How can you use ideas from Lean Startup, Agile, Change Management to run an Agile Transformation

1. @AKANNETT @JASONLITTLE
BUILDING YOUR ROADMAP TO AGILITY
#AAB14
ANDREW ANNETT - ANDREW@LEANINTUIT.COM
JASON LITTLE - JASON@LEANINTUIT.COM
www.leanchange.org
www.agiletransformation.ca

2. IVE”
OT A
“SPR
IS N
RUPT
INT
ENT
BAN
S DIS
PLAN
UM I
“KAN DEVELOPM
“SCR
NING
WAS
ARE
TEFU
IS
FTW CYCLE!”
SO
L!”
”
LIFE
OUT XP?
wHAT AB
E AGILE’”
“
“YOU C
MUST ‘B
“YOU
AN’T ‘
DO AG
N IS
ILE’!”
“KANBA
ILE!!”
!”
’T AG
TIONARY
LU
Fe ISN
EVO
“SA
E !”
SN’T AGIL
ANBAN I
“K
“AGILE
IS ABOU
GY CAN
THODOLO
T A CU
AND M
“MY ME
LTURE
INDSET
UP YOUR
BEATSHIFT!!
”
LOGY!”
METHODO
WHICH METHOD IS BETTER?
@AKANNETT @JASONLITTLE
#AAB14

3. ?
WHO’S RIGHT?
@AKANNETT @JASONLITTLE
#AAB14

4. WATERFALL
SERIAL
BPUF
SCHEDULE
IT’S ALL ABOUT THE METHOD…
@AKANNETT @JASONLITTLE
#AAB14

5. WATERFALL
SERIAL
BPUF
SCHEDULE
SCRUM
TIME-BOX
ITERATIONS
IT’S ALL ABOUT THE METHOD…
@AKANNETT @JASONLITTLE
#AAB14

6. WATERFALL
SERIAL
BPUF
SCHEDULE
SCRUM
TIME-BOX
ITERATIONS
KANBAN SYSTEM
FLOW
LEAN
CYCLE-TIME
IT’S ALL ABOUT THE METHOD…
@AKANNETT @JASONLITTLE
#AAB14

7. LARGE
WATERFALL
SERIAL
BPUF
SCHEDULE
MEDIUM
SCRUM
TIME-BOX
ITERATIONS
small
KANBAN SYSTEM
FLOW
LEAN
CYCLE-TIME
IT’S ALL ABOUT THE BATCH SIZE
@AKANNETT @JASONLITTLE
#AAB14

8. LARGE
WATERFALL
Serial
BPUF
Schedule
SCRUM
Time-box
Iteration
KANBAN SYSTEM
Flow
Lean
Cycle-time
IT’S ALL ABOUT THE BATCH SIZE
@AKANNETT @JASONLITTLE
#AAB14

9. ?
WHAT INFLUENCES YOUR BATCH SIZES?
@AKANNETT @JASONLITTLE
#AAB14

10. http://stateofagile.versionone.com/scale-agile-implementation/
BARRIERS TO ADOPTION
@AKANNETT @JASONLITTLE
#AAB14

11. YOUR
ORGANIZATION
GILE
A
DISRUPTION
@AKANNETT @JASONLITTLE
#AAB14

12. THE “RIGHT” WAY IS UP TO YOU
@AKANNETT @JASONLITTLE
#AAB14

13. FRAGMENTATION
WWW.THEPRIMES.COM
ENCY
URG
NO
TO
NGE
CHA
K OF
LAC
ENT
GEM
ANA RT
M
PPO
SU
LACK O
F CLEAR
VISION
“RES
ISTA
NCE
TO
CHA
NGE
”
WHY ORGANIZATIONAL CHANGE FAILS
@AKANNETT @JASONLITTLE
#AAB14

14. COHESION
WWW.THEPRIMES.COM
WIT
H CH
MAN
ANG
AGE
E
MEN
T
NGE
CHA
NO
ENT
AGEM
MAN
FRAGMENTATION HAPPEND DUE TO LACK OF COHESION
@AKANNETT @JASONLITTLE
#AAB14

15. STRATEGY
ALIGNMENT
EXECUTION
DEVELOP A FEEDBACK-DRIVEN APPROACH TO CHANGE
HOW CAN WE SOLVE THIS PROBLEM?
@AKANNETT @JASONLITTLE
#AAB14
#AAB14

16. WHAT CHANGE ARE WE MAKING?
TION
RM A
NSFO S
TRA
NVA
CA
HOW WILL WE MEASURE success?
WHY IS THIS CHANGE IMPORTANT TO THE
ORGANIZATION??
HOW WILL WE DEMONSTRATE PROGRESS?
WHICH PEOPLE AND DEPARTMENTS ARE AFFECTED BY THIS CHANGE?
HOW WILL WE HELP PEOPLE TRANSITION?
WHAT’S OUR
PLAN?
1
1 MONTH
AWAY
NEXT
PREPARE
INTRODUCE
CREATE STRATEGY- “TRANSFORMATION CANVAS”
@AKANNETT @JASONLITTLE
REVIEW
#AAB14

17. 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?
1
QUESTIONS TO ASK FOR CREATING YOUR CANVAS
@AKANNETT @JASONLITTLE
#AAB14

18. 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?
1
…AND MORE QUESTIONS…
@AKANNETT @JASONLITTLE
#AAB14

19. TE WITH
VALIDA
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
CREATE ALIGNMENT
@AKANNETT @JASONLITTLE
#AAB14

20. TE WITH
VALIDA
TEAMS
WHAT IS SUPPORTING THIS CHANGE?
WHAT IS HOLDING THIS CHANGE BACK?
BACK TO
USE FEED
JUST THE
AD
FORMATION
TRANS
CANVAS
2
HOW CAN YOU CONTRIBUTE TO THIS VISION?
WHAT SUPPORT DO YOU NEED TO CONTRIBUTE?
CREATE ALIGNMENT
@AKANNETT @JASONLITTLE
#AAB14

