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- 2 -leanchangemethod.com #leanchange
2. Your change plan is going to be wrong, no matter what
3. Treat change like a startup: prepare, introduce, learn
Three points I hope to leave you with as a result of this presentation
1.embracing the agile mindset is hard, really hard
- 3 -leanchangemethod.com #leanchange
Call to action: inject experimental thinking into your next capability improvement initiative
Managing technology knowledge workers through command-and-control,
functional departments, and waterfall processes have left IT with a
legacy of poor performance
• Lots of process, not very much followed• Too many handoffs, takes to long• Inability to respond quickly• Problem discovered too late causing
projects to go off the rails• Successfully delivering according to the
original plan means the solution is no longer relevant
We help organizations unlock their
potential to achieve better business
outcomes through lean and agile
methods
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Agile Transformation leads to a rethink of the entire organization…
process, people and technology are all impacted
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R D B T D
If you ask an external consultant to help you, chances are they will
recommend a prescriptive change plan followed by a “Big Bang” change
rollout
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ITIL
RUP
CMMI
IT-CMF
Agiile (32 flavours)
Lean (99 flavours)
TOGAF
COBIT
ISO 19439
Etc.
Market RiskMaturity
CULTURE
Technology Size
Market
riskEtc.
Etc.
Business
Implementing meaningful capability improvement is complex, planning
can’t reduce the inherent uncertainty in the problem space
CMMI
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Performance
Time
The paradox of change, is that the organizations that most need a
drastic change, are the organizations least able to accomplish this
change
Large-scale changes, cause and equivalently large short-term drop in performance, low capability organizations do not have the stomach to whether the disruption and revert back to old behaviors
- 10 -leanchangemethod.com #leanchange
Borrowing from the Lean Startup world, Lean Change emphasizes co-
creation and validated learning
1. Co-Create Your Transformation Plan with your impacted stakeholders
2. Identify the Riskiest Parts of Your Plan
3. Validate Transformation Assumptions through Change Experiments
4. Track Progress through explicit Metrics of Success
- 11 -leanchangemethod.com #leanchange
The stack provides a mechanism to:• Document your plan• identify the riskiest parts of your plan• track experiments to validate
assumptions
The “Lean Transformation Stack” is used to help change agents manage
the uncertainty behind large-
scale organizational
transformation`
- 12 -leanchangemethod.com #leanchange
Vision
Single compelling statement that describes what the “destination” looks like
Target of communication, channel, frequency
Communication
Key activities, milestones used to implement changeGeneral timing requirementsKey change methods coaching, training, one-on-one mentoring, process analysis, etc.Action
Qualitative benefits (customer perception, changes in behavior, capability, moral)Quantitative benefits (quality, throughput, lead time, velocity)
Wins /
Benefits
Strategic pillars, common enablers, etc
Changes to methods, processes, and roles and responsibilities
Changes in organizational structure
Target
Options
Specific milestones that describe success, along with one or more supporting metrics
Top drivers behind the change
What is the pain being felt, and what is the impactConsequence of staying with the current situation
Urgency Change Personas
Level of impact for different stakeholders, both direct and indirect and indirectKey assumptions in terms of capability and commitment to enable the change
Success
Criteria
- 13 -leanchangemethod.com #leanchange
Vision
Single compelling statement that describes what the “destination” looks like
Target of communication, channel, frequency
Communication
Key activities, milestones used to implement changeGeneral timing requirementsKey change methods coaching, training, one-on-one mentoring, process analysis, etc.Action
Qualitative benefits (customer perception, changes in behavior, capability, moral)Quantitative benefits (quality, throughput, lead time, velocity)
Wins /
Benefits
Strategic pillars, common enablers, etc
Changes to methods, processes, and roles and responsibilities
Changes in organizational structure
Target
Options
Specific milestones that describe success, along with one or more supporting metrics
Top drivers behind the change
What is the pain being felt, and what is the impactConsequence of staying with the current situation
Urgency Change Personas
Level of impact for different stakeholders, both direct and indirect and indirectKey assumptions in terms of capability and commitment to enable the change
Success
Criteria
- 14 -leanchangemethod.com #leanchange
Communication
Vision
Target
Options
Urgency
Wins /
Benefits
Action
Change Personas
Success
Criteria
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Run Experiments to Validate Assumptions
MTI 1
Assumption1
Assumption2
Assumption3
LearningsExperiment Queue Prepare Introduce Learn
The Transformation Validation Board
Extract the top riskiest 3
elements from your canvas321 Capture Learnings
Title Key Assumption Key Metric Key Learning
MTI 2
Assumption1
Assumption2
Assumption3
LearningsExperiment Queue Prepare Introduce Learn
Title Key Assumption Key Metric Key Learning
MTI 3
Assumption1
Assumption2
Assumption3
LearningsExperiment Queue Prepare Introduce Learn
Title Key Assumption Key Metric Key Learning
