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Agile Expectations
The document discusses the challenges organizations face when attempting to adopt agile methodologies, highlighting barriers such as entrenched company culture and lack of management support. It emphasizes the importance of managing expectations and transforming organizational beliefs to successfully implement agile practices. Additionally, the document encourages iterative change and collaboration to align traditional and agile practices for better outcomes.
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Agile Expectations
- 1. www.egagile.com | 800.354.2773 AgileConsulting Services Agile Expectations Creating Organizational Alignment – Agile Maine Day 4/26/2019 Dave Moran – Agile Coach
- 2. “We will knowwe are agile when…” Agility Time Low High ?
- 3. TROUBLE IN PARADISE VersionOne’sAnnual State of Agile Surveys regularly cite the following as leading causes of failed agile projects or barriers to further agile adoption: • Existing company culture at odds with agile values • Lack of management support • General organizational resistance to change
- 4. KEY FACTOR Each hasdifferent values that are fueled by experiences & beliefs Differing mental models
- 5.
- 6. ONE PERSPECTIVE OFAGILITY Transformative
- 7. TRANSFORMING: A SHAPE-SHIFTINGEXERCISE
- 8. TRANSFORMING: A SHAPE-SHIFTINGEXERCISE
- 9. TARGET STATE Customer-oriented reportingrelationships Authority Information Agile Organization
- 10. TARGET STATE Customer-oriented reportingrelationships Authority Information Agile Organization Is this the true intent?
- 11. ONE SCENARIO “Agility appliesto this part of our organization.” “They’re empowered!” (To make all of our problems go away while we remain in control…)
- 12. ONE SCENARIO “Agility appliesto this part of our organization.” “They’re empowered!” (To make all of our problems go away while we remain in control…) Agility is viewed as an efficiency improvement, but is this a shared understanding? "We have Scrum teams, so that makes us agile!”
- 13. Initial Pilots &Learning Scaling Teams Leadership Time LACK OF ALIGNMENT IS COSTLY! Low High Agility Friction Conflicting Expectations • Existing company culture at odds with agile values • Lack of management support • General organizational resistance to change
- 14. MANAGING EXPECTATIONS What isan expectation?
- 15. MANAGING EXPECTATIONS Expectations area belief about how the future will unfold – and we react negatively if others fail to live up to our expectations
- 16. MANAGING EXPECTATIONS Expectations area belief about how the future will unfold – and we react negatively if others fail to live up to our expectations To successfully manage expectations we need to: • Anticipate challenges • Be honest, transparent and explicit about our assumptions and beliefs
- 17. MANAGING EXPECTATIONS Expectations area belief about what the future will hold – and we react negatively if others fail to live up to our expectations To successfully manage expectations we need to: • Anticipate challenges • Be honest, transparent and explicit about our assumptions and beliefs “If you don’t manage expectations, expect to fail.” – Mike Cohn https://mtngo.at/1705
- 18. ORGANIZATIONS: SYSTEMS OFINTERACTING ELEMENTS Value System Beliefs There is mutual support and reinforcement between the system people are working in and the behaviors that they exhibit
- 19. ORGANIZATIONS: SYSTEMS OFINTERACTING ELEMENTS Value System Beliefs Agile frameworks provide guidance Exploring these aspects provide context and help uncover the barriers and issues associated with the VersionOne surveys
- 20. TRANSFORMING TO AGILE Createdby Col. John R. Boyd (ret.), Published on September 3, 1976 Leveraging John Boyd’s Destruction and Creation https://commons.wikimedia.org/wiki/File:JohnBoyd_Pilot.jpg Abstract: To comprehend and cope with our environment we develop mental patterns or concepts of meaning. The purpose of this paper is to sketch out how we destroy and create these patterns to permit us to both shape and be shaped by a changing environment.
