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Taking Flight AgileDC 2014

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This was the updated presentation that was intended for AgileDC 2014; there will be some aspects here that I will pull for my proposed session for Agile2015.

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Taking Flight AgileDC 2014

  1. 1. Taking Flight From Aspiration to Transformational Action
  2. 2. Your Aviator… Software Leadership Coach w/ 24 years IT Experience/23 years S/W Development 21 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. 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. 4. Agile Transformation is strategic in nature. (Transition, Adoption, etc.)
  5. 5. Top 2 Reasons Agile Projects Failed Company philosophy/culture at odds w/core agile values External pressure to follow traditional waterfall processes Ability to Change Org Culture 53% General Resistance to Change 42% Trying to fit Agile into into non-Agile framework 35% Personnel w/Agile Experience 33% Management Support 30% Top 5 Barriers to Agile Adoption Sources: VersionOne State of Agile Survey 2013 Culture
  6. 6. 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
  7. 7. “Culture eats Strategy for breakfast.” - Peter Drucker
  8. 8. Culture Behaviors That Are Not Tolerated Tolerated Behaviors Preferred Behaviors
  9. 9. We’ll start 3 models with
  10. 10. Accredited to Michael Sahota & Olaf Lewitz
  11. 11. Collaborative Control CompetencyCultivation Schneider Cultural Model RealityOrientedPossibilityOriented People Oriented Org Oriented The Reengineering Alternative, William Schneider
  12. 12. 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…
  13. 13. Adapted from Dr. Ahmed Sidky’s Unlocking the Blackbox of Agile
  14. 14. Culture  Habits  Decisions Evolutionary Theory of Economic Change, Richard Nelson & Sidney Winder, 1982
  15. 15. Many ‘solution’ decisions are captured in the organizational and its paths structure communication Conway’s Law is alive and well.
  16. 16. Business Value Stream(s)
  17. 17. Business Value Stream(s)
  18. 18. Business Value Stream(s) SDLC Value StreamSDLC Value Stream Value Stream
  19. 19. Customers Line (Mission) Support Strategy Value Streams become entangled in the hierarchy Ops Mgmt
  20. 20. Customers Line (Mission) Support Strategy Value Streams become entangled in the hierarchy Ops Mgmt -- truly -- (Only one truly tangled value stream shown…)
  21. 21. 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
  22. 22. Stacey Decision-Making Model (Perception of) Understanding of Problem AgreementonResolution
  23. 23. Decisions  Δ Habits  Δ Culture
  24. 24. 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
  25. 25. Establish an Aspirational Vision of your future
  26. 26. Aspiration :: (noun) 1. strong desire, longing, or aim; ambition 2. a goal or objective desired
  27. 27. End State :: (noun) 1. The set of required conditions that defines achievement of the commander's objectives.
  28. 28. Aspirational vs End State • Any end state you choose may be wrong (don’t use BUFD for your Org Change) • No defined end state = never done  assists mindset Δ – 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 the soft and hard skills needed
  29. 29. In terms of A vision Aspirations Organizational Transformation, are… not too complex The set of characteristics based on this vision
  30. 30. Why is Setting an Aspiration Important? • Cast what the transformation means to the organization; personalize it – includes a ‘business’ (or mission) view • Determine what the most relevant principles from Agile (or Lean, or Craftsmanship) mean to the organization • Guides decisions within the organizations; achieves alignment (including the business) • Provides guidance for course corrections once we go in-flight Avoids Imposed Agile…
  31. 31. Whoare the customersof your organization’s change effort?
  32. 32. The in the people organization
  33. 33. 4 Types of Co-Creation (mapped to Culture types of Schneider Model) Collaborative Cultivating Competency Controlling
  34. 34. How do I determine which one?
  35. 35. By Asking… Controlling  Invitation/Mandate to ‘Influencers’ Competency  Invitation/Inclusion of Relevant/Knowledgeable Collaborative  Invitation for Those Interested Cultivating  Invitation/Reachout to Network of Interest
  36. 36. 4 Types of Co-Creation (mapped to Initial Engagement Activities ) Open Space Open Space|World Café Workshops|World Café Workshops
  37. 37. 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
  38. 38. “Deliver business value daily.” “Constantly improve delivery, reducing waste and through new ideas.”
  39. 39. 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
  40. 40. we have a how do we Target Aspiration, Now that incremental step? determine the next
  41. 41. the Current State Understand
  42. 42. Lots of Approaches to This Too… Process Models SWOT Analysis Customer Personas Business Model Canvas Select the appropriate mix… Participatory Creation > Clear Communication > Proclamation
  43. 43. Aspiration Starting Point
  44. 44. and Operational Actions Prioritize Determine to achieve the Next State congruent Vision with the
  45. 45. Take simple steps P PSimple does not imply easy…
  46. 46. 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
  47. 47. Goal: Roadmap of Prioritized Δs for Incremental, Relative Improvement
