Post on 01-Nov-2014
description
BUILDING YOUR ROADMAP TO AGILITY #AAB14
@AKANNETT @JASONLITTLE
ANDREW ANNETT - ANDREW@LEANINTUIT.COM JASON LITTLE - JASON@LEANINTUIT.COM
www.leanchange.org
www.agiletransformation.ca
#AAB14WHICH METHOD IS BETTER?
@AKANNETT @JASONLITTLE
“KANBAN IS NOT A
SOFTWARE DEVELOPMENT
LIFECYCLE!”
“SPRINT PLANNING IS WASTEFUL!”
“SCRUM IS DISRUPTIVE”
“KANBAN IS
EVOLUTIONARY!”
“YOU CAN’T ‘DO AGILE’!”“YOU MUST ‘BE AGILE’”
“KANBAN ISN’T AGILE!” “SAFe ISN’T AGILE!!”
“AGILE IS ABOUT A CULTURE AND MINDSET SHIFT!!”
“MY METHODOLOGY CAN
BEAT-UP YOUR
METHODOLOGY!”
“wHAT ABOUT XP?”
#AAB14WHO’S RIGHT?
@AKANNETT @JASONLITTLE
?
#AAB14IT’S ALL ABOUT THE METHOD…
@AKANNETT @JASONLITTLE
WATERFALL SERIAL BPUF
SCHEDULE
#AAB14IT’S ALL ABOUT THE METHOD…
@AKANNETT @JASONLITTLE
WATERFALL SERIAL BPUF
SCHEDULE
SCRUM TIME-BOX ITERATIONS
#AAB14IT’S ALL ABOUT THE METHOD…
@AKANNETT @JASONLITTLE
KANBAN SYSTEM FLOW LEAN
CYCLE-TIME
WATERFALL SERIAL BPUF
SCHEDULE
SCRUM TIME-BOX ITERATIONS
#AAB14IT’S ALL ABOUT THE BATCH SIZE
@AKANNETT @JASONLITTLE
LARGE MEDIUM small
KANBAN SYSTEM FLOW LEAN
CYCLE-TIME
WATERFALL SERIAL BPUF
SCHEDULE
SCRUM TIME-BOX ITERATIONS
#AAB14@AKANNETT @JASONLITTLE
WATERFALL Serial BPUF
Schedule
SCRUM Time-box Iteration
KANBAN SYSTEM Flow Lean
Cycle-time
LARGE
IT’S ALL ABOUT THE BATCH SIZE
#AAB14WHAT INFLUENCES YOUR BATCH SIZES?
@AKANNETT @JASONLITTLE
?
#AAB14BARRIERS TO ADOPTION
@AKANNETT @JASONLITTLE
http://stateofagile.versionone.com/scale-agile-implementation/
#AAB14DISRUPTION
@AKANNETT @JASONLITTLE
AGILE
YOUR ORGANIZATION
#AAB14THE “RIGHT” WAY IS UP TO YOU
@AKANNETT @JASONLITTLE
#AAB14WHY ORGANIZATIONAL CHANGE FAILS
FRAGMENTATION WWW.THEPRIMES.COM
“RESISTANCE TO CHANGE”
LACK OF
MANAGEMENT
SUPPORT
NO URGENCY
TO
CHANGE
LACK OF CLEAR VISION
@AKANNETT @JASONLITTLE
FRAGMENTATION HAPPEND DUE TO LACK OF COHESION
NO CHANGE
MANAGEMENTWITH CHANGE
MANAGEMENT
WWW.THEPRIMES.COMCOHESION
#AAB14@AKANNETT @JASONLITTLE
#AAB14HOW CAN WE SOLVE THIS PROBLEM?
@AKANNETT @JASONLITTLE
STRATEGY
ALIGNMENT
EXECUTION
#AAB14
DEVELOP A FEEDBACK-DRIVEN APPROACH TO CHANGE
1@AKANNETT @JASONLITTLE
#AAB14CREATE STRATEGY- “TRANSFORMATION CANVAS”
WHAT CHANGE ARE WE MAKING?
HOW WILL WE HELP PEOPLE TRANSITION?
HOW WILL WE MEASURE success?
WHY IS THIS CHANGE IMPORTANT TO THE ORGANIZATION??
WHICH PEOPLE AND DEPARTMENTS ARE AFFECTED BY THIS CHANGE?
