Lean Change
@alhui – twitter
#leanchange
August 8th, 2013
Enabling Agile
Transformation using
Lean Startup Principles
- 2 -
Case for change (and a bit
about what I do)
#leanchange
- 3 -
- 4 -
- 5 -
- 6 -
As a result, we help organizations unlock their potential to achieve
better business outcomes through lean and agile...
- 7 -
Agile transformation often leads to a rethink of the entire organization…
process, people and technology becoming a ...
- 8 -
Agile transformation is
hard… how do we get
there?
#leanchange
One popular approach is Scrum which can be considered a change
approach to help teams become agile using inspect and adapt
However, many IT organizations look more like a maze of functional
silos organized into departments and not teams…
This can be a tough pill to swallow as the change required can be
enormous at first…
An alternative approach that has grown with popularity is Kanban,
start with what you do today…
- Developers must
put curr...
- 13 -
Progress will take time, as long as it needs to be successful
- 14 -
The step to starting improvement can seem insurmountable…
- 15 -
Your agile isn’t my agile… the adoption of agile is uneven and
inconsistent across IT organizations
Incremental Dev...
- 16 -
People tend to resist change
… and plans are often wrong
- 17 -
The road to success? Take a different approach to agile change
 Being agile is about delivering greater business v...
- 18 -
If agile means
something different to
each organization, how
do we maximize
feedback so we can
make better and fast...
- 19 -
Are change initiatives
really startups?
#leanchange
- 20 -
Startups operate in a world of uncertainty and risk
Product Risk - will you build the right
solution for a problem ...
- 21 -
Change operates in a world of uncertainty and risk
Change initiatives fail when they introduce a change that does n...
- 22 -
Lean Startup - maximize
the acceleration of learning
necessary to understand
the viability of a business
 Build, M...
Lean Change - maximize the acceleration of learning
necessary to understand the viability of a change initiative
“Experime...
- 24 -
1 2 3Brainstorm
your initial
change model
Build an iterative change
plan with small change
experiments
Systematical...
- 25 -
Getting Started
Brainstorm Initial
Change Model
#leanchange
- 26 -
Brainstorm your change model using a Lean Change Canvas,
promoting a rapid, collaborative approach to planning chan...
- 27 -
TransformationMaking it real – Example of a Lean Change Canvas for 280
People Agile Transformation
- 28 -
Sample Lean Change Canvas for an IT Transformation
Change
Recipients
Communication
Action
VisionTarget State
Succes...
- 29 -
Systematically test your canvas using an MVC approach, to de-
risk your change program
Change
Recipients
Communicat...
- 30 -
Plan Your Change
#leanchange
- 31 -
Learning is accelerated through introducing a sequence of
Minimum Viable Changes (MVC) to the organization
 Design...
- 32 -
 Eager adopters exist that
identify with the urgency of
the change
 Buy in for the vision and
target state
 Team...
- 33 -
1. Increase Urgency
2. Build the Guiding
Team
3. Get the Vision Right
4. Communicate for Buy
In
5. Empower Action
6...
- 34 -
The MVCs for your change strategy should be guided by the
Kotter 8 Steps of Change
Agree on the
Reason for Change
N...
- 35 -
Bring the MVC as close as you can to your change recipients
with a Change Canvas and Kanban
Change
Recipients
Commu...
- 36 -
Plan and Test the
Change
#leanchange
- 37 -
An initial Change Canvas was developed to drive the problem interview
with the change recipients to understand the ...
- 38 -
Negotiated Change – every step is an opportunity to negotiate
the change to meet the needs of the change recipients
- 39 -
Crucial feedback was provided, change was negotiated and
a revised problem and solution was agreed upon
Change
Reci...
- 40 -
A set of improvements of the change were then defined to
achieve the target state solution
Change
Recipients
Commun...
- 41 -
Making it real – MVC Canvas for Adoption of End-to-End
Model for a project team of 10 people
- 42 -
Validate adoption based on behaviours – Are we doing
what we said we would do?
Manage Flow
Score 1 for each techniq...
- 43 -
Verify performance using Kanban, and scale out the
change, focusing on optimization and quantitative metrics
Kanban...
