A Rogue's Take on Culture Change Costs Currency, Agile Australia 2011

A Rogue’s take on the 4 ‘C’s
Culture Change Costs Currency
www.agileforest.com A Rogue’s take on the 4 ‘C’s Culture Change Costs Currency
Presented at Agile Australia 15 June 2011
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Professionally – An Agile Rogue for seven years
Personally – A Virtual Rogue for five years (Massive Multiplayer Online Role Playing Games)
A blend – Value Driven Remuneration
Something about me...
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A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency
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The 4 “C”s: Culture change costs currency
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Understanding your organisation
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The Rogue Capability Maturity Model
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“We don’t do agile”
“That team does agile”
“Agile is the way we workas an IT group”... sniggers
“Agile is the way we workas an IT group”... nods
“Agile is the wayeveryone works”

Undercover – adoption and behaviours
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Dressed for stealth
Spends quite a bit of time lurking/hiding
Light armour
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Undercover – adoption and behaviours
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Works solo
Goes for the quick/easy path

Undercover business case
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Scope:
Informal/external training
No defined process
Limited/No customer visibility
Informal HR Role
Cost:
Any external training
Time:
Culture Change:
Undercover team only
Roadblocks:
XP practices will be difficult to adopt
Risk of limited expert advice
Governance Adherence:
Anti-compliance

Unstealthed – adoption and behaviours
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The new kid on the block
It takes a lot of good work to make a dent in reputation.
There is token pandering.

Unstealthed business case
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Scope:
Informal/external training
No defined process
Customer visibility
Informal HR Role
Expert consultants
Cost:
Time:
Culture Change:
Undercover team(s)
At least one mid level management advocate
Potentially CIO interest
Roadblocks:
XP practices may be tackled dependant upon visibility level
‘That group of cowboys’
Anti-compliance

Understanding roles
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Unfocused – adoption and behaviours
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Regarded as an equal
Outcomes do not meet expectations.
Three implementation models
Legion
Sensai
Navy SEAL

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The Legion implementation model

Unfocused business case - Legion
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Scope:
Comprehensive initial training
New defined process
Customer visibility
Introduction of formal HR Role
Expert consultants
Cost:
Training
Process development
FTE
Time:
Short implementation of concepts
Culture Change:
Inconsistent success
Senior executive champion (CEO/CIO)
Roadblocks:
Inconsistent application will risk groups falling into chaos and bringing the whole implementation down.
Reverse token pandering
New process compliance (dependant upon take up)

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The Sensai implementation model

Unfocused business case - Sensai
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Scope:
JIT training
New defined process
Customer visibility
Expert consultants
Cost:
Training
Process development
FTE
Time:
Long implementation time but a deep understanding of the concepts, principles and practices.
Culture Change:
Gradualsuccess
Roadblocks:
Consistent application but ‘the business’ are still using non Agile methods.
Other divisional area’s not rolled out to yet.
Two system compliance until growth is spread.

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The Navy SEAL implementation model

Unfocused business case – Navy SEAL
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Scope:
JIT training per divisional area
New defined process
Customer visibility
Expert consultants (potentially many)
Cost:
Training
Process development
FTE
Time:
Short implementation time per divisional area. Longer across the IT section.
Culture Change:
Rapid results in high value areas
Roadblocks:
Consistent application but ‘the business’ are still using non Agile methods.
Other divisional area’s not rolled out to yet.
Two system compliance until growth is spread.

Unleashed – adoption and behaviours
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Adequate coverage of all roles
Roadblocks removal is high
Token application is not acceptable
Values, principles, practices and manifesto adherence is the norm.

Unleashed business case – Unleashed
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Scope:
Team of Agile Rogues eventually decreasing and the behaviour is now the norm
Operational ownership of the process and its outcomes
Expert consultants no longer required
Cost:
Implementation FTE transforms into Operational FTE
Time:
Ongoing operational maintenance
Culture Change:
Culture now the norm for IT
Risk - Senior executive champion change or dis-interest
Roadblocks:
Consistent application but ‘the business’ are still using non Agile methods
Strong compliance

Unstoppable – adoption and behaviours
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Unstoppable business case – Unstoppable
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Scope:
Extensive training program
Significant process adjustment to consider the business only elements
Potential governance refactoring
Cost:
Implementation FTE and Operational FTE
Time:
Dependant on the extent of the business domain and approach.
Culture Change:
All encompassing
Roadblocks:
Value proposition debates
Strong compliance

A Rogue’s main weapon
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Other weapons?
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Renee.Troughton@suncorp.com.au
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AgileRenee
http://www.suncorp.com.au Suncorp is one of Australia and New Zealand’s largest diversified financial service providers, supplying banking, insurance and wealth management products to around 9 million customers through well-established and recognised brands such as AAMI, Australian Pensioners Insurance Agency, Shannons, Vero, Asteron and Tyndall, as well as Suncorp and GIO. Today, Suncorp is Australia’s fifth largest bank and second largest domestic general insurance group, with over 16,000 staff. Suncorp has representation in 450 offices, branches and agencies throughout Australia and New Zealand.
http://www.agileacademy.com.au/
The Agile Academy is the next wave in Agile learning and collaboration., Designed for IT professionals, the Agile Academy is a knowledge hub that promotes Agile related learning, knowledge sharing and compatibility development across the IT industry.
Questions?
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www.agileforest.com

Undercover business case
IMPLEMENTATION SCOPE
IMPLEMENTATION COST
LOW
LOW
LOW
LOW
LOW
LOW
IMPLEMENTATION TIME
HIGH
HIGH
HIGH
HIGH
HIGH
HIGH
ORGANISATIONAL CULTURAL CHANGE
ROADBLOCKS
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GOVERNANCE ADHERENCE
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Unstealthed business case
IMPLEMENTATION COST
LOW
LOW
LOW
LOW
LOW
LOW
HIGH
HIGH
HIGH
HIGH
HIGH
HIGH
IMPLEMENTATION TIME
ROADBLOCKS
www.agileforest.com
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Unfocused business case – Legion model
IMPLEMENTATION COST
LOW
LOW
LOW
LOW
LOW
LOW
IMPLEMENTATION TIME
HIGH
HIGH
HIGH
HIGH
HIGH
HIGH
ROADBLOCKS
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Unfocused business case – Sensai model
IMPLEMENTATION COST
LOW
LOW
LOW
LOW
LOW
LOW
IMPLEMENTATION TIME
HIGH
HIGH
HIGH
HIGH
HIGH
HIGH
ROADBLOCKS
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Unleashed Business Case
IMPLEMENTATION COST
LOW
LOW
LOW
LOW
LOW
LOW
HIGH
HIGH
HIGH
HIGH
HIGH
HIGH
IMPLEMENTATION TIME
ROADBLOCKS
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Unstoppable Business Case
IMPLEMENTATION COST
LOW
LOW
LOW
LOW
LOW
LOW
HIGH
HIGH
HIGH
HIGH
HIGH
HIGH
IMPLEMENTATION TIME
ROADBLOCKS
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A Rogue's Take on Culture Change Costs Currency, Agile Australia 2011

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