Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
@leanintuit @dwhelan
effective agile
adoption
Toronto CTO Group
November 16, 2015
@leanintuit @mikeeedwards @dwhelan
of change initiatives fail70%
@leanintuit @mikeeedwards @dwhelan
30% succeed
1995 – Kotter: 30%
1998 – Turner and Crawford: 33%
2005 – Procsi: 29%
2008 ...
@leanintuit @mikeeedwards @dwhelan
0
15
30
45
60
2006 2007 2008 2010 2011 2012 2013 2014
Failure to Change Culture General...
@leanintuit @dwhelan
what transformation means
Shared
Values
(culture)
Strategy
Structure
Systems
Skills
Style
Staff
@leanintuit @dwhelan
HR Change AgileAgile
Pilot
Team
@leanintuit @mikeeedwards @dwhelan
build feature
what customers want
request
@leanintuit @mikeeedwards @dwhelan
requirements
what customers get
request
feature
analysis design
code test deploy
Handof...
@leanintuit @dwhelan
“Misalignment happens when the
organizational structure is not aligned
with the espoused theory of th...
@leanintuit @dwhelan
“We cannot solve our
problems with the
same thinking we
used when we
created them”
@leanintuit @mikeeedwards @dwhelan
1. change organizational
structure
@leanintuit @dwhelan
culture follows structure
TRANSFORMATION!
@leanintuit @dwhelan
culture follows structure
TRANSFORMATION!
ANDAND
@leanintuit @dwhelan
a new ‘old way’ of organizing
Horizon 1
Horizon 2
Horizon 3
Stability
Experimentation
“Innovation”
@leanintuit @dwhelan
create a petri dish
Horizon 1
Horizon 2
SAFe, Agile pilots,
‘Scrumify’ existing teams,
mandated ‘inno...
@leanintuit @dwhelan
“organizations which design systems ...
are constrained to produce designs
which are copies of the co...
@leanintuit @mikeeedwards @dwhelan
2. build capacity to
deliver
@leanintuit @dwhelan
Features
Time
V1 V2 V3 V4
building technical debt
@leanintuit @dwhelan
https://agileexecutive.files.wordpress.com/2010/10/technical_debt_slide.jpg
building technical debt
@leanintuit @dwhelan
@leanintuit @mikeeedwards @dwhelan
3. lead with an agile
mindset
@leanintuit @dwhelan
agile fluency
@leanintuit @dwhelan
http://blog.crisp.se/2015/11/10/henrikkniberg/what-is-an-agile-leader
create alignment
@leanintuit @dwhelan
tools to support change
• lean coffee
• share information
• change canvas
• perspective mapping
• bla...
@leanintuit @dwhelan
@leanintuit @mikeeedwards @dwhelan
share information
@leanintuit @dwhelan
change canvas
leanchange.org/alignment
@leanintuit @dwhelan
EXEC
UTIVE
S
MANA
GERS
TEAMS/
STAFF
SUPPO
RTING
THE
CHANG
E
HOLDIN
G BACK
THE
CHANGE
THE
ME
1
THE
ME
...
@leanintuit @dwhelan
blast radius
leanchange.org/blastradius
CUSTOMERS
Processes
Affected
PRODUCT 1
DEV
QA
PROCESS
STATUS
...
@leanintuit @dwhelan
tools to support change
• lean coffee
• share information
• change canvas
• perspective mapping
• bla...
@leanintuit @dwhelan
but not easy
@leanintuit @dwhelan
Organizations are implicitly optimized
to avoid changing the status quo middle-
and first-level manag...
@leanintuit @dwhelan
inspiration
@leanintuit @dwhelan
references
http://www.slideshare.net/dwhelan/navigating-organizational-
change
leanchange.org
leanint...
@leanintuit @dwhelan
lean in with us!
leanintuit.com/tac2015
We have a free white paper on a Decade of Agile.
Join a virtu...
Upcoming SlideShare
Loading in …5
×

effective agile adoption

Many organizations adopting Agile fail to bring about lasting change. This is often because Agile is seen as a developer team "methodology". Effective Agile adoption depends on aligning the adoption strategy with the value stream across the organization. In this talk, Declan will introduce the Agile Fluency model as a mechanism for targeting an Agile adoption to the realities of your organization. Along the way we will talk about aligning your organizational structure with your organization's purpose and the importance of managing technical debt.