HOW WILL WE DEMONSTRATE PROGRESS?
WHAT’S OUR PLAN?
PREPARE INTRODUCENEXT1 MONTH AWAY
REVIEW
TRANSFORMATION
CANVAS
1
what change are we making?
Why is this change important to our organization?
What will we have improved in 6 months from now?
who will manage the change?
who will sponsor the change?
@AKANNETT @JASONLITTLE
QUESTIONS TO ASK FOR CREATING YOUR CANVAS #AAB14
1
who is affected by the change?
what do they feel is supporting the change?
what do they feel is working against the change?
how will they show progress?
how will we support people through transition?
@AKANNETT @JASONLITTLE
#AAB14…AND MORE QUESTIONS…
2@AKANNETT @JASONLITTLE
#AAB14CREATE ALIGNMENT
VALIDATE WITH
TEAMS
WHAT IS SUPPORTING THIS CHANGE?
WHAT IS HOLDING THIS CHANGE BACK?
HOW CAN YOU CONTRIBUTE TO THIS VISION?WHAT SUPPORT DO YOU NEED TO CONTRIBUTE?
2@AKANNETT @JASONLITTLE
#AAB14CREATE ALIGNMENT
VALIDATE WITH
TEAMS
WHAT IS SUPPORTING THIS CHANGE?
WHAT IS HOLDING THIS CHANGE BACK?
HOW CAN YOU CONTRIBUTE TO THIS VISION?WHAT SUPPORT DO YOU NEED TO CONTRIBUTE?USE FEEDBACK TO
ADJUST THE
TRANSFORMATION
CANVAS
3@AKANNETT @JASONLITTLE
#AAB14EXECUTE - GENERATE OPTIONS
COST
VALU
EHIGH COST,
HIGH VALUECHANGE AFFECTS MULTIPLE
DEPARTMENTS
- IE: CHANGE FUNDING MODEL
LOW COST,
HIGH VALUECHANGE AFFECTS 1 TEAM OR
DEPARTMENT
- IE: PILOT PROGRAM
3@AKANNETT @JASONLITTLE
#AAB14CREATE CHANGE PLAN
WHAT’S OUR PLAN?
PREPARE INTRODUCENEXT1 MONTH AWAY
REVIEW
COMMUNICATION WORK
TRAINING WORKCOACHING WORK
@AKANNETT @JASONLITTLE
#AAB14ENABLE COHESION - THE BIG PICTURE
2 VALIDATE WITH
PEOPLE AFFECTED
BY CHANGE
MULTI-TIERED RETROSPECTIVES
LEAN COFFEE
FIND EARLY ADOPTERS
CREATE
CANVAS1
CREATE TACTICAL
PLAN DELEGATION BOARD
EXECUTE WITH SCRUM?KANBANIZE?
3
MAKE A BIG VISIBLE ROOMMEET AT THE WALL
NO STATUS REPORTS!
4
EXPERIMENT
WITH CHANGES
IMPROVEMENT CANVASES
DELIBERATE SLACK
5
REVISE
CANVAS6
@AKANNETT @JASONLITTLE
#AAB14AN EXAMPLE
WHAT cHANGE ARE WE MAKING?
WHY IS THIS CHANGE IMPORTANT TO THE ORGANIZATION?
HOW WILL WE MEASURE SUCCESS?
We are adopting agile and lean methods to build a product development organization that delivers valuable solutions to the market in 6 months or less.
- Motivate staff by removing constraints from existing processes!- To prevent business from sourcing vendors because it is too slow !- Our business partners feel we’re too slow and too expensive
- Reduce median project delivery time from 11 months to 6 months!- Employee engagement scores
@AKANNETT @JASONLITTLE
#AAB14AN EXAMPLE
HOW WILL WE SHOW PROGRESS?
WHO IS AFFECTED BY THE CHANGE?
HOW WILL WE SUPPORT PEOPLE THROUGH THE TRANSITION?
# of teams adopting new practices!Agile fluency model as a guide!
Everybody!!!!
- Weekly lean coffee!- Employee-led transformation team supported by external coaches!- Change champions team (early adopters)!- Monthly retrospective involving all teams!- Executive steering committee and impediment escalation process
@AKANNETT @JASONLITTLE
#AAB14NO LIP SERVICE!
WHAT’S HOLDING
BACK THE CHANGE? HOW CAN WE CONTRIBUTE?