  48. 48. Current State Aspiration Next State Process Δs Org Structure Δs New Practices Habit Δs Adapted from Organizational Transitions, by R. Beckhard & R.T. Harris
  49. 49. 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
  50. 50. Decisions  Δ Habits  Δ Culture
  51. 51. Find Key Practices to avoid being eaten… Habits
  52. 52. What Might Be Some of the Habits We Want to Change? • Ways meetings are conducted • Ways meetings are scheduled • How managers give feedback • What agreements are explicit or 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
  53. 53. Habit Loop Habit Trigger RewardCraving The Power of Habit – Charles Duhigg OldNew
  54. 54. Training Need to Know Something New Recognition Craving For Recognition Example Org Habit Around Training
  55. 55. Training Need to Know Something New Recognition Craving For Recognition Example Org Habit Around Training self-study/experimentation=Learning
  56. 56. Finding Leverage Points • The habit to change is formal training to learning • Step 1: Habit Loop  Causality Diagram • Habit Loop will reveal underlying complexity – More Steps – Reinforcing Loop • Step 2: Look for Limiting Conditions & Side Effect Loops self-study/experimentation=
  57. 57. 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
  58. 58. 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
  59. 59. “No plan survives contact with the enemy.” - Helmuth von Moltke the Elder
  60. 60. Inspect + Adapt
  61. 61. Value Stream(s) Org Retro What So What Now What Measures Retrospectives for Organizational Change, Jutta Eckstein
  62. 62. Org Retro What So What Now What Gather Data Generate Insights DecideData (Measures/ Perspectives) Execute Δs Open Close
  63. 63. 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/
  64. 64. How can we promote Sustainable Change?
  65. 65. 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”
  66. 66. To-Do In Work Done Organizational Change Capacity WIP Limit =
  67. 67. + = limit to change > disruption amount Capacity is the WIP
  68. 68. + net effect time tolerance to time-lag defined by environment =
  69. 69. +net effect time balance limit vs lag
  70. 70. 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 Hiring to Complement
  71. 71. 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 Hiring to Complement Specialized Silos Group Think
  72. 72. 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
  73. 73. Determine the Change Domain Make change, Monitor for results Retrospect, Decompose Experiment for Solutions Solve, Observe patterns Cynefin Framework, David Snowden
  74. 74. Next Up In-WorkBacklog Complete Transformation Kanban Ready Measure Done
  75. 75. 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
  76. 76. 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
  77. 77. 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
  78. 78. 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
  79. 79. Validation Board Assumptions Benefactor Issue Solution P1 P2 P3 P4 P5 Riskiest Assumption Experiment Result Invalidated Validated Hypothesis
  80. 80. 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
  81. 81. Leadership • Servants to their teams • Provide the right environment – Transparent – Cooperative – Enabled – Empowered • Tell stories: – Where we have been – Where we are going – Both successes and failures
  82. 82. of and Hidden Assumptions Biases
  83. 83. 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? (Hint1: it is in their interest – find mutual desire) (Hint2: involve them) • 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? (Hint1: 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) (Hint2: descale to individual applications before adopting a scaling framework – scale agility not the organization)
  84. 84. Adding Bureaucracy Will Not Create Success
  85. 85. Most Programs Adapted by Jurgen Appelo from the Cynefin framework; posted on his blog at http://noop.nl Tend to be here!
  86. 86. Most Policies Tend to be here!
  87. 87. Agile Teams Tend to be here!
  88. 88. Complicated + Complex Overrides Ordered + Simple + = Process Team Result
  89. 89. … 1 2 3 n Worse Case Best Case
  90. 90. Strive to decomplicate… Help teams operate as simple and ordered as possible.
  91. 91. Apply the pants principle… Simple process adopted by the team doing the work in a simple structure. + Process Team
  92. 92. Customers Strategy Value Streams your Detangle Ops Mgmt Line (Mission) Support Line (Mission) Team
  93. 93. Customers Strategy Value Streams your Detangle Ops Mgmt Line (Mission) Support Line (Mission) Teams
  94. 94. Customers Strategy Value Streams your Detangle Ops Mgmt Line (Mission) Support
  95. 95. Customers Line (Mission) Teams Support Services Strategy Value Streams of a Network Portfolio Support to
  96. 96. Customers Line (Mission) Support Strategy Value Streams of a Network Portfolio Support to Meritocratic Autonomous Team Environment
  97. 97. What is MATE? Meritocratic Autonomous Team Environment Assessed by peers based on Biz Value Stream Teams make their own Decisions Primary structure is the team Teams have the support needed to be successful
  98. 98. Drawing: Alex Hughes Δ
  99. 99. Thanks!and Have a Good Flight!
  100. 100. Government Lean-Agile Software & Systems Conference GLASScon Stay tuned at http://glasscon.us And on Twitter: http://twitter.com/GLASScon4gov Coming Nov 2014
  101. 101. 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…

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