Every agile transformation hits roadblocks. Some of these are technical but most of them are people related. Resisters not only slow your transformation down but they can negatively impact other members of your team.
People fight agile transformations for a variety of reasons and in this session I will discuss ways of getting through most of the common issues. From "Too many meetings" to the change in mindset from "Me" to "Us" we discuss how to get through to get to the root of why they are resisting and how to get them aligned with your vision.
Self Organisations in Agile is extremely important. The Agile Manifesto talks about it, the Scrum Guide does. But what is it and how do we get self organising teams?
Scale-Free Networks: How to Fix Problems in Hierarchical Scaled OrganizationsJames Coplien
"Scale-Free Networks." A talk by James Coplien at nor(dev): con 2020 in Norwich. Why Scrum at Scale cannot support agile, and a proposed organizational structure to help mitigate the problem. Includes empirical data contrasting agile and non-agile organizations.
TVLP (https://www.tvlp.co/) is an organization that helps startup companies outside Silicon Valley understand Silicon Valley a little better. The entrepreneurs come to the Valley for a "bootcamp" style experience, to learn from those of us who have been in the trenches here.
As part of that, I gave this talk on how to build teams for (software) startups.
Scale-Free Organizations: A Sober View, Some History, and How to Make OneJames Coplien
Most organizations use a primarily hierarchical organization structure to organize their scaled populations. These organizations cannot be agile without adding additional connections between interdependent nodes. Hubs and scale-free networks offer a solution, and we find them in traditional structures usually associated with peripheral or vestigial concerns.
Encourage Scrum and Scream, to Engineer is People centric, Source of Agility is a Nash Equilibrium State, Finding Nash Equilibrium of a Team is Hard Problem, it needs Continuous thinking and improvements
Self Organisations in Agile is extremely important. The Agile Manifesto talks about it, the Scrum Guide does. But what is it and how do we get self organising teams?
Scale-Free Networks: How to Fix Problems in Hierarchical Scaled OrganizationsJames Coplien
"Scale-Free Networks." A talk by James Coplien at nor(dev): con 2020 in Norwich. Why Scrum at Scale cannot support agile, and a proposed organizational structure to help mitigate the problem. Includes empirical data contrasting agile and non-agile organizations.
TVLP (https://www.tvlp.co/) is an organization that helps startup companies outside Silicon Valley understand Silicon Valley a little better. The entrepreneurs come to the Valley for a "bootcamp" style experience, to learn from those of us who have been in the trenches here.
As part of that, I gave this talk on how to build teams for (software) startups.
Scale-Free Organizations: A Sober View, Some History, and How to Make OneJames Coplien
Most organizations use a primarily hierarchical organization structure to organize their scaled populations. These organizations cannot be agile without adding additional connections between interdependent nodes. Hubs and scale-free networks offer a solution, and we find them in traditional structures usually associated with peripheral or vestigial concerns.
Encourage Scrum and Scream, to Engineer is People centric, Source of Agility is a Nash Equilibrium State, Finding Nash Equilibrium of a Team is Hard Problem, it needs Continuous thinking and improvements
One definition of insanity is "doing the same thing over and over, expecting different results." In this talk, Paul will discuss how organizations keep treating developers poorly, especially by demanding overtime, and why it is crazy for developers to expect their organizations to change. Paul will show how you can change the way your organization treats you, to your own benefit and (hopefully) the benefit of the organization.
Scrum is Disruptive in Your OrganisationShane Wheller
The Scrum framework is often touted as a panacea for all our project ills, in reality, it is a framework within which many of the same issues are experienced, as well as bringing some more along with it. This is a presentation I gave at the Canberra Scrum User Group on Thursday 7 April 2016 at 6pm. http://www.meetup.com/Canberra-Scrum-User-Group/
The Content Revolution: Managing the Move to a CCMSLeigh White
Breaking the ties to traditional, document-based authoring and moving to topic-based, structured authoring (TBSA) and a CCMS can be daunting. The technology is one thing—it usually doesn’t push back. But then there are people. Managing the human component of the change is the real challenge. Many CCMS implementation projects are actually change management projects in disguise. This presentation focuses on some of the most common stumbling blocks in CCMS implementation from a human perspective. It identifies some of the most frequent issues that new (and future) users have and discusses ways to manage them.