- 44 -
Track minimum viable changes through the Change Lifecycle
using a Kanban visualization system
- 45 -
Illustrative examples
of real-world MVCs
#leanchange
- 46 -
Agile Kanban Pilot Projects MVC
Projects will be delivered more effectively if there are
cross functional teams tha...
- 47 -
“As Is” Kanban MVC-
Managers will be able to manage
their function if Kanban systems
are used to visualize work
- 48 -
Enterprise Kanban MVC
A dedicated, project level Kanban system for managers and executives
Managers and executives ...
- 49 -
Teaching the managers Lean Change as a way to build
and own their changes
Managers will
 Build and socialize their...
- 50 -
- 51 -
Key takeaways and how to get started using Lean
Change for your agile change initiatives
 Start with the component...
- 52 -
Alexis Hui
Deloitte LEAN Co-Lead
Manager – LEAN Practice
alhui@deloitte.ca
@alhui
Thank you for your time
To find o...
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Agile 2013 - Lean Change for Enabling Agile Transformations

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Experience report summarizing our experiences with agile transformation in mid-large sized IT organizations and challenges we faced with current methods available. As a result, we saw a need for a better change approach to help us and others in the agile community with agile transformations. Borrowing thinking and tools from Lean Startup, Kanban and Kotter we have defined a structured framework known as Lean Change. The premise behind our thinking is that successful agile transformation requires learning and feedback as the keys for success. Lean Change is founded on three concepts, co-creation of changes through negotiated change, experiment based objectives using minimum viable changes, and validated learning to guide changes through a structured validation lifecycle.

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  • For those that like a moderate amount of agile with their Kanban we have set up 3 Kanban/agile project pilots.We’re using this to cast the organization’s ability to adopt familiar agile methods such as story mapping, agile estimating and planning, iterative development, and agile modeling.Again each specific component of the pilot is being modeled as a separate minimum viable change.
  • Agile 2013 - Lean Change for Enabling Agile Transformations

    1. 1. Lean Change @alhui – twitter #leanchange August 8th, 2013 Enabling Agile Transformation using Lean Startup Principles
    2. 2. - 2 - Case for change (and a bit about what I do) #leanchange
    3. 3. - 3 -
    4. 4. - 4 -
    5. 5. - 5 -
    6. 6. - 6 - As a result, we help organizations unlock their potential to achieve better business outcomes through lean and agile methods “We need to deliver more value driven services” “We need to offer faster and more responsive services” “We need to reduce our costs and become more efficient” $ Challenges of Today
    7. 7. - 7 - Agile transformation often leads to a rethink of the entire organization… process, people and technology becoming a new normal
    8. 8. - 8 - Agile transformation is hard… how do we get there? #leanchange
    9. 9. One popular approach is Scrum which can be considered a change approach to help teams become agile using inspect and adapt
    10. 10. However, many IT organizations look more like a maze of functional silos organized into departments and not teams…
    11. 11. This can be a tough pill to swallow as the change required can be enormous at first…
    12. 12. An alternative approach that has grown with popularity is Kanban, start with what you do today… - Developers must put current work on-hold if a high severity defect is found in test. - Work tickets must be reviewed once every two weeks. - Only 1 work ticket can be assigned to any tester at any given time. New Build System Maintenance Issue Support Install/Patch Configure Data Load Verify Deploy IP Done IP Done IP Done IP Done (12) (5) (6) (2) (1) (3) (3) Input Queue Test Done Development UAT Requirements & Analysis IP Done IP Done IP Done IP Done(8) (3) (4) (3) (2) B D Work is blocked Bottleneck Team is idleWork is blockedWork is blocked Board Policies B
    13. 13. - 13 - Progress will take time, as long as it needs to be successful
    14. 14. - 14 - The step to starting improvement can seem insurmountable…
    15. 15. - 15 - Your agile isn’t my agile… the adoption of agile is uneven and inconsistent across IT organizations Incremental Development Iterative Development Scrum eXtreme Programming Kanban Lean Software Development RUP Continuous Delivery DevOps Lean StartupFeature Driven Development Home-brewed Small “a” agile Big “A” Agile Methods Leading Edge Agile The agile ecosystem is diverse and complicated* What do each of these really mean to my organization? ImpactofChange Medium Low Low High Medium Medium High High High Process People Technology *Representative set of agile methods
    16. 16. - 16 - People tend to resist change … and plans are often wrong
    17. 17. - 17 - The road to success? Take a different approach to agile change  Being agile is about delivering greater business value and not just the process  Your context matters, there is no one “right” approach to agile adoption Based on our experiences, we set out to “rethink” how we should be doing agile transformations X = agile method (Scrum, XP, Kanban, SAFE, etc.) X = Agile  The organization needs to own and define what agile means
    18. 18. - 18 - If agile means something different to each organization, how do we maximize feedback so we can make better and faster decisions while reducing risk?
