Change Management for Agile DevelopmentRelease your waterfall ways! Ideally, Agile practices and principles are embedded into the culture. At minimum, here are the top five behaviors:

Change Management for Agile

Development

Agile Philly | October 5, 2015

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This presentation will include…

• The need for change

• The framework and approach

• Challenges faced

• Lessons Learned: The “Do’s & Don’ts” to offset the challenges

• Case Study results

• Q&A

Copyright © 2015 CapTech Ventures, Inc. All rights reserved.

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The need for change

Agile implementations and transformation is creating new

challenges for addressing the “people needs” alongside iterative and

fast-paced change.

Most change management practices follow “waterfall” principles

that don’t translate for an iterative, evolving end state.

Agile, or iterative, practices are coming to organizations in

some way, shape, or form.

Growing Trend

Waterfall Practices

Ready or Not!


Framework and Approach


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What needs to be true for this Framework to succeed?

Release your waterfall ways! Ideally, Agile practices and principles are

embedded into the culture.

At minimum, here are the top five behaviors:

1. Prioritizing the people affected by the change

2. Collaboration in contributing to the success of the project

3. Strong leadership (“sponsor”) support

4. Simplicity in processes to work quickly and efficiently

5. Flexibility to discover along the journey

This repeatable Agile OCM framework breaks down into three phases


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Sprint by Sprint Tasks

Kickoff Tasks

Release Tasks

Agile OCM Framework

It works well alongside an iterative design/build program schedule


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This allows the program to release as soon as possible but still ensure people and process readiness


Kickoff Tasks

Release Tasks

Agile OCM Framework

Design/Build/Test Integrate Deploy

It ensures engagement and readiness tasks start early in the journey


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Agile OCM Approach

Communications

Impact

Measure

Communications

Impact

Engagement

Training Build

Measure

Communications

Engagement

Training Delivery

Communications

Engagement

Measure


Kickoff Tasks

Release Tasks

And it addresses the challenges faced on leading the change effort


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These are the main OCM challenge areas faced on an Agile iterative schedule

We are now changing what?

Planning Time Information

What do you mean you

don’t know the end state? It changed

again?

How fast is this sprint?

We’re going to release when?

Lessons Learned: Do’s and

Don’ts of each Phase


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Stage One: Kickoff


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Preparing for change and kicking off the OCM effort successfully


Kickoff Tasks

Release Tasks

So don’t:

1. Proceed without an OCM effort

2. Have “Waterfall” expectations

3. Formalize what you don’t have to

And do:

1. Engage OCM early

2. Unify your change partners

3. Keep plans simple

Primary Challenges Are:

Planning

Information

When OCM works best


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Kickoff Tasks

Release Tasks

The foundational window

Gradual learning curve

Initiate the Approach

When OCM Becomes More “Change” Than Management


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Steeper climb

Project success is at risk

and stakeholders are

negatively impacted.

Resistance to change

will be more prevalent.


Kickoff Tasks

Release Tasks


When OCM is All Change


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!

Almost straight!


Project success is now

an issue as resistance

will be high without

time to address it --

user adoption is most

unlikely.


Kickoff Tasks

Release Tasks


Stage One: Kickoff


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Kickoff Tasks

Release Tasks

So don’t:




And do:

1. Engage OCM early




Planning

Information

The Agile OCM effort is a collaborative partnership


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Waterfall Agile

The SME partners will help assess impact

and plan the right readiness activities

OCM Lead

SME

SME

SME

OCM Plan

OCM Lead

SME SME

OCM Plan


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After all, these are the three areas where a new release can go wrong! So

ensure all perspectives are contributing to understand impact and readiness

work that needs to be done.

• Change Lead

• PM

• Users

• Communications

• Human Resources

• Training Developers

Include SMEs with people, process, and system expertise

• Training Facilitators

• Product

• Business Operations

• Policy & Procedures

• Training Environment

• Change Sponsors

Get them together


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• Set guidelines

• Set expectations

• Explain drivers

• Align to mission

• What’s at risk?

• Relate their significance

• Motivate to participate

Keep them engaged throughout the implementation


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• Set recurring sessions each sprint

• Keep them informed

• Get their impact assessments and

feedback

• Determine readiness tasks

• Set task owners

• Track task progress

• Celebrate accomplishments along

the way

Stage One: Kickoff


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Kickoff Tasks

Release Tasks

So don’t:




And do:

1. Engage OCM early




Planning

Information

Agile OCM requires a “living” plan


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…with some “gotta haves”:

• Sponsors to quickly knock down

barriers

• Change team and partner collaboration

• Communications channels established

• No formal documentation to update

Example of a simple Engagement Plan


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• High-level

• Flexible

• Detailed messages are

not pre-scripted

• Consistent, iterative

interactions

• Engages early and

grows commitment

throughout the journey

• “What we Know. What

we Don’t Know. How

We’re Doing.”

