Taking Flight: an Approach for Agile Transformation (AgileDC 2013)
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Taking Flight: an Approach for Agile Transformation (AgileDC 2013)

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This is the full slide deck for my AgileDC presentation on taking on an Agile Transformation (Adoption, Transition, Organizational Change, etc.)

This is the full slide deck for my AgileDC presentation on taking on an Agile Transformation (Adoption, Transition, Organizational Change, etc.)

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  • 1. Taking Flight From Aspiration to Transformational Action
  • 2. Your Aviator… Software Leadership Coach w/ 22 years IT Experience/20 years S/W Development 24 years Management Experience Deming, Reengineering, Agile/Lean Military/Federal (Inside & Outside) Product Companies Multiple Industries 16 years Acquisition Experience Active Agile Community Member (Agile Coach Camp/Agile Influencers of DC) (GLASScon/LeanCoffeeDC) Lean Start-up & Product Mgmt
  • 3. WHY WHAT HOW Want better results for our business (& us) Change to get these results Operationalize & sustain change Agile Transformation (Transition, Adoption, etc.)
  • 4. Agile Transformation is strategic in nature. (Transition, Adoption, etc.)
  • 5. 2012 Ability to Change Org Culture 52% General Resistance to Change 41% Trying to fit Agile into into non-Agile framework 35% Personnel w/Agile Experience 33% Management Support 31% Top 5 Barriers to Agile Adoption 2011 Ability to Change Org Culture 52% Personnel w/Agile Experience 40% General Resistance to Change 39% Management Support 34% Project Complexity 30% 2010 Ability to Change Org Culture 51% General Resistance to Change 40% Personnel w/Agile Experience 40% Management Support 34% Project Complexity 31% Sources: VersionOne State of Agile Surveys 2010-12 Culture Culture Top 2 Reasons Agile Projects Failed Company philosophy/culture at odds w/core agile values External pressure to follow traditional waterfall processes
  • 6. “Culture eats Strategy for breakfast.” - Peter Drucker
  • 7. We’ll start 3 models with
  • 8. Accredited to Michael Sahota & Olaf Lewitz
  • 9. Collaborative Control CompetencyCultivation Schneider Cultural Model RealityOrientedPossibilityOriented People Oriented Org Oriented The Reengineering Alternative, William Schneider
  • 10. Using the Schneider Model • Plot organizational characteristics onto its grid – Subjective in nature (acknowledgement) • Where the largest cluster occurs, this is your dominant culture • You may have “sub-cultures” that are different • A culture may straddle borders • A new organization may not yet have a dominant culture • Recommend also plotting where you want your dominant culture to be…
  • 11. Adapted from Dr. Ahmed Sidky’s Unlocking the Blackbox of Agile
  • 12. Culture  Habits  Decisions Evolutionary Theory of Economic Change, Richard Nelson & Sidney Winder, 1982
  • 13. Most organizations don’t make fully rationale decisions those decisions are unknowingly steeped in their habits. Evil is committed by the well-meaning The Power of Habit, Charles Duhigg
  • 14. Will = Intentions + Actions ^ ^ What is Said What is Done f(Qagreements ) = PerformanceΣ
  • 15. Decisions  Δ Habits  Δ Culture
  • 16. Taking Flight Approach • Set an aspirational target • Examine possible routes • Select the best route and the first waypoint(s) – Consider each leg an experiment – Work details/make decisions operationally – Inspect & Adapt at each waypoint – Make course corrections – Squadron mates
  • 17. Establish an Aspirational Vision of your future
  • 18. Aspiration :: (noun) 1. strong desire, longing, or aim; ambition 2. a goal or objective desired
  • 19. End State :: (noun) 1. The set of required conditions that defines achievement of the commander's objectives.
