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Creating Alignment for Agile Change

Ask 10 people why Agile failed and you'll get 10 different answers ranging from 'we didn't change our culture' through to 'you didn't do scrum right'

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#tas14 
CREATING ALIGNMENT FOR AGILE 
CHANGE 
Jason Little, April Jefferson, Carlos Oliveira 
@jasonlittle 
@_apriljefferson 
@userprofile 
Toronto Agile and Software 2014 #tas14
#taas14 
Jason Little April Jefferson Carlos Oliveira 
Lean Entrepreneur and Startup 
Advisor, with a passion for 
strategic innovation, experience 
design, and building radically 
successful teams. 
@userprofile 
Agile Coach, Energetic Servant, 
Curious and Loving Human 
Author, international speaker, 
college professor, agile coach, 
haver of fun, drummer and dad 
@jasonlittle @_apriljefferson
#taas14 
@jasonlittle 
GOOGLE: “WHY AGILE FAILS” 
RESULTS: 4,230,000
#taas14 
@jasonlittle 
METHODOLOGISTS SAY: 
“YOU DIDN’T USE THE TOOL RIGHT!”
#taas14 
@jasonlittle 
CULTURE PEOPLE SAY: 
“YOU DIDN’T CHANGE YOUR CULTURE!”
#taas14 
@jasonlittle 
MINDSET PEOPLE SAY: 
“YOU DIDN’T CHANGE YOUR MINDSET”
#taas14 
@jasonlittle 
MANAGEMENT GURUS SAY: 
“LACK OF MANAGEMENT SUPPORT”
#taas14 
AGILE ZEALOTS SAY: 
“YOU TRIED TO DO AGILE INSTEAD OF BE 
AGILE!” 
@jasonlittle
#taas14 
@jasonlittle 
THE CONSULTANT YOU DIDN’T HIRE WILL 
SAY: 
“THAT OTHER CONSULTANT SHOULD HAVE…”
#taas14 
@jasonlittle 
SYSTEM THINKERS SAY: 
“ONLY IN RETROSPECT CAN YOU UNDERSTAND… 
COMPLEX ADAPTIVE SYSTEMS THEORY SAYS….”
#taas14 
@jasonlittle 
THE TRUTH IS…
#taas14 
@jasonlittle 
THEY’RE ALL RIGHT… 
…AND THEY’RE ALL WRONG!
#tas14 
@jasonlittle 
HINDSIGHT IS ALWAYS 20/20 
but looking back, it’s still a bit fuzzy
#tas14 
@jasonlittle 
NOBODY GIVES A SH*T ABOUT YOUR MODELS! 
Well, us consultants do, but normal people don’t!
#taas14 
@jasonlittle 
SO WHAT CAN YOU DO?
#taas14 
@jasonlittle 
CHANGE != TRANSFORMATION
#tas14 
@jasonlittle 
CHANGE IS PAST-THINKING 
compare future state to current state, root-cause, 5 
why’s, problem exploration
#tas14 
@jasonlittle 
TRANSFORMATION IS FUTURE-THINKING 
leaves the past behind, focuses on what ‘could be’, 
today’s actions influence tomorrow’s results
#tas14 
BUT LET’S IGNORE THE DIFFERENCES 
…for now… 
@jasonlittle
#tas14 
“RESISTANCE” 
the objective 
BELIEFS 
@jasonlittle 
DIVERGENCE IN UNDERSTANDING 
INNOVATORS AND EARLY 
ADOPTERS EARLY/LATE MAJORITY “LAGGARDS AND RESISTERS”
#taas14 
@jasonlittle 
HOW CAN WE CREATE ALIGNMENT? 
1) CO-CREATE CHANGE 
2) FREQUENTLY INSPECT AND ADAPT 
3) THINK OF CHANGES AS TIME-BOUND “EXPERIMENTS”
#tas14 
CREATE A STRATEGIC 
CHANGE CANVAS 
VALIDATE WITH THE 
PEOPLE AFFECTED 
J 
L 
FEED TEAM 
FEEDBACK INTO YOUR 
STRATEGIC CHANGE 
CANVAS 
@jasonlittle 
CREATE A TACTIAL CHANGE 
CANVAS THE TEAMS OWN
#tas14 
STRATEGIC CHANGE CANVAS 
@jasonlittle
#tas14 
TEAM VISION 
@jasonlittle 
WHAT IS WORKING WHAT IS SUPPORTING THE CHANGE? AGAINST THE CHANGE? 
STRONG 
SUPPORT 
SEVERE 
BLOCK 
WHAT HELP DO WE NEED? 
OPTIONS 
PREPARE INTRODUCE REVIEW 
COST 
VALUE 
Where does the team want to be in 6 
months? A year? 
what help does the team need to contribute 
to this vision? 
WHAT’S OUR PLAN? 
