Agile Change Management

Agile Change Management

Jason Little - jason@leanintuit.com@jasonlittle

www.agilecoach.ca

Get to Know Each Other!

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Arrange yourselves in groups of no more than 5 people Fill out the information sheets Introduce yourself to the group

5 minutes

Determine Your Team Score

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Designate a score keeper for your table For each unique answer on your information sheets, give your team 1 point

Example: If there are 4 people at your table with different names, give your team 4 points

3 minutes

Go Forth and Self-Organize!

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Goal: Maximize your diversity score across the whole room.

4 minutes

Round 2!

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Goal: Try and increase the overall score!

4 minutes

About Me

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www.leanchange.org

www.agiletransformation.ca

developer project manager

manager consultant

Finnish sauna surviver change artist

writer, speaker

2001 4 VALUES

12 PRINCIPLES

In the Beginning…

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Individuals and Interactions over Processes and Tools!Working Software over Comprehensive Documentation!

Customer Collaboration over Contract Negotiation!Responding to Change over Following a Plan

The Agile Manifesto

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While we recognize there is value in the statements on the right, we value the statements on the left more.

AGILE

“Methodologies” were born…

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LEANKANBAN

SCRUM BDD

CRYSTAL

SAFE

DAD

…with certifications

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I knight thee… Certified Scrum Master!

What have you heard about Agile?

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So, What is Agile?

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Month 1 Month 2 Month 3

Agi

leTr

aditi

onal

Customer Feedback Customer Feedback

Customer Feedback

Hoooold it!

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Software development != Construction !

Change Management != Construction

http://stateofagile.versionone.com/scale-agile-implementation/

Why companies go Agile

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1. Accelerate time to market 2. Manage changing priorities 3. Better alignment between IT and Business

AGILE

YOUR ORGANIZATION

Agile isn’t about “Agile”, it’s about change

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http://stateofagile.versionone.com/scale-agile-implementation/

But after 13 years we have some problems…

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…looks like change management does too

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70%http://www.onirik.com.au/industry/cracking-the-code-of-change/

lack of ‘structured process’

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http://www.onirik.com.au/industry/cracking-the-code-of-change/

Unpredictable nature of people

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http://www.onirik.com.au/industry/cracking-the-code-of-change/

The Solution?

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The Standard

um, no.

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How can Agile help?

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1. Visibility 2. Feedback-driven planning 3. Co-creation of change 4. Acceptance of complexity and un-certainty

Visibility

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“If you’re doing change management in your office, with the door closed, you’re doing it wrong” - Heather Stagl, Enclaria

HOW CAN WE IMPROVE THIS VISUALIZATION?

Visibility

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STRATEGIC TRANSFORMATION CANVAS

Visibility

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WORK THE CHANGE TEAM IS DOING

Visibility

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TEAM HEALTH INDICATORS

Visibility

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IMPEDIMENTS & ESCALATION PATH

Visibility

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Visibility in HR and Change Management

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Feedback-driven planning - Daily Standups

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http://itopskanban.files.wordpress.com/2011/09/img_1115.jpg

Feedback-driven planning - Retrospectives

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Don’t forget the remote folks!

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Feedback-driven planning - Lean Coffee

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Feedback-driven planning - System Feedback

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Feedback-driven planning - System Feedback

Co-creation of change

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WHAT’S HOLDING

BACK THE CHANGE? HOW CAN WE CONTRIBUTE?

WHAT SUPPORT DO WE NEED?

Acceptance of Complexity & Uncertainty

@JASONLITTLE

organizational change lives

here…

and here…

and sometimes

here…

but never here

Applying Agile practices to change

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Visibility: - make your plans transparent - use daily stand ups from Scrum to manage work Feedback-driven planning: - listen to the system and derive tactical plans from feedback - use Agile retrospectives to collect insights Co-Create Change:!- involve the people affected by the change in the design of the change - Reduce the Cognitive Gap by spending less time on planning in

isolation Embrace Un-certainty:!- lighter-weight planning tools still generate plans! - Law of Requisite Variety

How’s it going so far?

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What have you liked? What have you not liked?

What questions do you hope to have answered?

