Agile is Fascinating, but not Trivial. Consider changes in habits, behaviors, skills, competences, etc. It means we need to know what approch, methodology or framework could better fit for any transformation, but what about the people side? What about individual and interactions? This presentation explores the change management side of any big initiative, included agile transformations

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Agile Project Management
Emiliano Soldi
AGILE TRANSFORMATION COACH
TIME TO CHANGE
.

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DIGITAL INNOVATION AND DISRUPTION
The world is changing at a rate at which
systems, structures and cultures built over
the past century, can no longer keep up.
Nowadays, organization shall realize how to
change quickly, incrementally and consistently.

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COMPLEXITY
creates interdependencies that
are inexplicable, emergent
and difficult to predict

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TURN ON A DIME
FOR A DIME
Change direction,
faster, at a low cost

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WHAT?! ARE YOU STILL ASKING
«WHY AGILE»?

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Waterfall Method
Even Winston Royce, creator
of the Waterfall model, said
that "This process does not
work entirely and that it has
to be carried out at least
twice."
(Royce, 1970)

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Cone of Uncertainty
The National Aeronautics
and Space Administration
in 1996 confirmed the
testimony of professor
Boehm who calculated that
“Estimates given at the
beginning of a project life
cycle (before the
requirements phase) carry
on average an uncertainty
factor of 4.” (Boehm, 1981)

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DuPont study quoted only 25%
of a system's features were really needed
A Standish study found that 45%
of features were never used
A Standish study found that only 20%
of features were used often or always

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Waterfall vs Agile Project Success
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OK, YOU HAVE CONVINCED ME.
SO, LET’S ADOPT AGILE!

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Questioni di framework?
IS IT JUST ABOUT APPROACHES OR FRAMEWORKS?

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IF SO, CHOOSE ONE!
SCRUM, Kanban, XP, Lean SW Dev, etc.?
SAFe, DAD, LeSS, Nexus, etc?

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…WAIT, BUT WHAT ABOUT
PEOPLE AND CULTURE?

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Leading Causes of Failed Agile Projects
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The 10° annual State of Agile™ Report ‐ VERSIONONE

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Barriers to Further Agile Adoption
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The 10° annual State of Agile™ Report ‐ VERSIONONE

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AGILE IS FASCINATING,
BUT NOT TRIVIAL
Consider changes in habits,
behaviors, skills, competences, etc.

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PROJECT MANAGEMENT
SHIFT PARADIGM
PREDICTIVE VS ADAPTIVE
AGILE USES
EMPIRICAL PROCESS CONTROL

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incrementale
ITERATIVE & INCREMENTAL
DEVELOPMENT
INSTEAD OF ENTIRELY ANALYZE AND DEVELOP
THE NEW SYSTEM, IT IS DONE ITERATIVELY,
RELEASING PRODUCT INCREMENTS SEQUENTIALLY

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Requirements in Agile are not analyzed and detailed all in once,
up-front, but gathered high level, then collected and prioritized
by business value in a product backlog and decomposed iteratively.
The most important ones are decomposed in details and worked
by the development team early.
The less important remain coarse-grained and decomposed
Just-In-Time, one or two sprints before the implementation starts.
REQUIREMENTS
Teams estimate using a technique called Planning
Poker Game (Wide-band Delphi).
Every item is evaluated according to its dimension,
complexity, knowledge and uncertainty and compared
relatively against other items.
The preferred unit of measure is Story Point.
ESTIMATING

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CROSS-FUNCTIONAL TEAMS SELF-ORGANIZATION
Teams are formed with all the professional roles necessary to plan,
design, build and deploy working software, every iteration.
Every Agile team shall be autonomous and auto-consistent in order
to release business value every iteration, minimizing the possibility
to incur in any external dependency.
Teams are empowered to take decisions, in order to solve problems
quickly and efficiently. They are trained to remove any impediments
by themselve if is possibile or to have managers involved actively
facilitating their work.
Agile teams «pull» work from the backlog, no one assign it to them.

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LIGHT TOUCH LEADERS
THESE ARE SERVANT LEADERS, ABLE TO CONVEY PROJECT
OBJECTIVES AND VISION TO THE TEAMS, HELPING IN OBSTACLE
REMOVING. GREAT COMMUNICATORS, THEY INVITE TEAMS TO
EXPLORE, INNOVATE AND LEARN, EVEN THROUGH MISTAKES.

