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Agile2011 Presentation

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  • Transitioning to agile is hard. It involves learning new techniques, thinking in a different way, and stepping out of your comfort zone. No wonder so many agile transitions revert back to previous ways over time. A change in management or a loss of the agile champion is often a catalyst for this process. This talk describes several mechanisms to help counteract these forces, and how to incorporate them into your organization. Presented through examinations of real-life examples, interactive exercises and open discussions, this talk provides guidance on how to create sustainable agility.Process/MechanicsWhat are the general dynamics of change? 15 min Overview of Satir change model and dynamics involvedWhat are the specific forces resisting agility? 15 min Use of force-field analysis to examine these forces within an organizationWhat is organizational entropy and how can it be avoided? 30 min Open discussion on the decay of organizational systems, conservation of organization energy, and how to combat these.What are the key mechanisms to sustain agility? 30 min Presented as a series of examinations of real-life situtations and how they were addressed, both successfully and unsuccessfully. Also included is my recommendation of the 3 key mechanisms and how to set them up in your organization.Learning outcomesUnderstand the forces that act against a change to agileTechniques to discuss and address them in your organizationHow to install mechanism to maintain agility
  • Force field analysis is a tool to examine forces driving a change and forces restraining the changeDefine the change you want to see. Write down the goal or vision of a future desired state. Or you might prefer to understand the present status quo or equilibrium.Brainstorm or Mind Map the Driving Forces - those that are favorable to change. Record these on a force field diagram. Brainstorm or Mind Map the Restraining Forces - those that are unfavorable to, or oppose change. Record these on the force field diagram. Evaluate the Driving and Restraining forces. You can do this by rating each force, from 1 (weak) to 5 (strong), and total each side. Or you can leave the numbers out completely and focus holistically on the impact each has.Review the forces. Decide which of the forces have some flexibility for change or which can be influenced.Strategize! Create a strategy to strengthen the driving forces or weaken the restraining forces, or both. If you've rated each force how can you raise the scores of the Driving Forces or lower the scores of the Restraining Forces, or both?Prioritize action steps. What action steps can you take that will achieve the greatest impact? Identify the resources you will need and decide how to implement the action steps.Hint: Sometimes it's easier to reduce the impact of restraining forces than it is to strengthen driving forces.
  • Force field analysis is a tool to examine forces driving a change and forces restraining the changeDefine the change you want to see. Write down the goal or vision of a future desired state. Or you might prefer to understand the present status quo or equilibrium.Brainstorm or Mind Map the Driving Forces - those that are favorable to change. Record these on a force field diagram. Brainstorm or Mind Map the Restraining Forces - those that are unfavorable to, or oppose change. Record these on the force field diagram. Evaluate the Driving and Restraining forces. You can do this by rating each force, from 1 (weak) to 5 (strong), and total each side. Or you can leave the numbers out completely and focus holistically on the impact each has.
  • Let's see how this could look in a typical agile transition.It usually starts with the realization that the current method is not working.Then there is resistance from the PMO or those vested in the current way. Roadblocks are either erected or reinforced. Statements like we need these documents, agile is hacking, we need to plan.Some early successes help to fuel the energy but fear of learning new skills, or being exposed start to grow. Remember one of the Scrum values is courage and this is when it starts getting tested.Teams and some business people start getting excited. The annual budgeting process starts to get in the way. Many organization plan a year's worth of projects for the budget and set commitments for the year. This flys in the face of agility so resistance mounts. Also, friction with other departments gets exacerbated, Dev vs. QA, marketing vs. Engineering, facilities may even get annoyed about team moves, stuff on the walls, and lack of conference rooms.Usually a senior person, seeing the benefits, becomes the champion. She works with other to reduce friction and fear, helps remove roadblocks, increases visibility of the successes and maintains positivity. Teams also get addicted to self-organization. This drives more fear, particularly of middle managers who cannot see their role in the new way.
  • We get movement toward the goal but the resistance grows so the adoption stalls. Many organizations see a 10% to 30% improvement and are happy.What happens if the champion leaves?The restraining forces can sometime overwhelm the remaining driving forces and the company reverts back to the status quo.Does this sound familiar?
  • Get in groups of 5 to 7. Take 15 minutes. How did that go?