  • 20. Aspirational vs End State • Any end state you choose may be wrong (don’t use BUFD for your Org Change) • Not having a defined end state means you are never done  assists mindset change – Revisit aspiration and progress towards it regularly – Use interim states that move you in the right direction and are more concrete – Continual experiments/Contained failures – It’s how you apply Product Thinking to your organization • Aspirations can more easily balance between soft and hard skills needed
  • 21. In terms of A vision Aspirations Organizational Transformation, are… not too complex The set of characteristics based on this vision
  • 22. Why is Setting an Aspiration Important? • Cast what the transformation means to the organization; personalize it • Determine what the most relevant principles from Agile (or Lean, or Craftsmanship) mean to the organization • Guides decisions within the organizations; achieves alignment • Provides guidance for course corrections once we go in-flight Avoids Imposed Agile…
  • 23. Lots of Approaches to Creating One Lego for Serious Play KrisMap Vision Statements Cover Story Innovation Game We want common agreement & understanding… Participatory Creation > Clear Communication > Proclamation
  • 24. “Deliver business value daily.” “Constantly improve doing it, reducing waste and through new ideas.”
  • 25. Collaborative Control CompetencyCultivation Aspiration on Schneider Cultural Model RealityOrientedPossibilityOriented People Oriented Org Oriented Collaborative Innovative Resourceful/Can-Do Optimistic Pragmatic Adds Value Cost ConsciousConsiderate Organized Risk Taker Responsive Decisive Flexible Positive Attitude Sense of Humor Speedy Stamina Motivated Integrity Reader Focused on Business Results Confident Empathetic Reliable One Voice
  • 26. we have a how do we Target Aspiration, Now that incremental step? determine the next
  • 27. the Current State Understand
  • 28. Lots of Approaches to This Too… Process Models SWOT Analysis Customer Personas Business Model Canvas Select the appropriate mix… Participatory Creation > Clear Communication > Proclamation
  • 29. Aspiration Starting Point
  • 30. and Operational Actions Prioritize Determine to achieve the Next State congruent Vision with the
  • 31. Lots of Approaches to This Too… Forcefield Analysis Strategy Maps Priority vs Energy Exercises Business Model Canvas Select the appropriate mix… Participatory Creation > Clear Communication > Proclamation
  • 32. Goal: Roadmap of Prioritized Δs
  • 33. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  • 34. Many Things to Change Depending on What’s Next in Priority • New Strategies • New Org Structures • Find/Establish New Support Networks • New Practices • New/Streamlined Processes • Rewards for Δ in Behaviors • Create/Eliminate Ceremonies • New Habits  The Hardest to Do & the most crucial Some of these will be Experiments
  • 35. Decisions  Δ Habits  Δ Culture
  • 36. Find Key Practices to avoid being eaten… Habits
  • 37. What Might Be Some of the Habits We Want to Change? • Ways meetings are conducted • Ways meetings are scheduled • How managers give feedback • Whether agreements are explicit of implicit • How decisions are made and owned • Whether people show vulnerability • How people learn new skills  Use as an example Note: want org habits reinforcing an Agile mindset
  • 38. Habit Loop Habit Trigger RewardCraving The Power of Habit – Charles Duhigg OldNew
  • 39. Training Need to Know Something New Recognition Craving For Recognition Example Org Habit Around Training
  • 40. Training Need to Know Something New Recognition Craving For Recognition Example Org Habit Around Training self-study/experimentation=Learning
  • 41. Finding Leverage Points • The habit to change is formal training to learning • Step 1: Habit Loop  Causality Diagram • The Habit Loop becomes a bit more complex – More Steps – Reinforcing Loop • Step 2: Look for Limiting Conditions & Side Effect Loops self-study/experimentation=
  • 42. Training Request Need to Know Something New Recognition Formal Training Full Causal Diagram Fulfill IDP or Certification Easy to Measure Statement of Intent Self-Study Experiment Absorb & Share Learning Learn the Lingo to “Look Smart” Get By/ Impress Lack of Failure Shows Vulnerability Avoids Showing Vulnerability
  • 43. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Manage the Δ Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  • 44. Inspect + Adapt
  • 45. Status Quo New Status Quo disruption amount disruption time Satir Change Curve A detailed depiction of the Satir Change model - http://stevenmsmith.com/ar-satir-change-model/
  • 46. How can we promote Sustainable Change?