  • Login to see the comments

effective agile adoption

  1. 1. @leanintuit @dwhelan effective agile adoption Toronto CTO Group November 16, 2015
  2. 2. @leanintuit @mikeeedwards @dwhelan of change initiatives fail70%
  3. 3. @leanintuit @mikeeedwards @dwhelan 30% succeed 1995 – Kotter: 30% 1998 – Turner and Crawford: 33% 2005 – Procsi: 29% 2008 – Mckinsey: 30% 2011 – Standish Group: 34% Hammer and Champy – 1993 Beer and Nohria – 2000 Senturia – 2008 http://www.bcs.org/upload/pdf/markhughes-060910.pdf
  4. 4. @leanintuit @mikeeedwards @dwhelan 0 15 30 45 60 2006 2007 2008 2010 2011 2012 2013 2014 Failure to Change Culture General Resistance to Change Lack of Skill Lack of Management Support 9 Year “Barriers to Agile” Trend from Version One “State of Agile” Survey
  5. 5. @leanintuit @dwhelan what transformation means Shared Values (culture) Strategy Structure Systems Skills Style Staff
  6. 6. @leanintuit @dwhelan HR Change AgileAgile Pilot Team
  7. 7. @leanintuit @mikeeedwards @dwhelan build feature what customers want request
  8. 8. @leanintuit @mikeeedwards @dwhelan requirements what customers get request feature analysis design code test deploy Handoff Handoff Handoff Handoff Handoff
  9. 9. @leanintuit @dwhelan “Misalignment happens when the organizational structure is not aligned with the espoused theory of the organization’s purpose.” - Craig Larman, Creator of LeSS
  10. 10. @leanintuit @dwhelan “We cannot solve our problems with the same thinking we used when we created them”
  11. 11. @leanintuit @mikeeedwards @dwhelan 1. change organizational structure
  12. 12. @leanintuit @dwhelan culture follows structure TRANSFORMATION!
  13. 13. @leanintuit @dwhelan culture follows structure TRANSFORMATION! ANDAND
  14. 14. @leanintuit @dwhelan a new ‘old way’ of organizing Horizon 1 Horizon 2 Horizon 3 Stability Experimentation “Innovation”
  15. 15. @leanintuit @dwhelan create a petri dish Horizon 1 Horizon 2 SAFe, Agile pilots, ‘Scrumify’ existing teams, mandated ‘innovation time’ Horizon 3 Create a new company inside the existing company that WILL NOT conform to any existing organizational boundaries!
  16. 16. @leanintuit @dwhelan “organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations.” - Melvin Conway Conway’s Law
  17. 17. @leanintuit @mikeeedwards @dwhelan 2. build capacity to deliver
  18. 18. @leanintuit @dwhelan Features Time V1 V2 V3 V4 building technical debt
  19. 19. @leanintuit @dwhelan https://agileexecutive.files.wordpress.com/2010/10/technical_debt_slide.jpg building technical debt
  20. 20. @leanintuit @dwhelan
  21. 21. @leanintuit @mikeeedwards @dwhelan 3. lead with an agile mindset
  22. 22. @leanintuit @dwhelan agile fluency
  23. 23. @leanintuit @dwhelan http://blog.crisp.se/2015/11/10/henrikkniberg/what-is-an-agile-leader create alignment
  24. 24. @leanintuit @dwhelan tools to support change • lean coffee • share information • change canvas • perspective mapping • blast radius
  25. 25. @leanintuit @dwhelan
  26. 26. @leanintuit @mikeeedwards @dwhelan share information
  27. 27. @leanintuit @dwhelan change canvas leanchange.org/alignment
  28. 28. @leanintuit @dwhelan EXEC UTIVE S MANA GERS TEAMS/ STAFF SUPPO RTING THE CHANG E HOLDIN G BACK THE CHANGE THE ME 1 THE ME 1I perspective mapping leanchange.org/perspectivemapping
  29. 29. @leanintuit @dwhelan blast radius leanchange.org/blastradius CUSTOMERS Processes Affected PRODUCT 1 DEV QA PROCESS STATUS REPORTS PILOT TEAM OPS DEPENDENT TEAM(S) People Affected Directly Affected In-Directly Affected Observers + Movers - Immovables Moveables + + - MARKETING - ! Hard to change “Easier” to change !
  30. 30. @leanintuit @dwhelan tools to support change • lean coffee • share information • change canvas • perspective mapping • blast radius
  31. 31. @leanintuit @dwhelan but not easy
  32. 32. @leanintuit @dwhelan Organizations are implicitly optimized to avoid changing the status quo middle- and first-level managers and “specialist” positions & power structures. Larman’s Law: Your only impediment to transformation.
  33. 33. @leanintuit @dwhelan inspiration
  34. 34. @leanintuit @dwhelan references http://www.slideshare.net/dwhelan/navigating-organizational- change leanchange.org leanintuit.com adecadeofagile.com http://www.mindtools.com/pages/article/newSTR_91.htm http://www.craiglarman.com/wiki/index.php?title=Larman%27s_L aws_of_Organizational_Behavior
  35. 35. @leanintuit @dwhelan lean in with us! leanintuit.com/tac2015 We have a free white paper on a Decade of Agile. Join a virtual coaching circle with us! Contact us to help with change at your organization.

×