A blueprint for succesfully implementing Agile from a Change Management perspective

1. Agile Transition Framework
©Prowareness
A structured approach for introducing future proof Agile in
teams, departments, divisions and/or organizations.
Arno Delhij
Agile Coach, Facilitator, Trainer and Manager

2. Business Transformation
Traditional organizations have become IT organizations.
Their core processes largely depend on
efficient and effective software.

3. The Need for Change!
• More speed is required!
– It takes too long for software to be delivered.
– Value is only provided (if at all) at the end of the project
• Quality is insufficient!
– Time pressure results in low quality software with lot’s of defects
– Teams are not improving
• Business Value is missing!
– Software does not solve the problem
– Customers get what they asked for but not what they need

4. Benefits of Agile!

5. Preferred Method
VERSION ONE.COM © 2013, VersionOne, Inc. All Rights
Reserved

6. Impact of Agile
On:
– Teamwork
– Ownership
– Leadership
– Managing projects
– Dealing with change
– Problem management
– Traditional roles

7. Leading causes of failed Agile
projects!
VERSION ONE.COM © 2013, VersionOne, Inc. All Rights
Reserved

8. Assumption #1
Agile is a journey NOT a destination!

9. Assumption #2
Agility requires a complex organizational change.
Therefore it cannot be entirely planned up-front.

10. Assumption #3
An Agile Transition requires
steering & momentum.

11. Assumption #4
Types of interventions & steering
will change over the course of the transition.

12. Assumption #5
Every organization is unique
and so is the approach!

13. Balancing the Approach
Directing an Agile Transition is all about striking the balance between;
Pre- Designed Emergent development
Top Down management Bottom up initiatives
Self organizing Structure and procedures
Responsible and self
supporting
team members
Hire external expertise
Increase sense of urgency
and gain momentum
Capitalize on
willingness to change
Start with little steps Initiate major changes
Processes and tools Attitude and behavior

14. Agile Transition Framework
©Prowareness
4 Sequential Steps;
Orientation: The call for change
Intervention: But how?
Expansion: Let’s try
Normalization: Make it stick
Each individual, team or organization will sequentially go through
these steps.
The given situation will determine which step will be the first.

15. Planned
Designing
Emerging
Developing
Convergence
Top Down
Bottom Up
Divergence
Agile Transition Framework
©Prowareness
Orientation Normalization
Intervention Expansion
Develop a vision,
Create a sense of
urgency,
Create awareness,
Define goals
Develop basic Agile skills
Develop guidelines &
handbooks,
Identify and share
best practices,
KPI’s & Metrics,
Educational plan’s
Make plans,
Install teams,
Agile Training,
Agile roles,
Define backlogs
Get Teams going,
Resolve impediments,
Facilitate Scrum
Meetings,
Coach Teams

16. Where it may go wrong?
“The 8 failures of Kotter”
Lack of urgency
No consistent vision
Absence of guiding
coalition
Insufficient
communication
(1000x)
Finish too early
Change has not been
made to stick
Impediments do not
get removed
Results are not made
transparant
Planned
Designing
Emerging
Developing
Convergence
Top Down
Bottom Up
Divergence

17. Where it may go wrong?
“Go against the flow”
Planned
Emerging
Convergence
Divergence
1. Guidelines
Setting up Process
descriptions and
instructions for
Agile
2. Supervision
A check on whether
or not the rules and
processes are
followed
3. Intervention
Show teams where
they deviate from the
rules and try to get
them back on track
4.
Orientation
Motivating and
providing rationale
on the background
of guidelines and
processes

18. Where it may go wrong?
“Oversimplified Approach”
Plan’s and targets
Change in print only.
“ The same shit with
different flies on it”
A Day of training will
do.
Good energy, lot’s of
questions, but no
follow-up
Rules and procedures
Guidelines are
beautiful but not
used
Let it emerge.
Optimalisation within
current boundaries
with little or no
impact and results.
Planned
Designing
Emerging
Developing
Convergence
Top Down
Bottom Up
Divergence

19. How to implement?
Reusable experiences:
• Guiding the Agile Transition
• Scrum on Scrum
• Use a Transition Backlog
• Surround sound Scrum
• Babushka – nesting strategy
• Shock Therapy Team Start

20. Guiding Agile Transition
Requires:
• An iterative approach
• The most valuable first
• Failing fast
• Guided by ownership
• Execution is Teamwork
• A Transparent Backlog
• …Scrum on Scrum

21. Scrum on Scrum
Planned
Designing
Emerging
Developing
Convergence
Top Down
Bottom Up
Divergence
Transition
Team
Daily
Scrum
Transition
Planning
Transition
Backlog
Sprint review &
Retrospective
Transition
Objectives
Agilty
Owner Transition
Coach

22. Planned
Designing
Emerging
Developing
Convergence
Top Down
Bottom Up
Divergence
Agile Transition Framework
©Prowareness
Orientation Normalization
Intervention Expansion
Develop a vision,
Create a sense of
urgency,
Create awareness,
Define goals
Develop basic Agile skills
Develop guidelines &
handbooks,
Identify and share
best practices,
KPI’s &
Metrics, Educational
plan’s
Make plans,
Install teams,
Agile Training,
Agile roles,
Define backlogs
Get Teams going,
Resolve impediments,
Facilitate Scrum
Meetings,
Coach Teams