    19. 19. - 19 - Are change initiatives really startups? #leanchange
    20. 20. - 20 - Startups operate in a world of uncertainty and risk Product Risk - will you build the right solution for a problem worth solving Startups fail when they spend too much time building a product that nobody wants Customer Risk – will you build an effective path to customers who care Market Risk – can you find a market that will support a viable business
    21. 21. - 21 - Change operates in a world of uncertainty and risk Change initiatives fail when they introduce a change that does not have buy in at all levels of the organization Change risk – implementing a change that will solve business problems Resistance Risk – implementing an approach that result in successful adoption across the organization Sustainability Risk – getting the right commitment necessary to achieving change benefits
    22. 22. - 22 - Lean Startup - maximize the acceleration of learning necessary to understand the viability of a business  Build, Measure, Learn  Customer Development  Pivot, pursue, accelerate
    23. 23. Lean Change - maximize the acceleration of learning necessary to understand the viability of a change initiative “Experiments” as Minimum Viable Changes “Validated Learning” that provides a Change Lifecycle “Negotiated Change” co-created through a Change Canvas
    24. 24. - 24 - 1 2 3Brainstorm your initial change model Build an iterative change plan with small change experiments Systematically test your change The Lean Change Canvas Is our change plan. Build Minimum Viable Changes As incremental change actions applied throughout the org. Measure outcomes To inform future change actions and our plan. Accelerate Adoption Organization Organizati on Lean change is a framework that takes an experiment based approach to change to de-risk transformations
    25. 25. - 25 - Getting Started Brainstorm Initial Change Model #leanchange
    26. 26. - 26 - Brainstorm your change model using a Lean Change Canvas, promoting a rapid, collaborative approach to planning change Change Recipients Communication Action VisionTarget State Success Criteria Urgency Wins and BenefitsCommitment Top 3 drivers of change Strategic pillars, common enablers Change will stick when: Key methods used to implement the change Single compelling statement that describes what the “destination” looks like Two way paths of communication Who is impacted by the change Guiding Teams:Current Countermeasures and Alternatives: Time and cost commitment required from  Recipients  Leaders  Change Agents Positive results in  Moral  Performance  Capability
    27. 27. - 27 - TransformationMaking it real – Example of a Lean Change Canvas for 280 People Agile Transformation
    28. 28. - 28 - Sample Lean Change Canvas for an IT Transformation Change Recipients Communication Action VisionTarget State Success Criteria Urgency Wins and BenefitsCommitment Delivery is slow and unpredictable Customer facing co-located teams Bootstrap pilot projects with strong teams Dedicated coaching and team pinch hitting Creation of Agile based Delivery Method and supporting Tooling Stack Build internal coaches Build a high trust culture using collaborative methods to deliver in a predictable way Executives and managers Line Business Managers Teams CIO Guiding Teams: Current Countermeasures and Alternatives: Heroics and fire fighting Outsource delivery  Executives and Business Owners 4.5 hrs wk / for 6 mths  Managers 6 hrs /wk  Team 2 hrs / day for 6 months  4 external consultants for 6 months  Dedicated team of change agents and floater experts (5 full time)  Predictability improved (3 features / mth per team unit)  Convert business owners to promoters (+9 NPS)  Significant adoption of new methods and tools to enable organization for meeting the upcoming business transformation Constant firefighting and repetition of same mistakes Upcoming business transformation will significantly increase demand Kanban at enterprise and team levels Teams adopting agile practices focused on feedback and technical quality Dominant mindshare (40%) 1/10 FTEs experts 4/10 FTEs proficient Projects follow the six delivery cadences Executives and managers demonstrate continuous improvement mindset Monthly Operational Review Bi-weekly executive and manager update Bi-weekly replenishment of changes Lean Coffees Executive and manager who has cleared the way for their team Business owner who has demonstrated ability to collaboratively work with IT Knowledge workers who have adopted agile practices