  • Build in short stretch breaks for the learners to do. Tell them what to do and why it's important for them to do it.Ask learners to stand, then say to them: "By changing your position from sitting to standing, you have just now increased the flow of oxygen to your brain by about 20 percent, which means your brain is suddenly working better. Now stretch your body (arms, legs, torso), and then turn to the person standing next to you and give him/her a short verbal summary of what you've just learned from the lecture so far. Sit when finished."
  • Once you have your diagram, you can then look at it and devise strategies to increase the driving forces or reduce the restraining forces. One thing is sure, you cannot just depend on the agile champion to keep it going. Some fundamental changes to organizational processes have to happen so that dependence on an individual is reducedReview the forces. Decide which of the forces have some flexibility for change or which can be influenced.Strategize! Create a strategy to strengthen the driving forces or weaken the restraining forces, or both. If you've rated each force how can you raise the scores of the Driving Forces or lower the scores of the Restraining Forces, or both?Prioritize action steps. What action steps can you take that will achieve the greatest impact? Identify the resources you will need and decide how to implement the action steps.Hint: Sometimes it's easier to reduce the impact of restraining forces than it is to strengthen driving forces.
  • Suggested by Ken Schwaber and Mike CohnETCTeam of senior leadersCollects and prioritizes impedimentsCreates an environment where employees can form teams to remove impedimentsICTeams of individual contributors with energy to fix a problem
  • Handling fear.
  • Handling fear.
  • One minute per person, i.e., 5-6 minutes total for the group

Agile2011 when the coaches leave Agile2011 when the coaches leave Presentation Transcript

  • Sustaining Agility after the Coaches Leave
    Dan LeFebvre
    Agile/Scrum Coach, CSC
    © DCL Agility, 2010-2011
    1
    8/10/2011
    Agile2011
  • Dan LeFebvreFounder & Agile Coach,DCL Agility, LLCwww.dclagility.com
    Certified ScrumMaster (CSM), Certified Scrum Professional (CSP)Certified Scrum Coach (CSC)
    Extensive experience in software product development as a developer, manager, director, and coach
    Using agile practices since 2003
    Fulltime Agile Coach since 2006
    2
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    Agile2011
  • Learning Outcomes
    Understand the forces that act against a change to agile
    Techniques to discuss and address them in your organization
    How to install mechanisms to maintain agility
    3
    8/10/2011
    Agile2011
  • Force Field Analysis
    4
    Status Quo
    Driving Forces
    Restraining Forces
    “ An issue is held in balance by the interaction of two opposing sets of forces – those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)” – Kurt Lewin
    Developed by Kurt Lewin
    8/10/2011
    Agile2011
  • Status Quo
    Driving Forces
    Restraining Forces
    Desired State
    Force Field Analysis
    5
    Developed by Kurt Lewin
    8/10/2011
    Agile2011
  • Agile Transition Dynamics
    6
    Status Quo
    Driving Forces
    Restraining Forces
    Sustainable Agility
    • Transparency
    • Predictability
    • Self-Organizing Teams
    • Responsive to customer needs
    • Improved Quality
    • Astonishing Results
    Fear of learning new skills
    Current method is not working
    process/PMO/roadblocks
    Early successes
    Departmental Friction
    Initial excitement
    Annual budgeting process
    Agile Champion/coach
    Fear of losing position or power
    Team self-organization
    8/10/2011
    Agile2011
  • Agile Transition Dynamics
    7
    Status Quo
    Driving Forces
    Restraining Forces
    Sustainable Agility
    • Transparency
    • Predictability
    • Self-Organizing Teams
    • Responsive to customer needs
    • Improved Quality
    • Astonishing Results
    Fear of learning new skills
    Current method is not working
    process/PMO/roadblocks
    Early successes
    Departmental Friction
    Initial excitement
    Annual budgeting process
    Agile Champion/coach
    Fear of losing position or power
    Team self-organization
    8/10/2011
    Agile2011
  • Status Quo
    Driving Forces
    Restraining Forces
    Sustainable Agility in your organization
    • Transparency
    • Predictability
    • Self-Organizing Teams
    • Responsive to customer needs
    • Improved Quality
    • Astonishing Results
    Your Turn
    8
    8/10/2011
    Agile2011
  • Exercise: Stretch break
    Stand up and stretch your body
    Turn to the person standing next to you and give him/her a short, two-minute, verbal summary of what you've just learned about Force Field Analysis
    Next, listen to your partner’s summarization of his/her learning
    Sit when finished
    9
    8/10/2011
    Agile2011
    9