WHAT SUPPORT DO WE NEED?
@AKANNETT @JASONLITTLE
#AAB14THE TEAM IMPROVEMENT CANVAS
TEAM VISION
STRONG SUPPORT
WHAT IS WORKING AGAINST THE CHANGE?WHAT IS SUPPORTING THE CHANGE?
SEVERE BLOCK
OPTIONS PREPARE INTRODUCE REVIEW
CO
ST
VALUE
??
prioritization of work too much business pressure (hard dates/scope)
“lower cost” shouldn’t come at the expense of quality lack of connection between teams and management
lots of dependancies
transparency of the transformation (IE: big visible wall!), coaching for business teams, agile education for support and governance teams (soa, change management etc), follow Scrum (org guidelines), stop fixing date and scope
- learn how to make smaller stories - better release planning (currently
planning sprint to sprint only) - come to meetings more well prepared - team take responsibility for SOA
decisions, Env Mgnt - identify dependancies with other teams
- work on creating better stories
@AKANNETT @JASONLITTLE
#AAB14THE BIG VISIBLE ROOM
HOW CAN WE IMPROVE THIS VISUALIZATION?
@AKANNETT @JASONLITTLE
#AAB14THE BIG VISIBLE ROOM…IS A WORK IN PROGRESS!
STRATEGIC TRANSFORMATION CANVAS
@AKANNETT @JASONLITTLE
#AAB14THE BIG VISIBLE ROOM
WORK THE CHANGE TEAM IS DOING
@AKANNETT @JASONLITTLE
#AAB14THE BIG VISIBLE ROOM
TEAM HEALTH INDICATORS
@AKANNETT @JASONLITTLE
#AAB14THE BIG VISIBLE ROOM
IMPEDIMENTS & ESCALATION PATH
@AKANNETT @JASONLITTLE
#AAB14WHAT MAKES A GOOD CHANGE MANAGEMENT PROGRAM?
STAFF MUST KNOW WHY VP TRANSFORMATION CANVAS
EMPLOYEES MUST OWN THE CHANGE EMPLOYEE-LED TRANSFORMATION TEAM, CHANGE AGENT NETWORK
OUTSIDE SUPPORT INTERNAL TEAM SUPPORTED BY EXTERNAL COACHES
@AKANNETT @JASONLITTLE
#AAB14WHAT MAKES A GOOD CHANGE MANAGEMENT PROGRAM?
COMMUNICATION LEAN COFFEE, MULTI-TIERED RETROSPECTIVES, BIG VISIBLE ROOM
SKILLS DEVELOPMENT METHODOLOGY TRAINING, COACHING AGREEMENTS, MANAGEMENT 3.0, AGILE JEOPARDY (SOON…)
ENGAGED EXECUTIVES EXECS ATTEND LEAN COFFEE AND RETROS, GEMBA!
@AKANNETT @JASONLITTLE
#AAB14WHY IT’S MORE LIKELY TO WORK
FEEDBACK-DRIVEN APPROACH TO PLANNING !
APPLYING AGILE AND CHANGE MANAGEMENT IDEAS !
MAKING IT FUN!! !
NOT SOLEY RELIANT ON COACHES/CONSULTANTS !
COACHES AND EMPLOYEES ALIGNED VIA COACHING STANCE AGREEMENT !
TRANSFORMATION TEAM IS BUILDING/SUPPORTING THEIR OWN ROADMAP/CHANGE PROCESS
@AKANNETT @JASONLITTLE
#AAB14DOES THAT GUARANTEE IT’LL WORK?
NO!
..BUT…
@AKANNETT @JASONLITTLE
#AAB14THE ORGANIZATION OWNS THE CHANGE
EXECUTIVES AND TRANSFORMATION TEAM RECOGNIZE IT’S A !
MULTI-YEAR PROCESS !
AND THEY HAVE COMMITTED TO A !
FEEDBACK-DRIVEN APPROACH TO AGILE CHANGE
@AKANNETT @JASONLITTLE
#AAB14WWW.LEANCHANGE.ORG
LEARN HOW TO COMBINE INNOVATIVE IDEAS FROM:
!
- LEAN STARTUP- CHANGE MANAGEMENT
- NEUROSCIENCE - AGILE AND LEAN
- ORGANIZATIONAL DEVELOPMENT !
GET A SAMPLE CHAPTER AT WWW.LEANCHANGE.ORG