Experiments we can do to 
contribute to the overall 
change strategy 
Experiments 
being planned 
Experiments in 
progress 
Experiments 
being reviewed 
against expected 
outcomes 
TEAM/DEPARTMENT TACTICAL EXECUTION CANVAS
#tas14 
@_apriljefferson 
AND NOW… 
a story from April!
#tas14 
BLAME 
@_apriljefferson
#tas14 
@_apriljefferson 
SOCIALIZATION & INCLUSION
#tas14 
@_apriljefferson 
DISCOVERY & TRANSPARENCY
#tas14 
@_apriljefferson 
ALIGNMENT & OWNERSHIP
#tas14 
@_apriljefferson 
ORGNANIC
#tas14 
REVIEW 
@_apriljefferson
#tas14 
NOT CONVINCED? 
Here’s another story from Carlos!
Who we are… 
A Very Large Enterprise Company Looking to Adopt Agile Methods 
# of employees 
40,000 
% of Projects running Agile 
very few 
Large portion of the 
employee base works 
remotely
When do we change? 
When is it a good time to evolve? 
Good 
Time 
to 
Evolve 
Growth Phase 
This 
is 
going 
to 
be 
more 
challenging 
Time 
Growth
What does Agile 
change look like?
It can appear like a Big Scary Monster! 
It can appear a scary monster… 
Objects in the mirror appear larger than they really are… 
http://www.goldflakepaint.co.uk/wp-content/uploads/2010/07/bsm.jpg
ItT hdeo Oerigsinnal ’Ct hnanegee Cda ntvoas be scary! 
Have a 
Conversation: 
“Why…?”
What is the riskiest 
assumption?
Does Riskiest the assumption 
business even care? 
http://gamemoir.files.wordpress.com/2013/12/spongebob.jpeg
TThiepr: eId iesn ati fgy oyoodur c ehaarlny caed oypotue’rlls find folks that care… 
Someone out there in your organization is tired of the “old” 
traditional way and is looking to try something new!
How do we set them 
up for success?
Using a canvas… 
Business Product 
? Team
Customizing team change canvas… 
What is supporting this vision? What is working against this vision? 
strong 
leadership 
What’s on our plan? 
Experiments we can do to contribute to 
the overall change strategy? 
Prepare 
Experiments being 
planned 
Introduce 
Experiments in 
progress 
Review 
Experiments being 
reviewed against 
expected 
outcomes 
Our team vision as it relates to the strategic outcomes… 
value cost 
high 
engagement structure stable teams 
adopt scrum 
more appropriate 
solutions 
TDD daily 
standups kanban 
board
What we started to notice… 
Agile Adoption 
Increased 
900% 
% of team members that would 
recommend 
Agile methods to other teams 
96%
What do we do with 
major impediments?
Vision 
Where are we going as an organization, and why are we doing this? What are we trying to achieve? 
Outcomes 
What is the top 
outcome we’re looking 
to achieve? 
Barrier to Success 
What are the top 3 
problems we face in 
reaching our outcome? 
Importance 
Why is this important to 
overcome as an 
organization, what is 
the cost of delay? 
Who & What? 
Who and what is 
impacted the most by 
these problems? 
Assumptions 
Customizing the change strategy canvas… 
Key Assumption Options? How we measure? Key Learnings? 
1 
2 
3 
faster delivery better quality customer satisfaction employee satisfaction 
Who? 
faster cycle 
time long testing 
cycles competitive 
advantage 
dev & 
support 
teams 
policies 
structure 
reward 
systems
What we learned 
Partnerships are key 
No sacred cows (executive support) 
Keep it visible 
Be clear on what you’re learning 
and measuring 
Keep it iterative
Keep It Big and Visible!
Keep experimenting & learning! 
Thank you!
#tas14 
THREE FINAL THOUGHTS 
The “canvas” doesn’t matter 
Face-to-face communication 
Tactical execution tips 
@jasonlittle
#tas14 
@jasonlittle 
THE “CANVAS” DOESN’T MATTER 
BUT THE CONVERSATIONS DO!
#tas14 
@jasonlittle 
CHANGE MANAGEMENT SAFARI! 
Make your canvases visible, stop using status reports 
and GO TALK TO PEOPLE!
#tas14 
BUT HOW?!?!? 
• Refresh canvases quarterly 
via existing team meetings 
• Weekly lean coffee sessions 
sponsored by executives 
• monthly all-team 
retrospectives 
• Management 3.0 Work Expo 
@jasonlittle 
More tools at: 
leanchange.org/resources
IF PEOPLE IN A 50,000+, FORTUNE 100 COMPANY THINKS IT’LL WORK, 
“I LOVE THE CANVAS, IT’S MORE OF A 
CONVERSATION TOOL, LESS ABOUT CREATING 
HEAVY DUTY CHANGE PLANS, AND IT STILL 
DOCUMENTS THINGS AND KEEPS PEOPLE 
ALIGNED. “ 
BARB HELLER, 
ORGANIZATIONAL EFFECTIVENESS CONSULTANT 
IT CAN WORK FOR YOU TOO.
