a rogue's take on culture change costs currency, agile australia 2011
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www.agileforest.com A Rogue’s take on the 4 ‘C’s Culture Change Costs Currency
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A Rogue’s take on the 4 ‘C’sCulture Change Costs Currency
Presented at Agile Australia 15 June 2011
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Professionally – An Agile Rogue for seven years
Personally – A Virtual Rogue for five years (Massive Multiplayer Online Role Playing Games)
A blend – Value Driven Remuneration
Something about me...
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
3
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
4
The 4 “C”s: Culture change costs currency
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
5
Understanding your organisation
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
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The Rogue Capability Maturity Model
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
Undercover
Unstealthed
Unfocused
Unleashed
Unstoppable
“We don’t do agile”
“That team does agile”
“Agile is the way we workas an IT group”... sniggers
“Agile is the way we workas an IT group”... nods
“Agile is the wayeveryone works”
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Undercover – adoption and behaviours
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
•Dressed for stealth• Spends quite a bit of time lurking/hiding• Light armour
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Undercover – adoption and behaviours
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
•Works solo •Goes for the quick/easy path
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Undercover business case
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
Scope: Informal/external training No defined process Limited/No customer
visibility Informal HR RoleCost: Any external trainingTime: Any external training
Culture Change: Undercover team onlyRoadblocks: XP practices will be difficult
to adopt Risk of limited expert adviceGovernance Adherence: Anti-compliance
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Unstealthed – adoption and behaviours
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
The new kid on the block
It takes a lot of good work to make a dent in reputation.
There is token pandering.
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Unstealthed business case
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
Scope: Informal/external training No defined process Customer visibility Informal HR Role Expert consultantsCost: Any external trainingTime: Any external training
Culture Change: Undercover team(s) At least one mid level
management advocate Potentially CIO interestRoadblocks: XP practices may be tackled
dependant upon visibility level
‘That group of cowboys’Governance Adherence: Anti-compliance
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Understanding roles
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
13
Unfocused – adoption and behaviours
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
Regarded as an equal Outcomes do not meet
expectations. Three implementation
models1. Legion2. Sensai3. Navy SEAL
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Unfocused – adoption and behaviours
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
The Legion implementation model
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Unfocused business case - Legion
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
Scope: Comprehensive initial training New defined process Customer visibility Introduction of formal HR Role Expert consultantsCost: Training Process development FTETime: Short implementation of
concepts
Culture Change: Inconsistent success Senior executive champion
(CEO/CIO)Roadblocks: Inconsistent application will
risk groups falling into chaos and bringing the whole implementation down.
Reverse token panderingGovernance Adherence: New process compliance
(dependant upon take up)
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Unfocused – adoption and behaviours
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
The Sensai implementation model
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Unfocused business case - Sensai
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
Scope: JIT training New defined process Customer visibility Introduction of formal HR Role Expert consultantsCost: Training Process development FTETime: Long implementation time but
a deep understanding of the concepts, principles and practices.
Culture Change: Gradual success Senior executive champion
(CEO/CIO)Roadblocks: Consistent application but
‘the business’ are still using non Agile methods.
Other divisional area’s not rolled out to yet.
Governance Adherence: Two system compliance until
growth is spread.
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Unfocused – adoption and behaviours
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
The Navy SEAL implementation model
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Unfocused business case – Navy SEAL
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
Scope: JIT training per divisional area New defined process Customer visibility Introduction of formal HR Role Expert consultants (potentially
many)Cost: Training Process development FTETime: Short implementation time per
divisional area. Longer across the IT section.
Culture Change: Rapid results in high value
areas Senior executive champion
(CEO/CIO)Roadblocks: Consistent application but
‘the business’ are still using non Agile methods.
Other divisional area’s not rolled out to yet.
Governance Adherence: Two system compliance until
growth is spread.
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Unleashed – adoption and behaviours
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
Adequate coverage of all roles Roadblocks removal is high Token application is not acceptable Values, principles, practices and manifesto
adherence is the norm.