    29. 29. - 29 - Systematically test your canvas using an MVC approach, to de- risk your change program Change Recipients Communication Action VisionTarget State Success Criteria Urgency Wins and BenefitsCommitment Delivery is slow and unpredictable Customer facing co-located teams Build a high trust culture using collaborative methods to deliver in a predictable way Executives and managers Line Business Managers Teams CIO Guiding Teams: Current Countermeasures and Alternatives: Heroics and fire fighting Outsource delivery  Executives and Business Owners 4.5 hrs wk / for 6 mths  Managers 6 hrs /wk  Team 2 hrs / day for 6 months  4 external consultants for 6 months  Dedicated team of change agents and floater experts (5 full time)  Predictability improved (3 features / mth per team unit)  Convert business owners to promoters (+9 NPS)  Significant adoption of new methods and tools to enable organization for meeting the upcoming business transformation Constant firefighting and repetition of same mistakes Upcoming business transformation will significantly increase demand Kanban at enterprise and team levels Teams adopting agile practices focused on feedback and technical quality Dominant mindshare (40%) 1/10 FTEs experts 4/10 FTEs proficient Projects follow the six delivery cadences Executives and managers demonstrate continuous improvement mindset Monthly Operational Review Bi-weekly executive and manager update Bi-weekly replenishment of changes Lean Coffees Executive and manager who has cleared the way for their team Business owner who has demonstrated ability to collaboratively work with IT Knowledge workers who have adopted agile practices C C C C R R R S S CC R S Change Risk Resistance Risk Sustainability Risk Bootstrap pilot projects with strong teams Dedicated coaching and team pinch hitting Creation of Agile based Delivery Method and supporting Tooling Stack Build internal coaches
    30. 30. - 30 - Plan Your Change #leanchange
    31. 31. - 31 - Learning is accelerated through introducing a sequence of Minimum Viable Changes (MVC) to the organization  Designed, rolled out, and measured independently  Backed by a hypothesis used to validate the proposed impact of the change  Supports a pursued decision  Unsupported hypothesis indicate the need for a pivot Strategy Assumptions Hypothesis Measurement Framework Accelerate Canvas Define Validate Pivot Pursue Measure Build Learn MVC Risks
    32. 32. - 32 -  Eager adopters exist that identify with the urgency of the change  Buy in for the vision and target state  Teams are enabled for action and communication  The right commitment will result in desired outcomes  Change is starting to stick Your Change is not just the “target state”, design MVCs to validate
    33. 33. - 33 - 1. Increase Urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for Buy In 5. Empower Action 6. Create Short Term Wins 7. Don't Let Up 8. Make Change Stick The Kotter 8 Step Change Lifecyle provides a lifecycle for driving successful “people” change
    34. 34. - 34 - The MVCs for your change strategy should be guided by the Kotter 8 Steps of Change Agree on the Reason for Change Negotiate the Change Validate Adoption Verify Improvement Why Should I change? What change am I willing to adopt? Am I able to adopt the change? Is the change making a difference? ! ! ! !  Build a canvas with the change recipients  Socialize with eager adopters / guiding teams  Mockup a target state and make commitments explicit  Agree on a set of hypothesis as improvements  Champions completes target Validated Adoption Graph  Execute improvements and validate qualitatively with teams during retrospectives  Update Validated Adoption Graph  Continue until change is stabilizing  Associate metrics to MVCs  Measure before and after each MVC  Cumulative Flow Diagram and SPC Charts are reviewed weekly
    35. 35. - 35 - Bring the MVC as close as you can to your change recipients with a Change Canvas and Kanban Change Recipients Communication Action VisionTarget State Success Criteria Urgency Wins and BenefitsCommitment DoneLearnIntroducePrepareThis Week2 Weeks3 Weeks4 Weeks2 months Improvement Improvement Improvement Improvement Improvement Improvement Improvement Improvement Improvement Improvement Improvement Improvement Improvement 1 11 22 2 2 12 3