This is fundamental, basic and easy to understand slides for college students. No glamour, no hi-fi terms. Plain simple english and you will learn agile
Scrum, Kanban, or Scrumban: Which Is Right for You?TechWell
Agile is on everyone’s minds today, as more and more organizations are eager to reap the benefits of rapid iterations using customer-centric approaches. Organizations tend to run to Scrum first because it is the most recognized agile framework. But is Scrum always the right answer for a team and a business? Heidi Araya discusses the types of scenarios and projects in which Scrum may not be a good fit. She shares other frameworks—including Kanban and Scrumban—as potential alternatives to consider to ensure teams and projects select the right fit and can deliver great software efficiently. Some considerations include organizational culture, size of teams, team composition, types of work, industry requirements, overall project size, and type of project. Go back to your organizations and confidently select the right frameworks for your current and future roles and projects—and explain to management why the framework chosen is appropriate.
Directors Meeting - Oct. 21, 2022
University of South Carolina Division of Student Affairs and Academic Support
presenters:
Kim Pruitt, Assistant Director for Organizational Development, USC Human Resources
J. Rex Tolliver, Vice President for Student Affairs and Academic Support
gineering teams. This workshop will cover everything you need to know to work seamlessly with engineering teams that use agile principles and practices.
What you will learn:
• Basics of the agile methods.
• Tips you can apply the very next day at work.
• Actionable tools and tactics to handle different product team scenarios that a product manager face.
Who is this workshop for:
• Software engineers who want to transition to Product Management
• MBAs with a finance/consulting background who want to work in high-tech companies as a Product Manager
• Project Managers, Marketers, Designers who are seeking for new opportunities in Product Management
Cerner is a member of the Steve Denning Learning Consortium (SDLC), a group of multi-national companies seeking to Change the World of Work through sharing best practices in Business Agility. This presentation is a summary of the findings of the SDLC through mid 2017 given at Cerner's internal developer's conference (DevCon 2017)
Hamish Duff - Make or Break - ALGIM Nov 2015Hamish Duff
Exponential change brings a complex set of problems to our organisations - when we barely survive normal, linear change programmes. How will increasing rates of change affect you, and what strategies can you use to address this challenge?
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
One definition of insanity is "doing the same thing over and over, expecting different results." In this talk, Paul will discuss how organizations keep treating developers poorly, especially by demanding overtime, and why it is crazy for developers to expect their organizations to change. Paul will show how you can change the way your organization treats you, to your own benefit and (hopefully) the benefit of the organization.
Scrum is Disruptive in Your OrganisationShane Wheller
The Scrum framework is often touted as a panacea for all our project ills, in reality, it is a framework within which many of the same issues are experienced, as well as bringing some more along with it. This is a presentation I gave at the Canberra Scrum User Group on Thursday 7 April 2016 at 6pm. http://www.meetup.com/Canberra-Scrum-User-Group/
The Content Revolution: Managing the Move to a CCMSLeigh White
Breaking the ties to traditional, document-based authoring and moving to topic-based, structured authoring (TBSA) and a CCMS can be daunting. The technology is one thing—it usually doesn’t push back. But then there are people. Managing the human component of the change is the real challenge. Many CCMS implementation projects are actually change management projects in disguise. This presentation focuses on some of the most common stumbling blocks in CCMS implementation from a human perspective. It identifies some of the most frequent issues that new (and future) users have and discusses ways to manage them.
This is fundamental, basic and easy to understand slides for college students. No glamour, no hi-fi terms. Plain simple english and you will learn agile
Scrum, Kanban, or Scrumban: Which Is Right for You?TechWell
Agile is on everyone’s minds today, as more and more organizations are eager to reap the benefits of rapid iterations using customer-centric approaches. Organizations tend to run to Scrum first because it is the most recognized agile framework. But is Scrum always the right answer for a team and a business? Heidi Araya discusses the types of scenarios and projects in which Scrum may not be a good fit. She shares other frameworks—including Kanban and Scrumban—as potential alternatives to consider to ensure teams and projects select the right fit and can deliver great software efficiently. Some considerations include organizational culture, size of teams, team composition, types of work, industry requirements, overall project size, and type of project. Go back to your organizations and confidently select the right frameworks for your current and future roles and projects—and explain to management why the framework chosen is appropriate.
Directors Meeting - Oct. 21, 2022
University of South Carolina Division of Student Affairs and Academic Support
presenters:
Kim Pruitt, Assistant Director for Organizational Development, USC Human Resources
J. Rex Tolliver, Vice President for Student Affairs and Academic Support
gineering teams. This workshop will cover everything you need to know to work seamlessly with engineering teams that use agile principles and practices.
What you will learn:
• Basics of the agile methods.
• Tips you can apply the very next day at work.
• Actionable tools and tactics to handle different product team scenarios that a product manager face.
