Keep it visible
Keep it iterative
Keep It Big and Visible!
Keep experimenting & learning!
Thank you!
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THREE FINAL THOUGHTSThe “canvas” doesn’t matter Face-to-face communication
Tactical execution tips
@jasonlittle
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THE “CANVAS” DOESN’T MATTERBUT THE CONVERSATIONS DO!
@jasonlittle
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CHANGE MANAGEMENT SAFARI!Make your canvases visible, stop using status reports
and GO TALK TO PEOPLE!
@jasonlittle
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BUT HOW?!?!?• Refresh canvases quarterly
via existing team meetings • Weekly lean coffee sessions
sponsored by executives • monthly all-team
retrospectives • Management 3.0 Work Expo
@jasonlittle
More tools at: leanchange.org/resources
“I LOVE THE CANVAS, IT’S MORE OF A CONVERSATION TOOL, LESS ABOUT CREATING HEAVY DUTY CHANGE PLANS, AND IT STILL DOCUMENTS THINGS AND KEEPS PEOPLE ALIGNED.
“BARB HELLER, ORGANIZATIONAL EFFECTIVENESS CONSULTANT
IF PEOPLE IN A 50,000+, FORTUNE 100 COMPANY THINKS IT’LL WORK, IT CAN WORK FOR YOU TOO.
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LEAN CHANGE MANAGEMENTlearn more about these
ideas in this book
leanchange.orguse taas2014 at checkout
@jasonlittle
@jasonlittle @_apriljefferson
@userprofile
April’s Blog: http://curiousagility.blogspot.ca/ Jason’s Blog: http://leanchange.org or http://agilecoach.ca
Please nag Carlos to start a blog!