agile breakthroughs: better agile adoption through change management
TRANSCRIPT
Agile Breakthroughs: Better Agile Adoption through Change Management
Katy Saulpaugh, Agile Change Management Practice Lead
About me
• Agile coach, Product Owner and ScrumMaster
• Corporate communications
• Change management
• IT and KIM consulting for federal, commercial and nonprofit clients
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About Enterprise Knowledge
Enterprise Knowledge is focused on providing practical solutions that help organizations capture, manage, and present information. Our goal is to ensure that, through our efforts, your organization’s information can be found, used, and reused, ensuring the greatest returns and satisfaction for your customers and employees.
Let us help you make your information work for you: Taxonomy Design & Development Knowledge & Information Strategy Content & Systems Governance Agile Transformation & Coaching Records Management Strategy &
Implementation Software Requirements Gathering
& Selection Application Development
Contact us:
Phone: 571.403.1109Email: [email protected]
Follow us:
Blog: www.enterprise-knowledge.com/blogTwitter: @EKConsultingSlideShare: slideshare.net/Enterprise-Knowledge
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Agile Adoption in 4 Steps
1. Understand2. Baseline3. Model4. Practice
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1. UNDERSTAND CHANGE MANAGEMENT
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What does change management do?
Change management addresses the people side of change to achieve the required outcomes of a change project or initiative
-Prosci
HELP PEOPLE DO SOMETHING NEW
• Change Management on an Agile product: change management aligned with the Agile release schedule for your product, designed for the people who will be using it
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What do we mean by Agile Change Management?
• Change Management for Agile adoption: ensuring the right changes in behavior happen when a team or organization goes Agile
EK’s take on failed projects
• Overreliance on Agile tools • Struggles to release often enough• (Middle) management that won’t let go• Processes outside the team don’t change
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Fear of loss Skepticism Inertia
Complexity Geography Culture
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Factors that complicate adoption
2. BASELINE YOUR CHANGE
Lightweight baselining
• How?– Dot voting– Pollev or other online voting tools– Use previous research
• Who?– Organization level: sponsor, Agile Coach or PO– Team level: ScrumMaster or Agile Coach
• When?– Sprint 0– Now
“Willpower isn’t just a skill. It’s a muscle, like the muscles in your arms or legs, and it gets tired as it works harder, so there’s less power left over for other things.”
-Charles Duhigg, The Power of Habit
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Change Portfolio
Agile maturity
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3. MODEL FOR AGILE STICKINESS
EK’s Agile change management model
Communicate early results
using two-way channels
Listen to feedback and show its impact on the project
Collaborate with users to
create understanding
Measure success and
improve iteratively
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Communicate
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Communicate early results
using two-way channels
• Business value• WIIFM• Feedback
mechanism
• Surface problems early• Generate questions to
address• Show impact on the
project
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Listen
Listen to feedback and show its impact on the project
• Methodology choice• Policy evolution• Story intake
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Collaborate
Collaborate with users to
create understanding
• Keep ongoing measurements lightweight
• Include adoption in retrospective
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Measure
Measure success and
improve iteratively
4. PRACTICE
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Let’s try it!
You’re an Agile coach of a software development team. Your team is gung-ho about Agile but the rest of the business isn’t so sure. Your client has asked you to help him reach out to them because everyone is involved in creating your product.
Break into 4 groups:- Executives- IT operations- Sales/marketing- Customers
10 minutes: What might change about your group’s job after going Agile? What business value and WIIFM messages about Agile resonate with each group?
Use EK’s Agile change management model when…
Your project lacks ownership from staffYou are experiencing resistance to or confusion
about Agile, or another new process or productYour technology is being used poorly (or poorly used)Your legacy technology no longer fits your needs
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