Who is this workshop for:
• Software engineers who want to transition to Product Management
• MBAs with a finance/consulting background who want to work in high-tech companies as a Product Manager
• Project Managers, Marketers, Designers who are seeking for new opportunities in Product Management
Cerner is a member of the Steve Denning Learning Consortium (SDLC), a group of multi-national companies seeking to Change the World of Work through sharing best practices in Business Agility. This presentation is a summary of the findings of the SDLC through mid 2017 given at Cerner's internal developer's conference (DevCon 2017)
Hamish Duff - Make or Break - ALGIM Nov 2015Hamish Duff
Exponential change brings a complex set of problems to our organisations - when we barely survive normal, linear change programmes. How will increasing rates of change affect you, and what strategies can you use to address this challenge?
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
3. Agenda
• Introduction
• What is an agile resistor
• Why people resist agile
• Working with resistors
• Approaches to common issues
• Takeaways
• Q&A
13. Why people resist
• Lack of agile knowledge
• Loss of command and control
• Have to trust co-workers more
• Resistance to new things
• Lack of collaboration skills
• Don't know why they would
change
• Switch from "me" to "us"
• “Too many meetings”
• “Too little documentation”
• Agile isn’t for Introverts
• Burned by previous
methodology switches
• “Consulting scars”
• Agile requires co-location
• Job security
24. Learn by doing
• Work through a few sprints and track metrics
• Experience retrospectives, planning, and reviews
• See how the relationship between IT and BU changes
• Observe how team changes and adapts
• Compare to how team worked before
46. Takeaways
• Every agile journey is different and it won’t happen overnight
• Change is hard, don’t force it – allow people to come to agile on their
own terms
• Know the benefits of agile and how to demonstrate them
• Build a long lasting relationship based on trust and empathy
• Know that agile isn’t for everyone and when it’s time to put the team
ahead of an individual
Before we get started – I’d like everyone to stand-up and stretch here quickly to get the blood flowing – it’s been a long convention and the end is near
If I start speaking too fast or muttering please let me know.
So this is the second to last session before the end of the second day so I will try to make good use of your time – this will require a bit of audience participation – since we are in Cartoon room 1 I am expecting an animated discussion…
I’m sorry that joke was a bit sketchy….I guess people weren’t really lining up for that one
OK, those jokes went over as well here as they did with my wife ….moving on
My name is Charles Husemann and I’m an agile coach and scrum master with Cardinal Solutions. Thank you for coming out today to listen to me talk about dealing with agile resistors. This is the topic that is near and dear to my heart as I have had the honor of being a part of a few agile transformations. Some successful and some less so. Today I’m going to share some of the tips and tricks that I’ve learned along the way
This presentation is coming from the perspective of a life long professional services person who is usually brought in to help a company with their transformation. If you are a full time employee of a company you may have a different set of experiences and and challenges.
To be honest I was just going to show this slide and then do a mic drop moment but that’s not why we are here. This is definitely the wrong way to deal with agile resistors and we should all try to be uplifting leaders in our organizations.
Still kidding though there’s definitely a school of crushing people and forcing them into it but it’s not where you really want to go for long term success.
Forcing folks into Agile is ike a bad fad diet. You do OK to start but in the long run you shift back to bad habits
….mmmmmm….Taco Diet
Fad diets help you knock off some pounds initially but once your body recovers the lower metabolic rate and unsustainable diet will force you to end up with more weight than you started. Honestly all you have to do is eat better and exercise more- also growing a beard helps as well – going to agile is the same thing, if you don’t understand the basic principles you will regress at some point.
Not someone leading a charge against something – this isn’t a romantic resistance/freedom fighter
So not Jean Val Jean or some rando in a Guy Fawkes mask
Think of resistors as more of an electrical resistor:
Electrical resistor
Reduce flow
Divide voltages
Dissipate power
These are the people who are slowing your team down and making it hard to get stuff done
How many people have always done agile? (ASK FOR A SHOW OF HANDS) – Who are the Agile for life folks?
Remember what it was like on your first agile project? What were you worried about? - ASK QUESTIONS FROM AUDIENCE
When the picture on the badge is 20 years younger and 20 pounds lighter than the person you are taking you are probably going to have issues
My journey is different than your journey which will be different than your teams journey. Each one of my teams has gotten there in a different way and you try different things with people – you know – iterate and adapt
I’ve been doing this for over a decade and I still feel like I’m learning something every day
Agile is scary for those who have never done it and anything new is going to be scary
Every agile journey is different
This isn’t going to happen overnight – could take months or years
Change is hard
Richard Teerlink, Einstein
How do you get people to come to agile vs forcing agile onto them
This is the key of how I approach getting people on the agile train – teach them the benefits and let them come to it naturally
Talk and listen to people who are new to agile
•Build trust
•What are their issues
•Waterfall worked so well?
•Don’t' understand it?
•Don't see benefits
See the world through their eyes – build that empathy
Agile isn’t a silver bullet to fix your problems
Scrum is a problem finding framework
Agile is the angry mother in law- she will quickly identify your problems but it’s up to you to fix them.
