PRESENTS

Agile and Change

A love story!

Paulette OldfieldChange and Agile SpecialistAugust 2018

What is agility?

1

• Agile is not a project management

methodology

• It’s not a silver bullet

• It’s a cultural, organisational and behavioral

shift in how we work together and adapt to

change

Demystification!

2

Values

Values and Principles

3

Agile Manifesto

• We value individuals and interactions over processes and tools.

• We value working software [or any product] over comprehensive documentation.

• We value customer collaboration over contract negotiation.

• We value responding to change over following a plan.

While there is value in the items on the right,

we value the items on the left more.

Principles

1. Customer satisfaction through early and continuous software delivery – Customers are happier

when they receive working software at regular intervals, rather than waiting extended periods of time

between releases.

2. Accommodate changing requirements throughout the development process – The ability to

avoid delays when a requirement or feature request changes.

3. Frequent delivery of working software – Scrum accommodates this principle since the team

operates in software sprints or iterations that ensure regular delivery of working software.

4. Collaboration between the business stakeholders and developers throughout the project –

Better decisions are made when the business and technical team are aligned.

5. Support, trust, and motivate the people involved – Motivated teams are more likely to deliver their

best work than unhappy teams.

Values and Principles

4

Principles

6. Enable face-to-face interactions – Communication is more successful when development teams

are co-located.

7. Working software is the primary measure of progress – Delivering functional software to the

customer is the ultimate factor that measures progress.

8. Agile processes to support a consistent development pace – Teams establish a repeatable and

maintainable speed at which they can deliver working software, and they repeat it with each release.

9. Attention to technical detail and design enhances agility – The right skills and good design

ensures the team can maintain the pace, constantly improve the product, and sustain change.

10. Simplicity – Develop just enough to get the job done for right now.

Values and Principles

5

Principles

11. Self-organizing teams encourage great architectures, requirements, and designs – Skilled and

motivated team members who have decision-making power, take ownership, communicate regularly

with other team members, and share ideas that deliver quality products.

12. Regular reflections on how to become more effective – Self-improvement, process improvement,

advancing skills, and techniques help team members work more efficiently.

Values and Principles

6

Culture

7

Practices

8

The Social Contract – the document that the team produces that outlines the rules of engagement using the

agile way of working

Iterations / sprints – a period of time to which the team agrees to deliver the work

Planning – team regularly gets together to plan for the coming iteration / sprint and focus on priorities and

break down the work

Stand-ups - A very short team get together to provide a update on progress since the last stand-up:

What they have done

What they are doing

What, if any are their blockers

Agile wall / war room – a place where the team comes together and places story / activity cards and conducts

their stand ups

Retrospectives – at the end of the iteration / sprint, the team pauses to reflect on how things are going –

celebrate what’s working, course correct if things aren’t going so well

Showcase - allows the team to demonstrate progress on a regular basis and obtain customer / stakeholder /

sponsor feedback on what has been delivered and the future of the project

Why Agile is in love with Change

Management?

9

Because they can’t live without each other!

Change Management

10

Change creates anxiety and fear

Active and visible sponsorship is the top success factor for change

management

Organizational value systems impact the way change happens. What is important to

our organization?

The magnitude of a given change will impact how employees react and how the change should be

managed.

Changes come to life through the work and behaviors of

individuals in your organization.

Change occurs as a process, not as an event.

Every change can be viewed from the perspective of a sender and a receiver.

The 7 concepts of change - Prosci

Change Management

11

The 5 stages an individual must achieve in order to change successfully - Prosci

Agile• Article by Rash Khan – ‘Doing Agile vs Being Agile’.

• Book by Steve Denning – ‘The Age of Agile’

Change Management• Prosci Change Management – Website

Some cool resources….

12