Three Steps to Sustainable Agility<br />Dan LeFebvre<br />Agile/Scrum Coach, CSC<br />© DCL Agility, 2010-2011<br />1<br />
Dan LeFebvreFounder & Agile Coach,DCL Agility, LLC<br />Certified ScrumMaster (CSM), Certified Scrum Professional (CSP)Cer...
Force Field Analysis<br />3<br />Status Quo<br />Driving Forces<br />Restraining Forces<br />Desired State<br />
Agile Transition Dynamics<br />4<br />Status Quo<br />Driving Forces<br />Restraining Forces<br />Sustainable Agility<br /...
Predictability
Self-Organizing Teams
Responsive to customer needs
Improved Quality
Astonishing Results</li></ul>Fear of learning new skills<br />Current method is not working<br />process/PMO/roadblocks<br...
Sustainable Agility<br /><ul><li>Transparency
Predictability
Self-Organizing Teams
Responsive to customer needs
Improved Quality
Astonishing Results</li></ul>Agile Transition Dynamics<br />5<br />Status Quo<br />Driving Forces<br />Restraining Forces<...
Your Turn<br />6<br />Status Quo<br />Driving Forces<br />Restraining Forces<br />Agile Greatness in Boston<br />Boston is...
Sustainable Agility<br /><ul><li>Transparency
Predictability
Self-Organizing Teams
Responsive to customer needs
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Three steps to sustainable agility

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Presentation I gave at Agile Boston on February 23, 2011

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  • Force field analysis is a tool to examine forces driving a change and forces restraining the change
  • Let&apos;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&apos;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 10 minutes. How did that go?
  • 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 reduced
  • 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.
  • Three steps to sustainable agility