5 minutes

A new model - Lean Change Management

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Behaviour & Neuroscience

Agile Community

Change Management & Org Dev

Complexity Thinking

Lean Startup

Insights - Understand your system

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ADKAR Assessment Cultural Assessments (OCAI, Schneider)

Agile Retrospectives Lean Coffee

Culture Hacking SCARF - understand resistance

Satir/MBTI - understand responses to change

Pick the Options most likely to work

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Agile: Big visible planning tools SCARF: which Options minimize a threat response?

Kotter: create urgency through Lean Coffee ADKAR: create awareness via big visible charts

McKinsey 7S: understand complex adaptive systems

Experiment and Validate

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Lean Startup: measure experiments, not vanity metrics

Agile: involve people affected by the change in the design

Agile: use Kanban for managing and visualizing the change plan

Kotter: tag Experiments as “quick win” or “long term”

BJ Fogg - spark motivation or make change easier

#AAB14

STRATEGY

ALIGNMENT

EXECUTION

DEVELOP A FEEDBACK-DRIVEN APPROACH TO CHANGE

The How-to Guide

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FRAGMENTATION WWW.THEPRIMES.COM

“RESISTANCE!TO!CHANGE”

LACK OF

MANAGEMENT

SUPPORT

NO URGENCY!

TO!

CHANGE

LACK OF CLEAR!VISION

Why transformational change is so hard

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NO CHANGE!

MANAGEMENTWITH CHANGE!

MANAGEMENT

WWW.THEPRIMES.COMCOHESION

Fumbling around in the dark

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1

WHAT IS THE VISION FOR THE CHANGE?

HOW WILL WE HELP PEOPLE TRANSITION?

HOW WILL WE MEASURE success?

WHY IS THIS CHANGE IMPORTANT TO THE ORGANIZATION??

WHICH PEOPLE AND DEPARTMENTS ARE AFFECTED BY THIS CHANGE?

HOW WILL WE DEMONSTRATE PROGRESS?

WHAT’S OUR PLAN?

PREPARE INTRODUCENEXT1 MONTH AWAY

REVIEW

TRANSFORMATION

CANVAS

Making strategy visible

@JASONLITTLE

2

Validate with

people affected

by the change

WHAT IS SUPPORTING THIS CHANGE?

WHAT IS HOLDING THIS CHANGE BACK?

HOW CAN YOU CONTRIBUTE TO THIS VISION?

WHAT SUPPORT DO YOU NEED TO CONTRIBUTE?

Feedback-driven planning

@JASONLITTLE

2

USE FEEDBACK TO !

ADJUST THE

TRANSFORMATION!

CANVAS

Validate with

people affected

by the change

WHAT IS SUPPORTING THIS CHANGE?

WHAT IS HOLDING THIS CHANGE BACK?

HOW CAN YOU CONTRIBUTE TO THIS VISION?

WHAT SUPPORT DO YOU NEED TO CONTRIBUTE?

Feedback-driven planning

@JASONLITTLE

3value

cost

HIGH COST,!

HIGH VALUE

CHANGE AFFECTS MULTIPLE

DEPARTMENTS

- IE: CHANGE FUNDING MODEL

LOW COST,!

HIGH VALUE

CHANGE AFFECTS 1 TEAM

OR DEPARTMENT

- IE: PILOT PROGRAM

Co-creating change

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3

WHAT’S OUR PLAN?

PREPARE INTRODUCENEXT1 MONTH AWAY

REVIEW

COMMUNICATION WORK

TRAINING WORKCOACHING WORK

Satisfy our need for certainty

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2 VALIDATE WITH!

PEOPLE

AFFECTED!

BY CHANGE

MULTI-TIERED RETROSPECTIVES

LEAN COFFEE

FIND EARLY ADOPTERS

CREATE !

CANVAS1

CREATE

TACTICAL!PLAN DELEGATION BOARD

EXECUTE WITH SCRUM?KANBANIZE?

3

MAKE A BIG!VISIBLE ROOM

MEET AT THE WALL

NO STATUS REPORTS!

4

EXPERIMENT!

WITH CHANGES

IMPROVEMENT CANVASES

DELIBERATE SLACK

5

REVISE !

CANVAS6

The Big Picture

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WHAT cHANGE ARE WE MAKING?

WHY IS THIS CHANGE IMPORTANT TO THE ORGANIZATION?

HOW WILL WE MEASURE SUCCESS?

We are adopting agile and lean methods to build a product development organization that delivers valuable solutions to the market in 6 months or less.