- 21. THE CHALLENGE INTRANSFORMING TO AGILE We need to destroy this In order to create this Boyd’s Destruction and Creation
- 22. THE CHALLENGE INTRANSFORMING TO AGILE We need to destroy this In order to create this Without wrecking the company Boyd’s Destruction and Creation
- 23. THE SOLUTION Iteratively createand destroy “…permit us to both shape and be shaped by a changing environment.” – DESTRUCTION AND CREATION, John R. Boyd, September 3, 1976 Ultimate Target State Current State Transitional Target States
- 24. CREATING TRANSFORMATIONAL ALIGNMENT ValueSystem Beliefs Traditional Organization Value System Beliefs Agile Organization Describe the key characteristics of each organization Seek to explore the value system and underlying beliefs
- 25. Value System Beliefs Traditional Organization CHARACTERISTICSOF A TRADITIONAL ORGANIZATION
- 26. CHARACTERISTICS OF ANAGILE ORGANIZATION Value System Beliefs Agile Organization
- 27. UNSTRUCTURING Sever the relationshipbetween the parts and the whole by pulling the constituent parts out of their respective boxes
- 28. THIS CREATES A"SEA OF ANARCHY”
- 29. SYNTHESIZING A PATHTO TRANSFORMATION Pair opposing concepts Predictability | Adaptability
- 30. SYNTHESIZING A PATHTO TRANSFORMATION Pair opposing concepts Predictability | Adaptability Conversation starters
- 31. DIGGING DEEPER: APPLYFORCE FIELD ANALYSIS Create transformational meaning & context Driving Forces Proposed Change(s) Restraining Forces We are continually re-planning to contend with change Switch to iterative, continuous planning, budgeting, and delivery of smaller targets Strong belief that requirements need to be locked down, followed by comprehensive, up-front planning and design in order to succeed PredictabilityAdaptability Force Field Analysis created by Kurt Lewin
- 32. FORCE FIELD ANALYSIS DrivingForces Proposed Change(s) Restraining Forces We are continually re-planning to contend with change Pilot projects have demonstrated success with empowered teams adapting to rapid feedback (divergence) Customer satisfaction increases when we quickly incorporate their changes into our product (responsive) Switch to iterative, continuous planning, budgeting, and delivery of smaller targets Give teams permission and space to make immediate adjustments based on feedback Shift our definition of success from delivering according to plan to creating a successful outcome Strong belief that requirements need to be locked down, followed by comprehensive, up-front planning and design in order to succeed Current processes rely on tracking and reporting against conformance to plan and a rigorous change-control process Strong culture of “plan the work and work the plan” (planning orientation) Related pairs Planning Conformance | Responsive | Divergence
- 33. FORCE FIELD ANALYSIS Relatedpairs Planning Conformance | Responsive | Divergence Driving Forces Proposed Change(s) Restraining Forces We are continually re-planning to contend with change Pilot projects have demonstrated success with empowered teams adapting to rapid feedback Customer satisfaction increases when we quickly incorporate their changes into our product Switch to iterative, continuous planning, budgeting, and delivery of smaller targets Allow teams to make immediate adjustments based on feedback Plan, budget, and deliver against smaller targets while doing the above Strong belief that requirements need to be locked down, followed by comprehensive, up-front planning and design in order to succeed Current processes rely on tracking and reporting against conformance to plan and a rigorous change-control process Strong culture of “plan the work and work the plan” Responding to change over following a plan Customer collaboration over contract negotiation
- 34. POTENTIAL THEMES TOEXPLORE Efficiency Specialization Utilization Multitasking Projects | Effectiveness | T-Shaped Skills | Throughput | WIP Limits | Value Streams
- 35. POTENTIAL THEMES TOEXPLORE Efficiency Specialization Utilization Multitasking Projects | Effectiveness | T-Shaped Skills | Throughput | WIP Limits | Value Streams • The focus in on delivering customer-facing outcomes, not keeping specialists busy • Individuals are expected to expand their skills to contribute outside of their deep specialty • Work is rigorously prioritized and delivered using multi-disciplinary teams
- 36. POTENTIAL THEMES TOEXPLORE Efficiency Specialization Utilization Multitasking Projects | Effectiveness | T-Shaped Skills | Throughput | WIP Limits | Value Streams Control Process Prescriptive Judgement Reporting Micromanage Hierarchical Secretive Resources Best Practices | Autonomy | Framework | Participative | Engagement | Interactions | Trust | Open | Transparency | People | Continuous Improvement • The focus in on delivering customer-facing outcomes, not keeping specialists busy • Individuals are expected to expand their skills to contribute outside of their deep specialty • Work is rigorously prioritized and delivered using multi-disciplinary teams
- 37. POTENTIAL THEMES TOEXPLORE Efficiency Specialization Utilization Multitasking Projects | Effectiveness | T-Shaped Skills | Throughput | WIP Limits | Value Streams Control Process Prescriptive Judgement Reporting Micromanage Hierarchical Secretive Resources Best Practices | Autonomy | Framework | Participative | Engagement | Interactions | Trust | Open | Transparency | People | Continuous Improvement Individuals and interactions over processes and tools • The focus in on delivering customer-facing outcomes, not keeping specialists busy • Individuals are expected to expand their skills to contribute outside of their deep specialty • Work is rigorously prioritized and delivered using multi-disciplinary teams
- 38. BUILD YOUR (ITERATIVE)NARRATIVE
- 39. MAKE SPACE FORCHANGE Peter Drucker’s Leadership Challenge: What have you stopped doing in the last two months? “You can’t execute new strategy if you don’t remove some of the past.” – Rob Savage, COO of Taco Bell
- 40. ACQUIRE INFORMATION &CONFIDENCE Invest in learning to develop an organization of lean/agile practitioners that can continually challenge the status quo and guide improvement efforts
- 41. BUILD YOUR (ITERATIVE)NARRATIVE Describe how the organization is expected to operate Determine what expectations need to be established and communicated in order to support the desired changes (Agile frameworks provide a great deal of guidance)
- 42. ITERATIVELY TRANSFORM Increase capabilitiesover time, as determined by leadership in partnership with the entire organization, based on the organization’s capacity for change
- 43. CLOSING THOUGHT “Change yourthoughts and you can change the world.” – Norman Vincent Peale