    1. 1. Three Steps to Sustainable Agility<br />Dan LeFebvre<br />Agile/Scrum Coach, CSC<br />© DCL Agility, 2010-2011<br />1<br />
    2. 2. Dan LeFebvreFounder & Agile Coach,DCL Agility, LLC<br />Certified ScrumMaster (CSM), Certified Scrum Professional (CSP)Certified Scrum Coach (CSC)<br />Extensive experience in software product development as a developer, manager, director, and coach<br />Using agile practices since 2003<br />Fulltime Agile Coach since 2006<br />2<br />
    3. 3. Force Field Analysis<br />3<br />Status Quo<br />Driving Forces<br />Restraining Forces<br />Desired State<br />
    4. 4. Agile Transition Dynamics<br />4<br />Status Quo<br />Driving Forces<br />Restraining Forces<br />Sustainable Agility<br /><ul><li>Transparency
    5. 5. Predictability
    6. 6. Self-Organizing Teams
    7. 7. Responsive to customer needs
    8. 8. Improved Quality
    9. 9. Astonishing Results</li></ul>Fear of learning new skills<br />Current method is not working<br />process/PMO/roadblocks<br />Early successes<br />Departmental Friction<br />Initial excitement<br />Annual budgeting process<br />Agile Champion<br />Fear of losing position or power<br />Team self-organization<br />
    10. 10. Sustainable Agility<br /><ul><li>Transparency
    11. 11. Predictability
    12. 12. Self-Organizing Teams
    13. 13. Responsive to customer needs
    14. 14. Improved Quality
    15. 15. Astonishing Results</li></ul>Agile Transition Dynamics<br />5<br />Status Quo<br />Driving Forces<br />Restraining Forces<br />Fear of learning new skills<br />Current method is not working<br />process/PMO/roadblocks<br />Early successes<br />Departmental Friction<br />Initial excitement<br />Annual budgeting process<br />Agile Champion<br />Fear of losing position or power<br />Team self-organization<br />
    16. 16. Your Turn<br />6<br />Status Quo<br />Driving Forces<br />Restraining Forces<br />Agile Greatness in Boston<br />Boston is the most active, most innovative & most vibrant Agile learning community on the planet, by any measure that can be named<br />
    17. 17. Sustainable Agility<br /><ul><li>Transparency
    18. 18. Predictability
    19. 19. Self-Organizing Teams
    20. 20. Responsive to customer needs
    21. 21. Improved Quality
    22. 22. Astonishing Results</li></ul>How to Use FFA<br />7<br />Status Quo<br />Driving Forces<br />Restraining Forces<br />Fear of learning new skills<br />Current method is not working<br />process/PMO/roadblocks<br />Early successes<br />Departmental Friction<br />Initial excitement<br />Annual budgeting process<br />Agile Champion<br />Fear of losing position or power<br />Team self-organization<br />
    23. 23. Reinforcing the Removal of Impediments<br />Teams will raise impediments<br />They will need help to remove them<br />If management ignores them, team will be discouraged<br />8<br />Need an organization impediments removal mechanism<br />
    24. 24. Enterprise Transition Community with Improvement Communities<br />9<br />Source:<br />Succeeding with Agile Using Scrum- Mike Cohn<br />
    25. 25. ScrumMaster Team<br />ScrumMasters are expected to be the organizational change agents<br />ScrumMasters form a team to remove impediments<br />Collects and prioritized impediments<br />Works to fix them in priority order<br />
    26. 26. Sustainable Agility<br /><ul><li>Transparency
    27. 27. Predictability
    28. 28. Self-Organizing Teams
    29. 29. Responsive to customer needs
    30. 30. Improved Quality
    31. 31. Astonishing Results</li></ul>Handling Fear<br />11<br />Status Quo<br />Driving Forces<br />Restraining Forces<br />Fear of learning new skills<br />Current method is not working<br />process/PMO/roadblocks<br />Early successes<br />Departmental Friction<br />Initial excitement<br />Annual budgeting process<br />Agile Champion<br />Fear of losing position or power<br />Team self-organization<br />
    32. 32. Fear<br />Learning something new is scary<br />Will I be good enough? What is wrong with my way? <br />Role changes are scary<br />Will my job go away? Will I like the new role?<br />Fear can trigger the “fight or flight” instinct<br />Many organizations see an increase in the attrition rate<br />Many organizations adopt “Scrumbut” behavior because resistance is too high in some areas<br />12<br />
    33. 33. Provide Support to Manage Fear<br />People need help to work through their fears<br />Help to understand new roles of ScrumMaster and Product Owner<br />How to test in agile way<br />An Agile Champion or Agile Coach can help initially<br />13<br />Need an internal support system<br />
    34. 34. User Groups and Conferences<br />Encourage people to continue learning<br />Provide budget for people to attend conferences<br />Require attendees to run “brown bag” learning sessions<br />14<br />
    35. 35. Communities of Practice<br />Groups of “like-minded” people get together to help and support each other<br />ScrumMasters<br />Product Owners<br />Testers<br />Architects<br />Managers<br />Share experiences, observe each other, provide feedback, review books, etc.<br />15<br />
    36. 36. Sustainable Agility<br /><ul><li>Transparency
    37. 37. Predictability
    38. 38. Self-Organizing Teams
    39. 39. Responsive to customer needs
    40. 40. Improved Quality
    41. 41. Astonishing Results</li></ul>Project Initiation<br />16<br />Status Quo<br />Driving Forces<br />Restraining Forces<br />Fear of learning new skills<br />Current method is not working<br />process/PMO/roadblocks<br />Early successes<br />Departmental Friction<br />Initial excitement<br />Annual budgeting process<br />Agile Champion<br />Fear of losing position or power<br />Team self-organization<br />
    42. 42. Adopt Agility in the Annual Planning Process<br />Organizations need to commit to projects<br />Many managers have pet projects or stealth projects<br />Many people believe in “big, upfront” planning <br />This limits organizational agility<br />17<br />Need an agile portfolio management process<br />
    43. 43. Portfolio Management Process<br />18<br />Source:<br />Manage Your Project Portfolio - Johanna Rothman<br />
    44. 44. Summary<br />Use Force Field Analysis to examine forces affecting a change<br />Devise strategies to strengthen driving and weaken restraining<br />Three mechanisms to drive agility include:<br />An impediments handling process<br />An internal coaching process<br />An agile portfolio management process<br />19<br />
    45. 45. Questions<br />20<br />

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