21. H COST,
HIG
GH VALUE
HI
LE
CHANGE AFFECTS MULTIP
DEPARTMENTS
VALUE
ODEL
- IE: CHANGE FUNDING M
OW COST,
L
H VALUE
HIG
OR
CHANGE AFFECTS 1 TEAM
DEPARTMENT
- IE: PILOT PROGRAM
COST
3
EXECUTE - GENERATE OPTIONS
@AKANNETT @JASONLITTLE
#AAB14

22. WHAT’S OUR
PLAN?
NEXT
PREPARE
INTRODUCE
REVIEW
1 MONTH AWAY
COMMUNICATION WORK
TRAINING WORK
COACHING WORK
3
CREATE CHANGE PLAN
@AKANNETT @JASONLITTLE
#AAB14

23. 1
6
ATE
CRE
VAS
CAN
EVISE
R
VAS
CAN
5
2
ITH
TE W ED
LIDA ECT
VA
E AFF E
OPL
PE
ANG
Y CH
B
SE S
NT CANVA
E
IMPROVEM
LACK
IBERATE S
DE L
E NT
ERIM ES
EXP ANG
H CH
WIT
4
3
MAKE
A BIG
VISIBL
E ROO
M
HE WALL
TT
MULTI-
ES
TROSPECTIV
TIERED RE
FEE
LEAN COF
FIND EARLY ADOPTERS
TACTICAL
CREATE
OARD
LAN
GATION B
P
DELE
EXECUTE WITH SCR
UM?
KANBANIZE?
MEET A
TS!
TUS REPOR
NO STA
ENABLE COHESION - THE BIG PICTURE
@AKANNETT @JASONLITTLE
#AAB14

24. WHAT cHANGE ARE WE MAKING?
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.
WHY IS THIS CHANGE IMPORTANT TO THE ORGANIZATION?
- 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
HOW WILL WE MEASURE SUCCESS?
- Reduce median project delivery time from 11 months to 6 months!
- Employee engagement scores
AN EXAMPLE
@AKANNETT @JASONLITTLE
#AAB14

25. HOW WILL WE SHOW PROGRESS?
# of teams adopting new practices!
Agile fluency model as a guide!
WHO IS AFFECTED BY THE CHANGE?
Everybody!!!!
HOW WILL WE SUPPORT PEOPLE THROUGH THE TRANSITION?
- 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
@AKANNETT @JASONLITTLE
#AAB14

26. ING
HOLD E?
AT’S HANG
WH
HE C
CK T
BA
HOW CAN WE
CONTRIBUTE?
WHAT
SUPPOR
T
DO WE
NEED?
NO LIP SERVICE!
@AKANNETT @JASONLITTLE
#AAB14

27. THE TEAM IMPROVEMENT CANVAS
@AKANNETT @JASONLITTLE
#AAB14

28. TEAM VISION
??
WHAT IS SUPPORTING THE CHANGE?
WHAT IS WORKING AGAINST THE CHANGE?
STRONG SUPPORT
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
SEVERE BLOCK
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
OPTIONS
-
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
COST
-
PREPARE
VALUE
-
work on creating better
stories
INTRODUCE
REVIEW

29. HOW CAN WE IMPROVE THIS VISUALIZATION?
THE BIG VISIBLE ROOM
@AKANNETT @JASONLITTLE
#AAB14

30. STRATEGIC TRANSFORMATION CANVAS
THE BIG VISIBLE ROOM…IS A WORK IN PROGRESS!
@AKANNETT @JASONLITTLE
#AAB14

31. WORK THE CHANGE TEAM IS DOING
THE BIG VISIBLE ROOM
@AKANNETT @JASONLITTLE
#AAB14

32. TEAM HEALTH INDICATORS
THE BIG VISIBLE ROOM
@AKANNETT @JASONLITTLE
#AAB14

33. IMPEDIMENTS & ESCALATION PATH
THE BIG VISIBLE ROOM
@AKANNETT @JASONLITTLE
#AAB14

34. STAFF MUST KNOW WHY
VP TRANSFORMATION CANVAS
EMPLOYEES MUST OWN THE CHANGE
OUTSIDE SUPPORT
EMPLOYEE-LED TRANSFORMATION
TEAM, CHANGE AGENT NETWORK
INTERNAL TEAM SUPPORTED BY EXTERNAL COACHES
WHAT MAKES A GOOD CHANGE MANAGEMENT PROGRAM?
@AKANNETT @JASONLITTLE
#AAB14

35. 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!
WHAT MAKES A GOOD CHANGE MANAGEMENT PROGRAM?
@AKANNETT @JASONLITTLE
#AAB14

36. 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 IT’S MORE LIKELY TO WORK
@AKANNETT @JASONLITTLE
#AAB14

37. NO!
..BUT…
DOES THAT GUARANTEE IT’LL WORK?
@AKANNETT @JASONLITTLE
#AAB14

38. EXECUTIVES AND TRANSFORMATION TEAM RECOGNIZE IT’S A
!
MULTI-YEAR PROCESS
!
AND THEY HAVE COMMITTED TO A
!
FEEDBACK-DRIVEN APPROACH TO AGILE CHANGE
THE ORGANIZATION OWNS THE CHANGE
@AKANNETT @JASONLITTLE
#AAB14

39. 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
@AKANNETT @JASONLITTLE
#AAB14