23. The Transition Backlog
Orientation
Description Objective
Agile Awareness
Workshop
Create a common understanding of the
Do’s and Don’ts of Agile
Agile Implementation
Workshop
Setup Implementation Backlog and create
a set of Transition Goals.
Introduction of
Business Value
Workshop focused on how Scrum can be
used for obtaining Business Value & ROI.
Voice of the
Customer
Research on Customer Satisfaction and
looking for improvements
Employee Satisfaction
Survey
Research on Employee Satisfaction and
looking for improvements.
High performing
Teams
Step-by-step structure the organization
around high performing (agile) Teams

24. Planned
Designing
Emerging
Developing
Convergence
Top Down
Bottom Up
Divergence
Agile Transition Framework
©Prowareness
Orientation Normalization
Intervention Expansion
Develop a vision,
Create a sense of
urgency,
Create awareness,
Define goals
Develop basic Agile skills
Develop guidelines &
handbooks,
Identify and share
best practices,
KPI’s &
Metrics, Educational
plan’s
Make plans,
Install teams,
Agile Training,
Agile roles,
Define backlogs
Get Teams going,
Resolve impediments,
Facilitate Scrum
Meetings,
Coach Teams

25. The Transition Backlog
Intervention
Description Objective
Set up Teams Together with management discuss the
possibilities and considerations for setting
up teams.
Transition Planning Setting up (and adjusting) transition
planning
Team kickoff training Team Kick-off training; align all members
on basics of scrum before commencing the
first sprint
Scrum master
training
The Scrum Master has done a 2-day
training and is certified
Product Owner
training
The Product Owner has done a 2-day
training and is certified

26. Planned
Designing
Emerging
Developing
Convergence
Top Down
Bottom Up
Divergence
Agile Transition Framework
©Prowareness
Orientation Normalization
Intervention Expansion
Develop a vision,
Create a sense of
urgency,
Create awareness,
Define goals
Develop basic Agile skills
Develop guidelines &
handbooks,
Identify and share
best practices,
KPI’s &
Metrics, Educational
plan’s
Make plans,
Install teams,
Agile Training,
Agile roles,
Define backlogs
Get Teams going,
Resolve impediments,
Facilitate Scrum
Meetings,
Coach Teams

27. The Transition Backlog
Expansion
Description Objective
Scrum Coaching Help the Teams effectively use and understand
Scrum; the meetings, artifacts and roles.
Product Owner
Coaching
Assist the Product owner with focusing on
achieving and reporting Value and help him or
her with his new role.
Scrum Master
Coaching
Coach the Scrum Master on his role &
knowledge about agile and remove
impediments.
Management
Coaching
Help Management with guiding the Agile
Transition and removing organizational
impediment towards an Agile Organization.

28. Planned
Designing
Emerging
Developing
Convergence
Top Down
Bottom Up
Divergence
Agile Transition Framework
©Prowareness
Orientation Normalization
Intervention Expansion
Develop a vision,
Create a sense of
urgency,
Create awareness,
Define goals
Develop basic Agile skills
Develop guidelines &
handbooks,
Identify and share
best practices,
KPI’s & Metrics,
Educational plan’s
Make plans,
Install teams,
Agile Training,
Agile roles,
Define backlogs
Get Teams going,
Resolve impediments,
Facilitate Scrum
Meetings,
Coach Teams

29. The Transition Backlog
Normalization
Description Objective
Intervision groups Set up Intervision structures based on
roles, expertise or function
Process support Setting up supporting materials such as;
handbooks, reporting sheets, metrics.
Agile Roadmap Development of an Agile Backlog for
guidance to maturity
Performance reviews Setting up a Performance review process;
such as 360 degrees feedback etc
Sprint Reviews Professionalise Review meetings using a
review framework

30. Suround Sound Scrum
Scrum sound from many positions, not just the coach
• 1 or more experienced Scrum Masters or Team
Coaches
• Every Team 1 experienced Agile Developer
• A Manager with ample Agile experience or
mindset

31. Babushka- Nesting Strategy
Start small and incrementally grow

32. Shock Therapy
• Start with 2 day
training
• Sprints of 1 week
• Continuous focus on
“Done”
• Clear set of metrics
• Coaching on the job
full time for 6 weeks
An approach to get teams in a
Hyper productive state rapidly
Disadvantage: Team has relatively little involvement
in shaping the transition process.

33. How to implement?
Reusable experiences:
• Guiding the Agile Transition
• Scrum on Scrum
• Use a Transition Backlog
• Surround sound Scrum
• Babushka – nesting strategy
• Shock Therapy Team Start

34. Thank’s for joining
Arno Delhij
Agile Coach,
Facillitator,
Trainer and Manager

35. Elevator Pitch
For IT managers and Project Managers
Who want to succesfully guide an Agile Transition
The Prowareness Transition Framework
Is a proven approach
That takes into account the theory of Change Management combined
with Scrum practices and Kotter 8-step model into a powerful balance
between top-down/bottom up.
Unlike other approaches which consider a top-down (planned) approach
mostly
This approach has both theoretically and emperically proven steps to
success.