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Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
Agile Change Management
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Agile Change Management

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Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.

Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.

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  • like this presentation, esp. slide 12 gives a clear statement of agile vs. traditional
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  • 1. Agile Change Management Jason Little - jason@leanintuit.com @jasonlittle www.agilecoach.ca
  • 2. Get to Know Each Other! @JASONLITTLE Arrange yourselves in groups of no more than 5 people Fill out the information sheets Introduce yourself to the group 5 minutes
  • 3. Determine Your Team Score @JASONLITTLE Designate a score keeper for your table For each unique answer on your information sheets, give your team 1 point Example: If there are 4 people at your table with different names, give your team 4 points 3 minutes
  • 4. Go Forth and Self-Organize! @JASONLITTLE Goal: Maximize your diversity score across the whole room. 4 minutes
  • 5. Round 2! @JASONLITTLE Goal: Try and increase the overall score! 4 minutes
  • 6. About Me @JASONLITTLE www.leanchange.org www.agiletransformation.ca developer project manager manager consultant Finnish sauna surviver change artist writer, speaker
  • 7. 2001 4 VALUES 12 PRINCIPLES In the Beginning… @JASONLITTLE
  • 8. Individuals and Interactions over Processes and Tools! Working Software over Comprehensive Documentation! Customer Collaboration over Contract Negotiation! Responding to Change over Following a Plan The Agile Manifesto @JASONLITTLE While we recognize there is value in the statements on the right, we value the statements on the left more.
  • 9. AGILE “Methodologies” were born… @JASONLITTLE LEANKANBAN SCRUM BDD CRYSTAL SAFE DAD
  • 10. …with certifications @JASONLITTLE I knight thee… Certified Scrum Master!
  • 11. What have you heard about Agile? @JASONLITTLE
  • 12. So, What is Agile? @JASONLITTLE Month 1 Month 2 Month 3 AgileTraditional Customer Feedback Customer Feedback Customer Feedback
  • 13. Hoooold it! @JASONLITTLE Software development != Construction ! Change Management != Construction
  • 14. http://stateofagile.versionone.com/scale-agile-implementation/ Why companies go Agile @JASONLITTLE 1. Accelerate time to market 2. Manage changing priorities 3. Better alignment between IT and Business
  • 15. AGILE YOUR ORGANIZATION Agile isn’t about “Agile”, it’s about change @JASONLITTLE
  • 16. http://stateofagile.versionone.com/scale-agile-implementation/ But after 13 years we have some problems… @JASONLITTLE
  • 17. …looks like change management does too @JASONLITTLE 70%http://www.onirik.com.au/industry/cracking-the-code-of-change/
  • 18. lack of ‘structured process’ @JASONLITTLE http://www.onirik.com.au/industry/cracking-the-code-of-change/
  • 19. Unpredictable nature of people @JASONLITTLE http://www.onirik.com.au/industry/cracking-the-code-of-change/
  • 20. The Solution? @JASONLITTLE The Standard
  • 21. um, no. @JASONLITTLE
  • 22. How can Agile help? @JASONLITTLE 1. Visibility 2. Feedback-driven planning 3. Co-creation of change 4. Acceptance of complexity and un-certainty
  • 23. Visibility @JASONLITTLE “If you’re doing change management in your office, with the door closed, you’re doing it wrong” - Heather Stagl, Enclaria
  • 24. HOW CAN WE IMPROVE THIS VISUALIZATION? Visibility @JASONLITTLE
  • 25. STRATEGIC TRANSFORMATION CANVAS Visibility @JASONLITTLE
  • 26. WORK THE CHANGE TEAM IS DOING Visibility @JASONLITTLE
  • 27. TEAM HEALTH INDICATORS Visibility @JASONLITTLE
  • 28. IMPEDIMENTS & ESCALATION PATH Visibility @JASONLITTLE
  • 29. Visibility in HR and Change Management @JASONLITTLE
  • 30. Feedback-driven planning - Daily Standups @JASONLITTLE http://itopskanban.files.wordpress.com/2011/09/img_1115.jpg
  • 31. Feedback-driven planning - Retrospectives @JASONLITTLE
  • 32. Don’t forget the remote folks! @JASONLITTLE
  • 33. Feedback-driven planning - Lean Coffee @JASONLITTLE
  • 34. @JASONLITTLE Feedback-driven planning - System Feedback
  • 35. @JASONLITTLE Feedback-driven planning - System Feedback
  • 36. Co-creation of change @JASONLITTLE WHAT’S HOLDING BACK THE CHANGE? HOW CAN WE CONTRIBUTE? WHAT SUPPORTDO WE NEED?
  • 37. Acceptance of Complexity & Uncertainty @JASONLITTLE organizational change lives here… and here… and sometimes here… but never here