Scrum is a great way of uncovering problems in your process and finding ways to fix them. It’s also about experimenting to find new and better ways to do things
Level set on what to expect from agile
So my wife and I picked up skiing for the first time in a while a few weeks ago and decided to go skiing at Whistler. We were both up in Seattle for various reasons and decided to go big or go home. We picked Whistler largely because the mountain had a lot of easy slopes and slow zones. This picture was taken at the top of the Pony Trail, one of the easiest trails you can take to get down the mountain. The real sign should read like this though:
This is what the sign was kind of implying and I bring this up because a lot of people think that “Going agile” is easy and that it is without risk and terror. The truth is that the transition to agile is exceedingly difficult but very rewarding once you get the hang of it. But you will fall down a lot as you go through the process and some of those bumps will hurt a lot. It’s also something you don’t master – even professionals who have been skiing for years still have falls and bumps
Benefit of just getting people in the same room and talking
BU gets to see how IT works and IT sees how BU works – gives context
Inspect and Adapt
Waterfall has post mortem at the end which is great but what if you could have those along the way and see benefits during the project instead of the end? That’s one of the great things about agile!
Transparency – an openness that helps create accountability
Done via metrics
Sustainable pace
One of the main goals of agile is to find a sustainable pace so people don’t have to work OT. Goal is that with transparency you can figure out what you can realistically deliver and when
Team is more involved
Your teams are involved in everything from developing a vision statement to helping define and write requirements. This gives them a bit more of an investment in the final product vs. just throwing a book or two of requirements over the wall.
The team also gets the chance to show off their work to the people who use it during the sprint review which allows them to get feedback on their work as well as showing some pride in their work.
Changes the relationship with the business
Handles changes in scope better
Deliver value quickly
“Too many meetings”
This is a big one from the developers on your team – I’m in too many meetings
Scrum has three meetings
Stand-up (15 minutes – 2 hours total)
Sprint Review (1-4 hrs)
Retrospective (1-3 hrs)
What other meetings are going on?
Refinement – are these long/tough meetings- can you break these up?
Meetings aren’t effective/run well
Are those meeting productive?
How do you change that?
“Too little documentation”
The manifesto says Working software over comprehensive documentation - we value items on the left more
There are many misconceptions around user stories
A user story is a placeholders for a conversation
You should have enough documentation so that the team knows what to build and how to test it
Will vary by team
Lack of agile knowledge
Lots of great resources on the internet and twitter
In town you have COHAA which does monthly meetings around agile topics as well as agile coaching circles every other Friday where you can go and ask questions of other agilists
Lots of great podcasts, blogs, and other content online
Setup book clubs or talks with your teams about agile
Plug Cardinal training classes
Agile isn’t for introverts
As someone who is a hard core introvert I always find the thought that introverts can’t work well in Agile as a bit of a farce.
Yes you have to get outside of your comfort are a bit but if you tailor the practice to your team there isn’t much of an issue.
Dealing with agile introverts means giving people a balance of face time and quiet time – that people have time to recharge their energy and thinking process. This can mean limiting back to back meetings and collaboration but I’ve seen introverts thrive in an agile workspace as long as you take care of them.
Lack of collaboration skills
Work with the team to figure out how they can best work together – definition of ready and definition of done should help
Work together and interact frequently and see what areas need to improve around handoffs
Agile Games – try Keep talking and nobody explodes
What about my job?
Scrum guide defines three roles
Scrum Master
The Team
Product Owner
The team can be anyone who can contribute to the project
Developers
Business Analysts
QA
ETC
Managers are there to support the teams
Loss of control
It’s tough when how you work with others changes from a management perspective
It’s supporting teams than commanding them
Transition from manager to leader
Managers now have to support the teams and make sure that they have everything they need
This leads to a lot of “How do you light fires under your teams” discussions and the goal is really to find
Coaching up - Truth to power
It can be easy to work with teams and product owners but it’s another thing when you are dealing with people higher up in the food chain
The best suggestion I have is to be polite but firm- explain your position and why they need to change their behavior - again it’s a long term game
Coaches can also nudge and must have a long term vision to direct leadership to
Have to be able to explain concepts in a language that leadership can easily understand
We covered a broad swatch of situations –are there other types of resistors that you have experienced or are experiencing now?
What about a lack of planning?
Agile isn’t right for every kind of project
Agile isn’t right for every kind of person
Have to know when to remove someone from your team when they disrupt the team and are preventing the team from doing work
You have a responsibility to the team to move resistors out if they are actively working against you and aren’t making progress
Thank you so much for coming out to hear me talk,
If you have any questions about my presentation let’s talk about them now