    36. 36. - 36 - Plan and Test the Change #leanchange
    37. 37. - 37 - An initial Change Canvas was developed to drive the problem interview with the change recipients to understand the reason for change Change Recipients Communication Action VisionTarget State Success Criteria Urgency Wins and BenefitsCommitment DoneLearnIntroducePrepareThis Week2 Weeks3 Weeks4 Weeks2 months Inconsistent delivery practices interfering with delivery speed and predictability Inconsistent customer interactions interfering with effective collaboration End-to-end adoption of transformation method and components 2-4 Experts ~10 Proficient 1 Exec and Manager proficient in managing system of work Create high performing team through adoption of kanban and agile practices Bi-weekly status to executives Bi-weekly replenishment with business and team Refine Kanban Adopt Agile Practices Adopt Cadences Introduce Metrics 1 Executive 1 Business Owner 1 Manager Team of 10 1 Executive 6 hrs / wk 1 Manager 6 hrs / wk 1 Business Owner 4. 5 hrs / wk Team 2 hrs / wk 3 Features / month per unit of capacity Convert Business Owner to Promoter (+9 NPS) Focus Topics Secondary Topics
    38. 38. - 38 - Negotiated Change – every step is an opportunity to negotiate the change to meet the needs of the change recipients
    39. 39. - 39 - Crucial feedback was provided, change was negotiated and a revised problem and solution was agreed upon Change Recipients Communication Action VisionTarget State Success Criteria Urgency Wins and BenefitsCommitment DoneLearnIntroducePrepareThis Week2 Weeks3 Weeks4 Weeks2 months Deliver a realistic “product” the customer wants by Oct 15th Establish confidence in ITs ability to delivery Realistic throughput and continuous flow Regular replenishment Collaborative modeling and technical practices to avoid surprises Deliver 6 features / month to hit Oct 15 w/ agreed upon feature counts Zero defects that disrupts business activity Team that has gained the trust and confidence of the business by delivering the best product possible together Daily modeling workshops Bi-Weekly MMF Planning Bi-Weekly Replenishment Weekly Lean Metrics Reporting Establish: MMF Planning and Replenishment Adopt collaborative modeling practices Adopt technical automation 1 Executive 1 Manager 1 Business Owner 1 Business PM 1 Manager Team of 10 PM – 1 hr / day Dev + Test – 1 hr every other day BA + Business SMEs – 2 hrs /day Business Owner and PM – 2 hrs / wk Increased throughput to 6 features / month Greater efficiency and quality due to automation Customer Promoter (+9 NPS) Proven and adopted tooling framework and delivery model Catch problems earlier to avoid surprising the customer Proven, repeatable process model + tooling framework for future project teams to apply
    40. 40. - 40 - A set of improvements of the change were then defined to achieve the target state solution Change Recipients Communication Action VisionTarget State Success Criteria Urgency Wins and BenefitsCommitment DoneLearnIntroducePrepareThis Week2 Weeks3 Weeks4 Weeks2 months Deliver a realistic “product” the customer wants by Oct 15th Establish confidence in ITs ability to delivery Realistic throughput and continuous flow Regular replenishment Collaborative modeling and technical practices to avoid surprises Deliver 6 features / month to hit Oct 15 w/ agreed upon feature counts Zero defects that disrupts business activity Team that has gained the trust and confidence of the business by delivering the best product possible together Daily modeling workshops Bi-Weekly MMF Planning Bi-Weekly Replenishment Weekly Lean Metrics Reporting 1 Executive 1 Manager 1 Business Owner 1 Business PM 1 Manager Team of 10 PM – 1 hr / day Dev + Test – 1 hr every other day BA + Business SMEs – 2 hrs /day Business Owner and PM – 2 hrs / wk Increased throughput to 6 features / month Greater efficiency and quality due to automation Customer Promoter (+9 NPS) Proven and adopted tooling framework and delivery model Catch problems earlier to avoid surprising the customer Proven, repeatable process model + tooling framework for future project teams to apply Co-located War Room MMF Analysis to Reconfirm Scope (4, 5, 6, 9) Weekly Lean Metrics Reporting Set-up Regular Cadences MMF 6 Planning MMF 6 Daily BDD and Agile Modeling Workshop MMF 3 Planning MMF 3 Daily BDD and Agile Modeling Workshop MMF 5 Planning MMF 5 Tooling and Vendor Integration Mocks MMF 7 Planning Release Automation Establish: MMF Planning and Replenishment Adopt collaborative modeling practices Adopt technical automation Blocker