- Motivate staff by removing constraints from existing processes!- To prevent business from sourcing vendors because it is too slow !- Our business partners feel we’re too slow and too expensive

- Reduce median project delivery time from 11 months to 6 months!- Employee engagement scores

An Example

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HOW WILL WE SHOW PROGRESS?

WHO IS AFFECTED BY THE CHANGE?

HOW WILL WE SUPPORT PEOPLE THROUGH THE TRANSITION?

# of teams adopting new practices!Agile fluency model as a guide!

Everybody!!!!

- Weekly lean coffee!- Employee-led transformation team supported by external coaches!- Change champions team (early adopters)!- Monthly retrospective involving all teams!- Executive steering committee and impediment escalation process

An Example

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Another example

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courtesy of Gerry Kirk - www.gerrykirk.net

An Example: Aligning teams

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TEAM VISION

STRONG SUPPORT

WHAT IS WORKING AGAINST THE CHANGE?WHAT IS SUPPORTING THE CHANGE?

SEVERE BLOCK

OPTIONS PREPARE INTRODUCE REVIEW

CO

ST

VALUE

??

prioritization of work too much business pressure (hard dates/scope)

“lower cost” shouldn’t come at the expense of quality lack of connection between teams and management

lots of dependancies

transparency of the transformation (IE: big visible wall!), coaching for business teams, agile education for support and governance teams (soa, change management etc), follow Scrum (org guidelines), stop fixing date and scope

- learn how to make smaller stories - better release planning (currently

planning sprint to sprint only) - come to meetings more well prepared - team take responsibility for SOA

decisions, Env Mgnt - identify dependancies with other teams

- work on creating better stories

STAFF MUST KNOW WHY VP TRANSFORMATION CANVAS

EMPLOYEES MUST OWN THE CHANGE EMPLOYEE-LED TRANSFORMATION TEAM, CHANGE AGENT NETWORK

OUTSIDE SUPPORT INTERNAL TEAM SUPPORTED BY EXTERNAL COACHES

What makes a good change management program?

@JASONLITTLE

COMMUNICATION LEAN COFFEE, MULTI-TIERED RETROSPECTIVES, BIG VISIBLE ROOM

SKILLS DEVELOPMENT METHODOLOGY TRAINING, COACHING AGREEMENTS, MANAGEMENT 3.0, AGILE JEOPARDY (SOON…)

ENGAGED EXECUTIVES EXECS ATTEND LEAN COFFEE AND RETROS, GEMBA!

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What makes a good change management program?

FEEDBACK-DRIVEN APPROACH TO PLANNING!!

APPLYING AGILE AND CHANGE MANAGEMENT IDEAS!!

MAKING IT FUN!!!!

NOT SOLEY RELIANT ON COACHES/CONSULTANTS!!

COACHES AND EMPLOYEES ALIGNED VIA COACHING STANCE AGREEMENT!

!TRANSFORMATION TEAM IS BUILDING/SUPPORTING THEIR OWN

ROADMAP/CHANGE PROCESS

Why Lean Change Management is a better approach

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Which do you prefer?

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Option 1: Lean Coffee about today’s topics !

Option 2: Practice building a change canvas !

Option 3: understand why motivating people to change is hard

The Canvas

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WHAT CHANGE ARE WE MAKING?

HOW WILL WE HELP PEOPLE TRANSITION?

HOW WILL WE MEASURE success?

WHY IS THIS CHANGE IMPORTANT TO THE ORGANIZATION??

WHICH PEOPLE AND DEPARTMENTS ARE AFFECTED BY THIS CHANGE?

HOW WILL WE DEMONSTRATE PROGRESS?

WHAT’S OUR PLAN?

PREPARE INTRODUCENEXT1 MONTH AWAY

REVIEW

Feedback

@JASONLITTLE

On a sticky note, please write…

1) How valuable was this session on a scale from 1 to 10? 2) Optional: leave a comment about how I could make it perfect next time

LEARN HOW TO COMBINE INNOVATIVE IDEAS FROM:!

!- LEAN STARTUP

- CHANGE MANAGEMENT- NEUROSCIENCE- AGILE AND LEAN

- ORGANIZATIONAL DEVELOPMENT!

!GET A SAMPLE CHAPTER AT

WWW.LEANCHANGE.ORG

www.leanchange.org

@JASONLITTLE