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CHANGE

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Punti salienti CM
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o
CHANGE CAN BE DISORIENTING
It can create stress and anxiety
for many people. Some try to avoid the
change being passive, others will resist
through tactics such as negativity,
destructive or criticism.

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RESISTANCE TO CHANGE
People often resist change for the
simple reason that it disrupts their
habits or because they fear they can
loss of power or stature.

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SATIRCHANGEMODEL

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Some Change Management Models
LEAN CHANGE MANAGEMENT
MCKINSEY 7S FRAMEWORK

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SHALL WE USE THEM ALSO FOR
AGILE TRANSFORMATIONS?

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CHANGE AND INDIVIDUALS
Change happens primarily at the individual level.
In order for a group or organization to change, all the individuals within
that group or organization must change.
This means that in order to affect change in our organizations,
businesses and communities, we must first
understand how to affect individual change.

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PROSCI® ADKAR® Model
Copyright Prosci 2014. All rights reserved.

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Decoupling Systems – Virtual Networks

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XLR8 5 PRINCIPLES
1) MANY CHANGE AGENTS,
NOT JUST THE USUAL FEW APPOINTEES.
2) A WANT-TO AND A GET-TO,
NOT JUST A HAVE-TO, MIND-SET.
3) HEAD AND HEART,
NOT JUST HEAD.
4) MUCH MORE LEADERSHIP,
NOT JUST MORE MANAGEMENT.
5) TWO SYSTEMS, ONE ORGANIZATION.
8 ACCELERATORS

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1. CREATE A SENSE OF URGENCY
It’s critical to improve the organization’s awareness
that it needs continual strategic adjustments and
alignment with the biggest opportunity in sight.
Urgency starts at the top of the hierarchy, and it is
important that executives keep acknowledging and
reinforcing it so that people will wake up every morning
determined to find some action they can take in their
day to move toward that opportunity.

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2. BUILD A GUIDING COALITION
The core of a strategy network is the guiding coalition
(GC), which is made up of volunteers from throughout
the organization. It is preferable that people fill out
applications to be on the GC.
With a sufficient sense of urgency, you may get 10
times as many applications as there are roles in the
network’s core.

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3. FORMULATE A STRATEGIC VISION
The vision will serve as the Norths star for the dual
operating system. A well formulated vision is focused on
taking advantage of a big make-or-break opportunity.
The right vision is feasible and easy to communicate. It is
emotionally appealing as well as strategically smart. It
gives the GC confidence to mage decisions on the fly,
without having to seek permission at every turn.

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4. ENLIST A VOLUNTEER ARMY
To move faster and further, you need to pull more people
than ever before into the strategic change game,
but in a way that is economically realistic.
That means not large numbers of full-time
or even part-time appointments but volunteers.
And 10% of the managerial and employee
population is both plenty and possible.

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5. ACCELERATE MOVEMENT REMOVE BARRIERS
Barriers are evident in the organizations,
people raise problems but, in general,
the network, through its volunteers,
sees them and takes responsibility to work on that.

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6. CELEBRATE VISIBLE SHORT-TERM WINS
A strategy network’s credibility won’t last long
without confirmation that its decisions
and actions are actually benefiting the organization.
To ensure success, the best short-term wins
should be obvious, unambiguous, and clearly
related to the vision.
Celebrating those wins will buoy the volunteer army
and prompt more employees to buy in.

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7. SUSTAIN ACCELERATION
Organizations must continue to carry through
on strategic initiatives and create new ones,
to adapt to shifting business environments,
and thus to enhance their competitive positions.

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8. INSTITUTIONALIZE STRATEGIC CHANGES
No strategic initiative, big or small, is complete
until it has been incorporated into day-to-day activities.
A new direction or method must sink into the very
culture of the enterprise—and it will do so if the
initiative produces visible results and sends your
organization into a strategically better future.

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THINK BIG.
START SMALL.
MOVE FAST.

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Emiliano.Soldi at gmail dot com
http://www.EmilianoSoldiPMP.info
@EmilianoSoldi

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Bibliografia