Stage Two: Sprint by Sprint


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Managing change during iterative development cycles


Kickoff Tasks

Release Tasks

So don’t:

1. Wait

2. Be discouraged when something changes

3. Delay when trouble hits

And do:

1. Assess impact sprint by sprint

2. Equip and engage stakeholders on the journey

3. Build training as you go


Planning

Time

Information

User-facing requirements provide a lot of insight into the future state


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Who, What, Why, and How

Acceptance Criteria = (How)

“As a(n) _____, I need to ____, so that ____.” (who) (what) (why)

Story:

“As a Claims Intake Agent, I need to complete the claim intake

process in a dropped call scenario so that I can submit the

claim to back office and maintain regulatory compliance.”

The change partners collaboratively map out impact and readiness


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As Is/To Be assessment

Same people?

New steps?

Easier? Faster? More complex?

New skill set?

Is it a performance

measure

today/tomorrow?

Reporting?



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Kickoff Tasks

Release Tasks

So don’t:

1. Wait



And do:





Planning

Time

Information

Don’t wait for a clear end state to begin engaging stakeholders


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Iterative Interactions

• Leadership updates

• People Manager sessions

• User staff meetings, focus groups

• Communications via existing channels

• Encouragement & celebrations

Engage them early

and bring them on the

journey!



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Kickoff Tasks

Release Tasks

So don’t:

1. Wait



And do:





Planning

Time

Information

The schedule and workload is rapid fire after development is complete


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Carrying training development

work into the Release phase

risks either people readiness or

meeting the Go Live date

Finalize

Training Train the

Trainers

Training

Go Live

Product

Completion


Kickoff Tasks

Release Tasks

Testing

Build Training Here!

Leverage the stories and feedback for training during the sprints


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• Stories = Who, what, why, and how

• Beta User Focus Groups

• Access to test site

• User feedback slated for

an enhancement in the

future is a training need

today

Stage Three: Release


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Managing change after development, through Go Live, and beyond


Kickoff Tasks

Release Tasks

So don’t

1. Think you’re done with changes

2. Forget to encourage where needed

3. Stop communicating with

stakeholders

And do

1. Utilize hands-on training

2. Utilize review sessions to finalize

materials

3. Leverage your Beta Users


Time

Time

Time

Time

Time Time

Time

Instructor-led, hands-on training is the most flexible design option

• Minimizes training

materials

• Simplifies quick

incorporation of last-

minute changes

• Provides a better

training experience

• Accelerates the review

process


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But also requires collaboration and advance planning to be successful


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• Use of test (or training)

environment

• Data prep of test (or training)

environment

• Training the trainers

• Content

• Classroom facilitation

• Realistic practice scenarios

• System SME available to

immediately troubleshoot issues

• System and process SME support

for Parking Lot questions



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Kickoff Tasks

Release Tasks

So don’t




stakeholders

And do



materials



Time

Time

Time

Time

Time Time

Time

Utilize review sessions instead of sequential reviews to save time


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Review Edit Review Edit Finalize

Review Finalize

Sequential Reviews

Review Session

Waterfall

Agile



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Kickoff Tasks

Release Tasks

So don’t




stakeholders

And do



materials



Time

Time

Time

Time

Time Time

Time

The Beta Users are your strongest user group


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So let them lead the way!

• Let them participate in review

sessions

• Engage them in training

• SMEs or facilitators

• Let them participate in Train the

Trainer

• Engage them as Floor Walkers at

Go Live

• Learn from their feedback after

Go Live and apply lessons

learned to next implementation

Tying it All Together


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Case Study Results • First release implemented in six months (eight, 3-week sprints)

• Customer-facing users performed in the new system with less than 10% user errors on Day One

• Supervisors owned the problem solving on the floor by Day Two

• Agents and Supervisors performed Business As Usual on the floor by the end of Week One

• Utilize hands-on training

• Utilize review sessions to

finalize materials

• Leverage your Beta Users

at Go Live

• Assess impact sprint by

sprint

• Equip and engage

stakeholders on the journey

• Build training as you go

• Engage OCM early

• Unify your change

partners

• Keep plans simple


Kickoff Tasks

Release Tasks

Tina Saunders

Manager

[email protected]

Documents

Change Management for Agile DevelopmentRelease your waterfall ways! Ideally, Agile practices and principles are embedded into the culture. At minimum, here are the top five behaviors: