Change Management
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Change Management

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Food for thought on change management.

Food for thought on change management.

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Change Management Change Management Presentation Transcript

  • Change Management Training
  • Purpose of this presentation • Help you understand what YOU can do to trigger organizational change • Ask questions to trigger ideas • Ideas that lead to change • Discuss it in the context of Agile TransformationHow can you get a 6-year old to clean his room? 2
  • A model for change 3
  • Change…• …takes courage• …generates resistance 4
  • Finding the path of least resistance• Choose the length and width of your path• Be careful of the illusion of change 5
  • Wildfire Metaphor• Find combustible material in your local work area• Set it on fire• Once you see flame, pour gasoline on them• Encourage multiple small fires to merge.• The large fire will begin to spread itself 6
  • Avoiding the ”Us & Them” problem • Strategy: Talk to everyone at once: – Developers – + Managers – + Customers – All at once! • Strategy: Capture the Intent from each group 7
  • Ask the right question• ”Why can’t you” => ”Do you want to? How can you?”The art of the Possible 8
  • Visualize the current situation• This is what Kanban is good for: visualize the workflow. 9
  • Be realistic 10
  • Death March detection• Using gut feel: Do you believe the current goal is achievable?• Vote by hand / fingers: – 5 = certainly – 4 = probably – 3 = barely – 2 = probably not – 1 = forget it 11
  • Remove impediments and be happy• Top 3 impediments to be handled in priority• ”How did it feel to come to work this week? – Developer Happiness Index (rated 1 to 5, average on the team) 12
  • Compare options (including status quo)• Evaluating all options simultaneously – 5 = Great! – 4 = Pretty good – 3 = Acceptable, but barely – 2 = Don’t think I can accept this – 1 = Forget it!• Choosing a course of actions 13
  • Reversible experiments• Try things out, but with the possibility of reverting 14
  • Make a business case for your change• Use figures to motivate change – Team estimates that our velocity would increase by 50% if we sit together. – This means we can release 2 months early. What is the business value of that? – What is the cost of tearing down this wall so that the team can sit together?• …in practice not so easy to evaluate the benefits, but try anyway 15
  • Use metrics to visualize progress 16
  • Ask for forgiveness rather than permission• The right to fail:« The only real failure is the failure to learn fromfailure! »• Or another way to put it:1. Fail fast2. Learn from it3. Don’t do it again 17
  • Agile transformation• Agile requires a transformation, not only adoption. – You adopt a tool or a process. Agile is a mindset so you can’t really adopt it. But you can adopt Agile practices. – Agile requires transformation, which implies change.• Culture is the #1 challenge with Agile.Agile defines a target culture for successfuldelivery of software.• Think about Agile as a culture and not only as a product or family of processes. 18
  • Schneider Culture Model• Where are we? As a company, as a team. 19
  • Agile in Schneider Culture Model 20
  • 21
  • Kanban Culture• Is Kanban agile?• Agile is first about people. Kanban is first about the system. 22
  • Kanban is a good tool• Use Kanban as a Trojan horse, containing Agile inside.• Practice an agile mindset with Kanban as a starting place for evolving the process.• Its primary purpose is to provide a feedback loop that can be used to drive change in organizations. 23
  • Software Craftsmanship• Focus on competence and technical excellence.• We will talk again about code as craft. Promoted by XP. 24
  • Pick the right tool• Work with the existing culture.• Do not fight against it. 25
  • Disruption• Change in one place will create disruption in the rest of the organization.• Care and attention is required to accomodate disruption.• Design culture « adapters » to satisfy the organization while driving change. 26
  • Leaders go first!• Live the values• Lead by example• Seek to truly understand their culture• Be as transparent as the teams they lead 27
  • Another perspective Agile is an evolutionary approach toinnovation and growth, respecting the people who create value. 28
  • Summary• Don’t change other people, motivate them to change themselves – Give them a reason to change (visualization) – Show them a way to change. (Small, clear steps) – Give them support, encouragement, and feedback 29
  • Reference: Change Management• http://blog.crisp.se/2012/08/31/henrikkniberg/everybody-wants- change-but-nobody-likes-to-be-changed• http://www.infoq.com/resource/minibooks/agile-adoption- transformation/en/pdf/Agile%20Survival%20Guide%20- %20Michael%20Sahota%20-%202012.pdf• http://agilitrix.com/2011/04/agile-culture-series-reading-guide/• http://fr.slideshare.net/lazygolfer/doing-agile-isnt-the-same-as- being-agile• http://blog.intercom.io/asking-questions-versus-giving-advice 30