  • 47. Definitions Sustainable :: Able to be maintained at a certain rate or level. Synonym: Supportable Change :: The act or instance of making or becoming different. Synonyms: Alteration, Shift, Mutation “Change Capacity”
  • 48. To-Do In Work Done Organizational Change Capacity WIP Limit =
  • 49. + = limit to change > disruption amount Capacity is the WIP
  • 50. + net effect time tolerance to time-lag defined by environment =
  • 51. +net effect time balance limit vs lag
  • 52. Aspiration Starting Point Promotes Restricts Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC Cross-cutting Teams Diversity (of thoughts) Failure Tolerance Clear Vision Employee Orientation Experimentation Transparency New Employees
  • 53. Aspiration Starting Point Promotes Restricts Low Risk Tolerance Grand Unclear Vision Hiring to Fit Insular Communication Employee Indoctrination Successes Only Promotion/Restriction based on Limits to Organizational Change by Herbert Kaufman & Discussions @ #CultureDC Cross-cutting Teams Diversity (of thoughts) Failure Tolerance Clear Vision Employee Orientation Experimentation Transparency New Employees Specialized Silos Group Think
  • 54. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Manage the Δ Δ Kanban Δ Validation Board Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  • 55. Next Up In-WorkBacklog Complete Transformation Kanban Ready Measure Done
  • 56. Next Up In-WorkBacklog Complete Transformation Kanban Ready Measure Done Based On Org Capacity Based On Org Capacity Based On Org & Capacity To Measure Based On Org & Capacity To Measure Based On Org Capacity Organizational WIP Team has • Capacity • Charter • Measures • Expected Outcomes Team has • Completed Actions Team has • Measured Results
  • 57. How do we figure out how much change to pull? 1. Hypothesis use communications paths as a starting point; • capacity = comm paths N ppl involved • hierarchy comm paths = direct report lines • team comm paths = ∑(1+…+N-1) • can have hybrids 2. Modified by Team Size 3. Multiplied by reinforcing loops 4. Consider like mid-size “story” (in terms of points); every org will be different & large single changes can out-strip capacity and need to be broken down
  • 58. Team Size 5 9  157 “Is Five the Optimal Team Size?”, infoQ, Vikras Hazrati & Jurgen Appelo on http://noop.nl Scrum teams 7 +/-2 S = ƒ({P},E) where, P = personalities E = environment 5 Best for deep comm, 15 most for deep trust, 150 most for comm ≥ 1≤1 <1
  • 59. Change Multiplier Hire for diversity Display transparency in decisions Allow experimentation Establish clear vision ≥1 Punish failure Decisions made w/littleno input Hire yes people <1 Safety Only concern: people’s performance on the job
  • 60. Validation Board Assumptions Benefactor Issue Solution P1 P2 P3 P4 P5 Riskiest Assumption Experiment Result Invalidated Validated Hypothesis
  • 61. Squadron Mates • Create a support network • Find like minds and pair – Sounding board for pragmatic decisions • Better yet, form a triad – Third person holds the commitments of the other two to each other accountable • Grow network as pairs/triads – Net-Map Technique is a great tool here Triads come from The Culture Game by Daniel Mezick Net-Map Toolkit, Eva Schiffer, http://netmap.wordpress.com
  • 62. of and Hidden Assumptions Biases
  • 63. A Couple of Typical Biases or Assumptions • People just don’t want to change – So explain to me why people will take up a new hobby later in life or move across country? (Hint: it is in their interest – find mutual desire) • Agile has issues scaling to large programs – Why do you have a program? Could this be solved in a different manner with sets of smaller applications? (Hint: most “programs” are put together for reasons other than actual size & complexity, such as ability to get budget, the size/complexity is an outcome from these reasons/decisions)
  • 64. Drawing: Alex Hughes Δ
  • 65. Thanks!and Have a Good Flight!
  • 66. Paul M. Boos paul.boos@santeon.com pmboos@yahoo.com @paul_boos 703-307-4322 (mobile) Look for a ‘workbook’ on this in the near future…