    41. 41. - 41 - Making it real – MVC Canvas for Adoption of End-to-End Model for a project team of 10 people
    42. 42. - 42 - Validate adoption based on behaviours – Are we doing what we said we would do? Manage Flow Score 1 for each technique in use Daily meetings 1 Cumulative Flow Diagrams 1 Delivery rate (velocity/throughput) control chart 1 SLA management / Lead time target Flexible staff allocation or swarming behavior 1 Deferred pull decisions, or dynamic prioritization 1 Metrics for assessing flow such as number of days blocked, lead time efficiency 1 Conduct regular replenishment cadences with business stakeholders Conduct regular release cadences with key stakeholders SCORE 6 Agile Modeling Score 1 for each technique used Model envisioning (requirements and architecture) 1 Iterative modeling Model simplest possible solution that can work then refine and build iteratively to reflect evolving solution Model collaboratively across functions Model storming Cross-functional team dynamically iterates across multiple models to communicate and evolve architecture and requirements using a just-in-time approach SCORE 1 Story Mapping Score 1 for each technique used Story mapping of functional requirements 1 Narrating the story map 1 Story mapping of non-functional requirements Story mapping of technical features Features that provide value to non-business stakeholders 1 Prioritize and group features by MMF 1 Maintain story maps as requirements evolve .5 Effectively define features (INVEST) .5 SCORE 5
    43. 43. - 43 - Verify performance using Kanban, and scale out the change, focusing on optimization and quantitative metrics Kanban  Supports a learning based approach  Measures the impact of change output of business value  Makes quantifiable improvement possible Key Measures:  Lead/Cycle Time  Throughput  Capacity Load  Value/Failure Load
    44. 44. - 44 - Track minimum viable changes through the Change Lifecycle using a Kanban visualization system
    45. 45. - 45 - Illustrative examples of real-world MVCs #leanchange
    46. 46. - 46 - Agile Kanban Pilot Projects MVC Projects will be delivered more effectively if there are cross functional teams that adopt Kanban with a baseline set of agile practices Knowledge workers will… • successfully decompose work if introduced to story mapping and BDD • work with fine grained units of value if coached using Kanban techniques • collaboratively estimate if introduced to planning poker • facilitate collaborative design sessions if introduced to model storming
    47. 47. - 47 - “As Is” Kanban MVC- Managers will be able to manage their function if Kanban systems are used to visualize work
    48. 48. - 48 - Enterprise Kanban MVC A dedicated, project level Kanban system for managers and executives Managers and executives will… • visualize work if we set up a board • engage in issue escalation/resolution if we provide standups and process • limit WIP if we provide a simple sizing/capacity model • improve adoption if we provide a “concierge” support service
    49. 49. - 49 - Teaching the managers Lean Change as a way to build and own their changes Managers will  Build and socialize their canvas with their teams if we teach them the change canvas  Organize a community of practice to define experiments and improvements if we help them build a Kanban board
    50. 50. - 50 -
    51. 51. - 51 - Key takeaways and how to get started using Lean Change for your agile change initiatives  Start with the components you need  It doesn’t have to be just for transformations  Don’t be afraid to evolve or add to it  Co-creation and negotiation  Learning your way to success
    52. 52. - 52 - Alexis Hui Deloitte LEAN Co-Lead Manager – LEAN Practice alhui@deloitte.ca @alhui Thank you for your time To find out more about #leanchange: http://agileconsulting.blogspot.com http://leanchange.org/ You can also Google… Lean Change Live Lessons Lean Change Book Lean Change Canvanizer Lean Change Linkedin Group
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