- 16 -leanchangemethod.com #leanchange
Communication
Vision
Target
Options
Urgency
Wins /
Benefits
Action
Change Personas
Success
Criteria
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Title
Learnings
Run Experiments to Validate Assumptions
MTI 1
Assumption1
Assumption2
Assumption3
Experiment Queue Prepare Introduce Learn
The Transformation Validation Board
Extract the top riskiest 3
elements from your canvas321 Capture Learnings
Key Assumption Key Metric Key Learning
MTI 2
Assumption1
Assumption2
Assumption3
LearningsExperiment Queue Prepare Introduce Learn
Title Key Assumption Key Metric Key Learning
MTI 3
Assumption1
Assumption2
Assumption3
LearningsExperiment Queue Prepare Introduce Learn
Title Key Assumption Key Metric Key Learning
TitleCocreative change planning with delivery managers Title
Managers have capability and commitment > ability to create and socialize agile transformation plan
Title% of managers that demonstrate capability
- 18 -leanchangemethod.com #leanchange
The Agile CoE worked with almost 100 managers
and executives to co-create a shared vision for
agile change
- 22 -leanchangemethod.com #leanchange
Learnings
Run Experiments to Validate Assumptions
MTI 1
Assumption1
Assumption2
Assumption3
Experiment Queue Prepare Introduce Learn
The Transformation Validation Board
Extract the top riskiest 3
elements from your canvas321 Capture Learnings
Title Key Assumption Key Metric Key Learning
MTI 2
Assumption1
Assumption2
Assumption3
LearningsExperiment Queue Prepare Introduce Learn
Title Key Assumption Key Metric Key Learning
MTI 3
Assumption1
Assumption2
Assumption3
LearningsExperiment Queue Prepare Introduce Learn
Title Key Assumption Key Metric Key Learning
All of IT wants to engage in transformation
Capability of managers is high within organization
Delivery has multiple levels of management
TitleCocreative change planning with delivery managers Title
Managers have capability and commitment > ability to create and socialize agile transformation plan
Title% of managers that demonstrate capability
- 23 -leanchangemethod.com #leanchange
Communication
Vision
Target
Options
Urgency
Wins /
Benefits
Action
Change Personas
Success
Criteria
- 24 -leanchangemethod.com #leanchange
Run Experiments to Validate Assumptions
The Transformation Validation Board
Extract the top riskiest 3
elements from your canvas321 Capture Learnings
MTI 2
Assumption1
Assumption2
Assumption3
LearningsExperiment Queue Prepare Adopt Learn
Title Key Assumption Key Metric Key Learning
MTI 3
Assumption1
Assumption2
Assumption3
LearningsExperiment Queue Prepare Adopt
Title Key Assumption Key Metric Key Learning
IT Leaders did commit time, energy, and capability to co-create change plan
Business needs to be at the table
Learn
Learnings
MTI 1
Assumption1
Assumption2
Assumption3
Experiment Queue Prepare Introduce Learn
Title Key Assumption Key Metric Key Learning
All of IT wants to engage in transformation
Capability of managers is high within organization
Delivery has multiple levels of management
TitleCocreative change planning with delivery managers Title
Managers have capability and commitment > ability to create and socialize agile transformation plan
Title% of managers that actively contribute to plan
TitleCocreative change planning with all IT Leaders Title
Managers have capability and commitment > ability to create and socialize agile transformation plan
Title% of managers that actively contribute to plan
TitleTeam Training with Agile Leaders Title
Validate manager can demonstrated Agile leader behaviours by co-training teams with COE on agile methods
Title% of managers that effectively teach
- 25 -leanchangemethod.com #leanchange
Single compelling statement that describes what the “destination” looks like
Success
Criteria
<Exciting outcome> for <Affected stakeholder group> through <Target metaphor>
Communication
Vision
Target
Options
Urgency
Wins /
Benefits
Action
Change Personas
- 26 -leanchangemethod.com #leanchange
Continue to validate the change persona believed to be the most critical, until you are
satisfied that it is no longer the key risk, and move to another
MVC #5 Manager Led Quick Wins Adoption (Agile Basic Stack)
1. Agile leaders can commit sufficient time and effort to coach teams2. Lean Agile delivery model across majority of ES 3. Managers introduce change using pilot and measure approach
Validate that managers can lead the way for their teams to adopt agile
1. 2 Tier “Agile Leader – managers coach teams” coaching model2. ES senior leaders & managers can lead & coach teams to adopt agile3. Managers cocreate MVC sized adoption plans with their teams with
minimal COE support
MTI #4 Manager Lead Change Planning
Validate that managers can be proactive agile leaders by asking them to plan agile pilots with minimal support
- 27 -leanchangemethod.com #leanchange
In a Nutshell, we have used Lean Change to help us focus and adapt based
on the current riskiest proposition in our change model
1. Give all change stakeholder the chance to help build the change plan
2.Focus their effort around describing the ideal personas that represent the behaviors of the new world
3.Try to quantify ways to measure potential change4.Test assumptions against change personas as they relate to
other aspect of your change model
5. Be ready to pivot, your plan may be to ambitious, your tactics suboptimal, or your persona descriptions are not feasible
- 28 -leanchangemethod.com #leanchange
To learn more about Lean
Change:
• Contact the Lean Change team
• Jeff Anderson [email protected]
• Alexis Hui • [email protected]
• Taimur Mohammed [email protected]
• Visit leanchangemethod.com
• Check out the book, The Lean
Change Method at
book.leanchangemethod.com