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Unleashed business case – Unleashed
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
Scope: Team of Agile Rogues
eventually decreasing and the behaviour is now the norm
Operational ownership of the process and its outcomes
Expert consultants no longer required
Cost: Implementation FTE
transforms into Operational FTE
Time: Ongoing operational
maintenance
Culture Change: Culture now the norm for IT Risk - Senior executive
champion change or dis-interest
Roadblocks: Consistent application but
‘the business’ are still using non Agile methods
Governance Adherence: Strong compliance
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Unstoppable – adoption and behaviours
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
23
Unstoppable business case – Unstoppable
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
Scope: Extensive training program Significant process
adjustment to consider the business only elements
Potential governance refactoring
Cost: Implementation FTE and
Operational FTETime: Dependant on the extent of
the business domain and approach.
Culture Change: All encompassingRoadblocks: Value proposition debatesGovernance Adherence: Strong compliance
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A Rogue’s main weapon
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
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Other weapons?
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
26
Renee.Troughton@suncorp.com.au http://agileforest.com AgileRenee
http://www.suncorp.com.au Suncorp is one of Australia and New Zealand’s largest diversified financial service providers, supplying banking, insurance and wealth management products to around 9 million customers through well-established and recognised brands such as AAMI, Australian Pensioners Insurance Agency, Shannons, Vero, Asteron and Tyndall, as well as Suncorp and GIO. Today, Suncorp is Australia’s fifth largest bank and second largest domestic general insurance group, with over 16,000 staff. Suncorp has representation in 450 offices, branches and agencies throughout Australia and New Zealand.
http://www.agileacademy.com.au/The Agile Academy is the next wave in Agile learning and collaboration., Designed for IT professionals, the Agile Academy is a knowledge hub that promotes Agile related learning, knowledge sharing and compatibility development across the IT industry.
Questions?
Presented at Agile Australia 15 June 2011
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs Currency
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Undercover business caseIMPLEMENTATION SCOPE
HIGH LOW
IMPLEMENTATION COST HIGH LOW
IMPLEMENTATION TIME HIGH LOW
ORGANISATIONAL CULTURAL CHANGEHIGH LOW
ROADBLOCKS
HIGH LOW
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
GOVERNANCE ADHERENCEHIGH LOW
28
Unstealthed business caseIMPLEMENTATION SCOPE
HIGH LOW
IMPLEMENTATION COST HIGH LOW
IMPLEMENTATION TIME HIGH LOW
ORGANISATIONAL CULTURAL CHANGEHIGH LOW
ROADBLOCKS
HIGH LOW
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
GOVERNANCE ADHERENCEHIGH LOW
29
Unfocused business case – Legion model
IMPLEMENTATION SCOPE
HIGH LOW
IMPLEMENTATION COST HIGH LOW
IMPLEMENTATION TIME HIGH LOW
ORGANISATIONAL CULTURAL CHANGEHIGH LOW
ROADBLOCKS
HIGH LOW
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
GOVERNANCE ADHERENCEHIGH LOW
30
Unfocused business case – Sensai model
IMPLEMENTATION SCOPE
HIGH LOW
IMPLEMENTATION COST HIGH LOW
IMPLEMENTATION TIME HIGH LOW
ORGANISATIONAL CULTURAL CHANGEHIGH LOW
ROADBLOCKS
HIGH LOW
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
GOVERNANCE ADHERENCEHIGH LOW
31
Unleashed Business Case
IMPLEMENTATION SCOPE
HIGH LOW
IMPLEMENTATION COST HIGH LOW
IMPLEMENTATION TIME HIGH LOW
ORGANISATIONAL CULTURAL CHANGEHIGH LOW
ROADBLOCKS
HIGH LOW
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
GOVERNANCE ADHERENCEHIGH LOW
32
Unstoppable Business CaseIMPLEMENTATION SCOPE
HIGH LOW
IMPLEMENTATION COST HIGH LOW
IMPLEMENTATION TIME HIGH LOW
ORGANISATIONAL CULTURAL CHANGEHIGH LOW
ROADBLOCKS
HIGH LOW
www.agileforest.comA Rogue’s take on the 4 ‘C’s
Culture Change Costs CurrencyPresented at Agile Australia 15 June 2011
GOVERNANCE ADHERENCEHIGH LOW
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