#tas14 
LEAN CHANGE MANAGEMENT 
learn more about these 
ideas in this book 
leanchange.org 
use taas2014 at checkout 
@jasonlittle 
April’s Blog: http://curiousagility.blogspot.ca/ 
Jason’s Blog: http://leanchange.org or http://agilecoach.ca 
Please nag Carlos to start a blog! 
@jasonlittle 
@_apriljefferson 
@userprofile

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Creating Alignment for Agile Change

  • 1. #tas14 CREATING ALIGNMENT FOR AGILE CHANGE Jason Little, April Jefferson, Carlos Oliveira @jasonlittle @_apriljefferson @userprofile Toronto Agile and Software 2014 #tas14
  • 2. #taas14 Jason Little April Jefferson Carlos Oliveira Lean Entrepreneur and Startup Advisor, with a passion for strategic innovation, experience design, and building radically successful teams. @userprofile Agile Coach, Energetic Servant, Curious and Loving Human Author, international speaker, college professor, agile coach, haver of fun, drummer and dad @jasonlittle @_apriljefferson
  • 3. #taas14 @jasonlittle GOOGLE: “WHY AGILE FAILS” RESULTS: 4,230,000
  • 4. #taas14 @jasonlittle METHODOLOGISTS SAY: “YOU DIDN’T USE THE TOOL RIGHT!”
  • 5. #taas14 @jasonlittle CULTURE PEOPLE SAY: “YOU DIDN’T CHANGE YOUR CULTURE!”
  • 6. #taas14 @jasonlittle MINDSET PEOPLE SAY: “YOU DIDN’T CHANGE YOUR MINDSET”
  • 7. #taas14 @jasonlittle MANAGEMENT GURUS SAY: “LACK OF MANAGEMENT SUPPORT”
  • 8. #taas14 AGILE ZEALOTS SAY: “YOU TRIED TO DO AGILE INSTEAD OF BE AGILE!” @jasonlittle
  • 9. #taas14 @jasonlittle THE CONSULTANT YOU DIDN’T HIRE WILL SAY: “THAT OTHER CONSULTANT SHOULD HAVE…”
  • 10. #taas14 @jasonlittle SYSTEM THINKERS SAY: “ONLY IN RETROSPECT CAN YOU UNDERSTAND… COMPLEX ADAPTIVE SYSTEMS THEORY SAYS….”
  • 12. #taas14 @jasonlittle THEY’RE ALL RIGHT… …AND THEY’RE ALL WRONG!
  • 13. #tas14 @jasonlittle HINDSIGHT IS ALWAYS 20/20 but looking back, it’s still a bit fuzzy
  • 14. #tas14 @jasonlittle NOBODY GIVES A SH*T ABOUT YOUR MODELS! Well, us consultants do, but normal people don’t!
  • 15. #taas14 @jasonlittle SO WHAT CAN YOU DO?
  • 16. #taas14 @jasonlittle CHANGE != TRANSFORMATION
  • 17. #tas14 @jasonlittle CHANGE IS PAST-THINKING compare future state to current state, root-cause, 5 why’s, problem exploration
  • 18. #tas14 @jasonlittle TRANSFORMATION IS FUTURE-THINKING leaves the past behind, focuses on what ‘could be’, today’s actions influence tomorrow’s results
  • 19. #tas14 BUT LET’S IGNORE THE DIFFERENCES …for now… @jasonlittle
  • 20. #tas14 “RESISTANCE” the objective BELIEFS @jasonlittle DIVERGENCE IN UNDERSTANDING INNOVATORS AND EARLY ADOPTERS EARLY/LATE MAJORITY “LAGGARDS AND RESISTERS”
  • 21. #taas14 @jasonlittle HOW CAN WE CREATE ALIGNMENT? 1) CO-CREATE CHANGE 2) FREQUENTLY INSPECT AND ADAPT 3) THINK OF CHANGES AS TIME-BOUND “EXPERIMENTS”
  • 22. #tas14 CREATE A STRATEGIC CHANGE CANVAS VALIDATE WITH THE PEOPLE AFFECTED J L FEED TEAM FEEDBACK INTO YOUR STRATEGIC CHANGE CANVAS @jasonlittle CREATE A TACTIAL CHANGE CANVAS THE TEAMS OWN
  • 23. #tas14 STRATEGIC CHANGE CANVAS @jasonlittle
  • 24. #tas14 TEAM VISION @jasonlittle WHAT IS WORKING WHAT IS SUPPORTING THE CHANGE? AGAINST THE CHANGE? STRONG SUPPORT SEVERE BLOCK WHAT HELP DO WE NEED? OPTIONS PREPARE INTRODUCE REVIEW COST VALUE Where does the team want to be in 6 months? A year? what help does the team need to contribute to this vision? WHAT’S OUR PLAN? Experiments we can do to contribute to the overall change strategy Experiments being planned Experiments in progress Experiments being reviewed against expected outcomes TEAM/DEPARTMENT TACTICAL EXECUTION CANVAS
  • 25. #tas14 @_apriljefferson AND NOW… a story from April!
