Executing Change Management with Agile Practices
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EXECUTING CHANGE PROJECTS WITH AGILE PRACTICES WWW.LEANCHANGE.ORG JASON LITTLE @JASONLITTLE
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Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.
Transcript of Executing Change Management with Agile Practices
E X EC U T I N G C H A N G E P RO J EC T S W I T H A G I L E
P R A C T I C E SW W W . L E A N C H A N G E . O R G
JASON LITTLE
@JASONLITTLE
3 AGILE PRACTICES FOR MANAGING CHANGE
EXECUTING THE CHANGE USING SCRUM
EXECUTING THE CHANGE USING KANBAN
TREATING YOUR ‘CHANGE’ LIKE A ‘PRODUCT’
WHAT IS SCRUM?
1 -USING SCRUM TO EXECUTE CHANGE PROJECTS
Product Owner: prioritizes the work
Scrum Master: facilitates the process
The Team: Figures out how to do the work
ROLES
planning: team pulls
work
backlog: list of work
to do
sprint: period of time where
the team works on stuff
demo: team shows
what they did
retrospective: team adjusts
based on feedback
PROCESS- iterative - fixed time boxes - meet daily for 15 minutes - review/update strategy
as necessary
REQUIREMENTS IN SCRUM
1 -USING SCRUM TO EXECUTE CHANGE PROJECTS
User Stories: as a <user> I want <this
feature> so I can <get this benefit>
Acceptance Criteria: how do you know when this
story is “done”?
A user story about change:
as a manager, I want to know how my
role changes with Agile so I can
support my team Acceptance Criteria for the change: This change is ‘done’ when the team’s
happiness index increases
APPLYING SCRUM TO CHANGE PROJECTS
1 -USING SCRUM TO EXECUTE CHANGE PROJECTS
User stories put the focus on the people affected by the change over inventing changes the change team thinks are the best.
Daily standup meetings keep the change team in sync.
Time-boxes and demos show progress sooner.
Retrospectives allow the change team to adjust to stakeholder and system feedback.
to do in progress done Big visible information radiators keep the team aligned and act as a communication tool
CHALLENGES WITH APPLYING SCRUM TO CHANGE PROJECTS
1 -USING SCRUM TO EXECUTE CHANGE PROJECTS
Extremely difficult to define “done” for a change versus “done” for a software feature.
Can be confusing to refer to everyone as “team member”, some team members may need to be more specialized.
Change is unpredictable, difficult to commit to “finishing user stories” within a sprint.
Frequent changes can lead to thrashing and change fatigue.
to do in progress doneChanges that drag on can lead to a stale big visible wall.
WHAT IS KANBAN?
2 - USING KANBAN TO EXECUTE CHANGE PROJECTS
1 - Start where you are 2 - Model your existing process 3 - Limit your work in progress
to do analysis donebuild
APPLYING KANBAN TO CHANGE PROJECTS
User stories aren’t prescribed in Kanban. Refer to changes as “experiments” or “work items”
Daily standup meetings focus on keeping work moving across the big visible kanban board.
Progress is shown as “work items” are completed, not at regular intervals.
Retrospectives can still be used at regular intervals.
to do in progress done Big visible information radiators keep the team aligned and act as a communication tool
2 - USING KANBAN TO EXECUTE CHANGE PROJECTS
COMBINING IDEAS FROM BOTH
2 - COMBINING IDEAS FROM BOTH
January February Marchsprint 1 sprint 2 sprint 3
quarterly objective
Use Scrum release planning to set quarterly
goal. Break down changes into monthly
“sprints”
Use Kanban within each monthly “sprint” to focus
the change team.
This MonthNext MonthLater Planning Executing Feedback
TREATING YOUR CHANGE LIKE A PRODUCT
3 - TREAT YOUR CHANGE LIKE A PRODUCT
Start with a change team Vision Canvas…
Vision canvas created by Roman Pichler
Team vision
Users and Customers
Customer Needs “Features” Value for the
Organization
TREATING YOUR CHANGE LIKE A PRODUCT
3 - TREAT YOUR CHANGE LIKE A PRODUCT
…but tweak it a little
Vision canvas created by Roman Pichler
Team vision
Who is affected by the change?
What problems are we trying to help solve?
What changes will help solve
those problems?
What business
outcomes will show the changes worked?
TREATING YOUR CHANGE LIKE A PRODUCT
3 - TREAT YOUR CHANGE LIKE A PRODUCT
TREATING YOUR CHANGE LIKE A PRODUCT
3 - TREAT YOUR CHANGE LIKE A PRODUCT
Dig deeper into your ‘customers’ with personas
Name, title, picture (be safe!!)
About this persona
This personas goals
What would they fear about this change?
TREATING YOUR CHANGE LIKE A PRODUCT
3 - TREAT YOUR CHANGE LIKE A PRODUCT
map your personas on the Rogers’ adoption curve
innovators and
early adoptersearly
majoritylate
majority laggards
likely support likely resistance
BUILD. MEASURE. LEARN
3 - TREAT YOUR CHANGE LIKE A PRODUCT
Apply Lean Startup Thinking
BUILD. MEASURE. LEARN
3 - TREAT YOUR CHANGE LIKE A PRODUCT
Always. Be. Measuring.
How many people are reading your communications? !
How many are visiting your Sharepoint site? (hint: none) !
What is the communication preference of your innovators and early adopters?
!How happy are people with the change team?
!How well supported do people feel by management to participate in the
change?
These measurements help shape future changes
lIKE WHAT YOU SEE?
Get the Book
"This is a key piece of work for further advancing agile, lean and change management. It's a must read
for anyone starting a transformation" - Jamie Longmuir, Agile Practitioner
!Lean Change Management is a collection of innovative
practices for managing organizational change. It combines ideas from Lean Startup, Agile, Neuroscience
and traditional change management to create a feedback-driven approach to change that can be
adapted to any organization.
WANT TO SEE MORE?
BUILDING YOUR OWN CHANGE FRAMEWORK (SLIDESHARE)
APPLYING LEAN STARTUP TO CHANGE (SLIDESHARE)
VISUALIZING COMPLEX CHANGE (SLIDESHARE)
W W W . L E A N C H A N G E . O RG