  • 38. Applying Agile practices to change @JASONLITTLE Visibility: - make your plans transparent - use daily stand ups from Scrum to manage work Feedback-driven planning: - listen to the system and derive tactical plans from feedback - use Agile retrospectives to collect insights Co-Create Change:! - involve the people affected by the change in the design of the chan - Reduce the Cognitive Gap by spending less time on planning in isolation Embrace Un-certainty:! - lighter-weight planning tools still generate plans! - Law of Requisite Variety
  • 39. How’s it going so far? @JASONLITTLE What have you liked? What have you not liked? What questions do you hope to have answered? 5 minutes
  • 40. A new model - Lean Change Management @JASONLITTLE Behaviour & Neuroscience Agile Community Change Management & Org Dev ComplexityThinking Lean Startup
  • 41. Insights - Understand your system @JASONLITTLE ADKAR Assessment Cultural Assessments (OCAI, Schneider) Agile Retrospectives Lean Coffee Culture Hacking SCARF - understand resistance Satir/MBTI - understand responses to change
  • 42. Pick the Options most likely to work @JASONLITTLE Agile: Big visible planning tools SCARF: which Options minimize a threat response? Kotter: create urgency through Lean Coffee ADKAR: create awareness via big visible charts McKinsey 7S: understand complex adaptive systems
  • 43. Experiment and Validate @JASONLITTLE Lean Startup: measure experiments, not vanity metrics Agile: involve people affected by the change in the design Agile: use Kanban for managing and visualizing the change plan Kotter: tag Experiments as “quick win” or “long term” BJ Fogg - spark motivation or make change easier
  • 44. #AAB14 STRATEGY ALIGNMENT EXECUTION DEVELOP A FEEDBACK-DRIVEN APPROACH TO CHANGE The How-to Guide @JASONLITTLE
  • 45. FRAGMENTATION WWW.THEPRIMES.COM “RESISTANCE! TO!CHANGE” LACK OF MANAGEMENT SUPPORT NO URGENCY! TO! CHANGE LACK OF CLEAR!VISION Why transformational change is so hard @JASONLITTLE
  • 46. NO CHANGE! MANAGEMENT WITH CHANGE! MANAGEMENT WWW.THEPRIMES.COMCOHESION Fumbling around in the dark @JASONLITTLE
  • 47. 1 WHAT IS THE VISION FOR THE CHANGE? 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 Making strategy visible @JASONLITTLE
  • 48. 2 Validate with people affected by the change 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? Feedback-driven planning @JASONLITTLE
  • 49. 2 USE FEEDBACK TO ! ADJUST THE TRANSFORMATION! CANVAS Validate with people affected by the change 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? Feedback-driven planning @JASONLITTLE
  • 50. 3 value cost HIGH COST,! HIGH VALUE CHANGE AFFECTS MULTIPLE DEPARTMENTS - IE: CHANGE FUNDING MODEL LOW COST,! HIGH VALUE CHANGE AFFECTS 1 TEAM OR DEPARTMENT - IE: PILOT PROGRAM Co-creating change @JASONLITTLE
  • 51. 3 WHAT’S OUR PLAN? PREPARE INTRODUCENEXT 1 MONTH AWAY REVIEW COMMUNICATION WORK TRAINING WORK COACHING WORK Satisfy our need for certainty @JASONLITTLE
  • 52. 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 ROOM MEET AT THE WALL NO STATUS REPORTS! 4 EXPERIMENT! WITH CHANGES IMPROVEMENT CANVASES DELIBERATE SLACK 5 REVISE ! CANVAS 6 The Big Picture @JASONLITTLE
  • 53. 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 An Example @JASONLITTLE
  • 54. 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 An Example @JASONLITTLE
  • 55. Another example @JASONLITTLE courtesy of Gerry Kirk - www.gerrykirk.net
  • 56. An Example: Aligning teams @JASONLITTLE
  • 57. TEAM VISION STRONG SUPPORT WHAT IS WORKING AGAINST THE CHANGE?WHAT IS SUPPORTING THE CHANGE? SEVERE BLOCK OPTIONS PREPARE INTRODUCE REVIEW COST 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
  • 58. 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 What makes a good change management program? @JASONLITTLE
  • 59. 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! @JASONLITTLE What makes a good change management program?
  • 60. 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 Why Lean Change Management is a better approach @JASONLITTLE
  • 61. Which do you prefer? @JASONLITTLE Option 1: Lean Coffee about today’s topics ! Option 2: Practice building a change canvas ! Option 3: understand why motivating people to change is hard
  • 62. The Canvas @JASONLITTLE 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
  • 63. Feedback @JASONLITTLE On a sticky note, please write… 1) How valuable was this session on a scale from 1 to 10? 2) Optional: leave a comment about how I could make it perfect next time
  • 64. 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 www.leanchange.org @JASONLITTLE

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