  • 32. #tas14 NOT CONVINCED? Here’s another story from Carlos!
  • 33. Who we are… A Very Large Enterprise Company Looking to Adopt Agile Methods # of employees 40,000 % of Projects running Agile very few Large portion of the employee base works remotely
  • 34. When do we change? When is it a good time to evolve? Good Time to Evolve Growth Phase This is going to be more challenging Time Growth
  • 35. What does Agile change look like?
  • 36. It can appear like a Big Scary Monster! It can appear a scary monster… Objects in the mirror appear larger than they really are… http://www.goldflakepaint.co.uk/wp-content/uploads/2010/07/bsm.jpg
  • 37. ItT hdeo Oerigsinnal ’Ct hnanegee Cda ntvoas be scary! Have a Conversation: “Why…?”
  • 38. What is the riskiest assumption?
  • 39. Does Riskiest the assumption business even care? http://gamemoir.files.wordpress.com/2013/12/spongebob.jpeg
  • 40. TThiepr: eId iesn ati fgy oyoodur c ehaarlny caed oypotue’rlls find folks that care… Someone out there in your organization is tired of the “old” traditional way and is looking to try something new!
  • 41. How do we set them up for success?
  • 42. Using a canvas… Business Product ? Team
  • 43. Customizing team change canvas… What is supporting this vision? What is working against this vision? strong leadership What’s on our plan? Experiments we can do to contribute to the overall change strategy? Prepare Experiments being planned Introduce Experiments in progress Review Experiments being reviewed against expected outcomes Our team vision as it relates to the strategic outcomes… value cost high engagement structure stable teams adopt scrum more appropriate solutions TDD daily standups kanban board
  • 44. What we started to notice… Agile Adoption Increased 900% % of team members that would recommend Agile methods to other teams 96%
  • 45. What do we do with major impediments?
  • 46. Vision Where are we going as an organization, and why are we doing this? What are we trying to achieve? Outcomes What is the top outcome we’re looking to achieve? Barrier to Success What are the top 3 problems we face in reaching our outcome? Importance Why is this important to overcome as an organization, what is the cost of delay? Who & What? Who and what is impacted the most by these problems? Assumptions Customizing the change strategy canvas… Key Assumption Options? How we measure? Key Learnings? 1 2 3 faster delivery better quality customer satisfaction employee satisfaction Who? faster cycle time long testing cycles competitive advantage dev & support teams policies structure reward systems
  • 47. What we learned Partnerships are key No sacred cows (executive support) Keep it visible Be clear on what you’re learning and measuring Keep it iterative
  • 48. Keep It Big and Visible!
  • 49. Keep experimenting & learning! Thank you!
  • 50. #tas14 THREE FINAL THOUGHTS The “canvas” doesn’t matter Face-to-face communication Tactical execution tips @jasonlittle
  • 51. #tas14 @jasonlittle THE “CANVAS” DOESN’T MATTER BUT THE CONVERSATIONS DO!
  • 52. #tas14 @jasonlittle CHANGE MANAGEMENT SAFARI! Make your canvases visible, stop using status reports and GO TALK TO PEOPLE!
  • 53. #tas14 BUT HOW?!?!? • Refresh canvases quarterly via existing team meetings • Weekly lean coffee sessions sponsored by executives • monthly all-team retrospectives • Management 3.0 Work Expo @jasonlittle More tools at: leanchange.org/resources
  • 54. IF PEOPLE IN A 50,000+, FORTUNE 100 COMPANY THINKS IT’LL WORK, “I LOVE THE CANVAS, IT’S MORE OF A CONVERSATION TOOL, LESS ABOUT CREATING HEAVY DUTY CHANGE PLANS, AND IT STILL DOCUMENTS THINGS AND KEEPS PEOPLE ALIGNED. “ BARB HELLER, ORGANIZATIONAL EFFECTIVENESS CONSULTANT IT CAN WORK FOR YOU TOO.
  • 55. #tas14 LEAN CHANGE MANAGEMENT learn more about these ideas in this book leanchange.org use taas2014 at checkout @jasonlittle April’s Blog: http://curiousagility.blogspot.ca/ Jason’s Blog: http://leanchange.org or http://agilecoach.ca Please nag Carlos to start a blog! @jasonlittle @_apriljefferson @userprofile