  • How to Use FFA
    10
    Status Quo
    Driving Forces
    Restraining Forces
    Sustainable Agility
    • Transparency
    • Predictability
    • Self-Organizing Teams
    • Responsive to customer needs
    • Improved Quality
    • Astonishing Results
    Fear of learning new skills
    Current method is not working
    process/PMO/roadblocks
    Early successes
    Departmental Friction
    Initial excitement
    Annual budgeting process
    Agile Champion/coach
    Fear of losing position or power
    Team self-organization
    8/10/2011
    Agile2011
  • Reinforcing the Removal of Impediments
    Teams will raise impediments
    They will need help to remove them
    If management ignores them, team will be discouraged
    11
    Need an organization impediments removal mechanism
    8/10/2011
    Agile2011
  • Enterprise Transition Community with Improvement Communities
    12
    Source:
    Succeeding with Agile Using Scrum- Mike Cohn
    8/10/2011
    Agile2011
  • Scrum Master Team
    Scrum Masters are expected to be the organizational change agents
    Scrum Masters form a team to remove impediments
    Collects and prioritized impediments
    Works to fix them in priority order
    8/10/2011
    Agile2011
    13
  • Handling Fear
    14
    Status Quo
    Driving Forces
    Restraining Forces
    Sustainable Agility
    • Transparency
    • Predictability
    • Self-Organizing Teams
    • Responsive to customer needs
    • Improved Quality
    • Astonishing Results
    Fear of learning new skills
    Current method is not working
    process/PMO/roadblocks
    Early successes
    Departmental Friction
    Initial excitement
    Annual budgeting process
    Agile Champion
    Fear of losing position or power
    Team self-organization
    8/10/2011
    Agile2011
  • Fear
    Learning something new is scary
    Will I be good enough? What is wrong with my way?
    Role changes are scary
    Will my job go away? Will I like the new role?
    Fear can trigger the “fight or flight” instinct
    Many organizations see an increase in the attrition rate
    Many organizations adopt “Scrumbut” behavior because resistance is too high in some areas
    15
    8/10/2011
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  • Provide Support to Manage Fear
    People need help to work through their fears
    Help to understand new roles of Scrum Master and Product Owner
    How to test in agile way
    An Agile Champion or Agile Coach can help initially
    16
    Need an internal support system
    8/10/2011
    Agile2011
  • User Groups and Conferences
    Encourage people to continue learning
    Provide budget for people to attend conferences
    Require attendees to run “brown bag” learning sessions
    17
    8/10/2011
    Agile2011
  • Communities of Practice
    Groups of “like-minded” people get together to help and support each other
    Scrum Masters
    Product Owners
    Testers
    Architects
    Managers
    Share experiences, observe each other, provide feedback, review books, etc.
    18
    8/10/2011
    Agile2011
  • Internal Agile Coach
    Acts as the conscience of the organization
    Facilitates creation of communities of practice
    Help train new employees
    Works with executives to help transition to lean and agile thinking
    19
    8/10/2011
    Agile2011
  • Project Initiation
    20
    Status Quo
    Driving Forces
    Restraining Forces
    Sustainable Agility
    • Transparency
    • Predictability
    • Self-Organizing Teams
    • Responsive to customer needs
    • Improved Quality
    • Astonishing Results
    Fear of learning new skills
    Current method is not working
    process/PMO/roadblocks
    Early successes
    Departmental Friction
    Initial excitement
    Annual budgeting process
    Agile Champion
    Fear of losing position or power
    Team self-organization
    8/10/2011
    Agile2011
  • Adopt Agility in the Annual Planning Process
    Organizations need to commit to projects
    Many managers have pet projects or stealth projects
    Many people believe in “big, upfront” planning
    This limits organizational agility
    21
    Need an agile portfolio management process
    8/10/2011
    Agile2011
  • Portfolio Management Process
    22
    Source:
    Manage Your Project Portfolio - Johanna Rothman
    8/10/2011
    Agile2011
  • Exercise: One-Minute Review
    Tell your group what you think is important about what you just heard and what implications it has for your company
    23
    8/10/2011
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    23
  • Summary
    Use Force Field Analysis to examine forces affecting a change
    Devise strategies to strengthen driving and weaken restraining
    Three mechanisms to drive agility include:
    An impediments handling process
    An internal coaching or support process
    An agile portfolio management process
    24
    8/10/2011
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  • Questions
    25
    8/10/2011
    Agile2011