Agile Breakthroughs: Better Agile Adoption Through Change Management
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Presentation delivered to Women In Agile Meetup in April 2015
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Agile Breakthroughs: Better Agile Adoption Through Change Management
- 1. Agile Breakthroughs: Better Agile Adoption through Change Management Katy Saulpaugh, Agile Change Management Practice Lead
- 2. About me • Agile coach, Product Owner and ScrumMaster • Corporate communications • Change management • IT and KIM consulting for federal, commercial and nonprofit clients 1
- 3. 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: 571.403.1109 Email: info@enterprise- knowledge.com Follow us: Blog: www.enterprise- knowledge.com/blog Twitter: @EKConsulting SlideShare: slideshare.net/Enterprise-Knowledge 2
- 4. Agile Adoption in 4 Steps 1. Understand 2. Baseline 3. Model 4. Practice 3
- 6. 5 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
- 7. • 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 6 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
- 9. 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 8
- 10. Fear of loss Skepticism Inertia Complexity Geography Culture 9 Factors that complicate adoption
- 11. 2. BASELINE YOUR CHANGE
- 12. 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
- 13. “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 12 Change Portfolio
- 16. 3. MODEL FOR AGILE STICKINESS
- 17. 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 16
- 18. Communicate 17 Communicate early results using two-way channels • Business value • WIIFM • Feedback mechanism
- 19. • Surface problems early • Generate questions to address • Show impact on the project 18 Listen Listen to feedback and show its impact on the project
- 20. • Methodology choice • Policy evolution • Story intake 19 Collaborate Collaborate with users to create understanding
- 21. • Keep ongoing measurements lightweight • Include adoption in retrospective 20 Measure Measure success and improve iteratively
- 22. 4. PRACTICE
- 23. 22 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?
- 25. Use EK’s Agile change management model when… Your project lacks ownership from staff You are experiencing resistance to or confusion about Agile, or another new process or product Your technology is being used poorly (or poorly used) Your legacy technology no longer fits your needs 24
Hinweis der Redaktion
- Hi, I’m Katy Saulpaugh. It’s great to be here, and I wanted to tell you a little bit about myself before we start. I’m an expert in change management, Agile and KM. I started my career in corporate communications and change management, and have since made the shift to IT and KM. A few years ago I got the Agile bug and have served in a number of roles on development teams and organizational Agile transformations.
- What does it NOT do? Configuration management or change control boards. It’s also not force feeding. CM is a pretty broad field: it can be applied to many types of initiatives: new technology, new processes, a reorg, or even an office move
- I want to take a moment to clarify what we mean by Agile change management. This could go one of two ways: the first, which is the one we’ll talk about today, is aimed at helping teams and organizations adopt Agile. The second is actually conducting change management activities like communications and training for your product rollout, especially if you release frequently. I just got back from a conference on change management and this is something that was a very hot topic this year. I think in a way, the first is a precondition for the second. We want to change ourselves first, and really internalize the Agile mindset, before we start evangelizing others on the actual product we’re building. But for today’s purposes, we’re just going to focus on the first. If you’re interested in talking to me about change for product releases I’d be happy to do so after this session.
- What does resistance to Agile look like? https://www.polleverywhere.com/free_text_polls/hJmfrYUj5rPpaAd
- Using an Agile PM tool isn’t enough to ensure adoption I was once in a product owner role, and was told that I could do everything in the role except prioritize. Trust is really important for self-organizing teams, and is oftentimes a prerequisite for successful agile adoption On the other hand, Agile transformation can cause a lot of fear in non-IT teams, because you can’t tell them exactly how their jobs will change (e.g., finance, sales).
- We all know change starts with ourselves. Some changes may actually involve job change or loss, and especially in a low-trust organization, fear may be a powerful motivator. For those who are in non-IT industries, they may see Agile as a trend and may just want to wait it out. And finally, we know the power of a habit to keep us stuck in a rut. But because people live and work in networks, this is actually a more complex problem. Even if one individual changes, the “virus” needs to spread across the whole network. Added barrier to this spreading could be different cultural values or languages, as well as geographical dispersion.
- Why is it important to baseline your change, even if you’re in the middle of it? Although change management has the reputation of being “soft” I think most people want to know whether they have succeeded. If you’re going to invest time and energy in agile adoption activities you will want to see some kind of progress. It will also help you understand the problem deeper.
- Traditionally, a change management practitioner on a waterfall project does a large upfront stakeholder analysis or readiness assessment. Obviously, since we’re Agile we will want to get a baseline in a much more lightweight way. The easiest way to find out whether people have adopted Agile is just to ask them! In a recent lunch and learn, we used dot voting to gauge level of comfort with our Agile project. This could also be part of a retrospective if you’re facing resistance at the team level. Most Agile projects don’t have dedicated change management practitioners – and I would say that only the large projects would need them. A natural place for this to happen would be in Sprint 0, but it’s still worth measuring even if you’re in the middle of a project.
- Has anyone read the Power of Habit? I really like the idea of willpower as a limited commodity. I’m training for my first triathlon, so I think about willpower a lot. That’s why I’ve realized that I’m much better off training in the morning – my energy and willpower levels are still high. From a business perspective, you need to think from the portfolio level: how many simultaneous projects are going on at once in your organization? If people are having to learn many new processes and tools all at the same time as going Agile, their willpower is going to be depleted and they will be more likely to resist. In the best case scenario, this can start a conversation with a program manager or executive about project timing. Worst case, if timing of other project demands can’t be flexible, you may have to reevaluate the best time to start going Agile.
- Everett Rogers came up with the adoption bell curve in the 1960s to illustrate diffusion of innovations in the marketplace. Since then it has also been used to explain adoption across organizations. Where you are on the curve depends on your industry. In the IT field, Agile isn’t really an innovation anymore – it is an accepted way of doing business. In marketing, it’s becoming well known but probably still in the early adoption stage. Diffusion of many Agile principles has made it to the self help world, and I think has something to do with the “life hacks” of personal productivity. Taking it to edge cases, it might be considered pretty cutting edge for other fields like international development.
- How mature is Agile in your organization? https://www.polleverywhere.com/multiple_choice_polls/Sk3GHN4uSR4iFvd
- Here’s an Agile way to think about change management. It’s basically a tweaked version of the Kanban, plan do check act. You can easily incorporate this into your sprint schedule and scale up or down based on what’s appropriate for your role.
- Here’s an Agile way to think about change management. It’s basically a tweaked version of the Deming cycle: plan do check act. Let’s start with communication: setting up two way channels is the fastest way to learn about your organization and keep up if things change. That’s your baseline step, but it doesn’t stop there. Crucial to your success are what is being communicated. Business value: best from managers, why are you going Agile? Why now? WIIFM: what’s in it for me – we’ll do a little exercise on this later Feedback mechanism – this goes a long way to bringing goodwill to the project, especially if it’s larger than just one team. Understanding Agile is the next step. Agile games focused on a particular problem that a team is wrestling with – prioritization, or the role of a product owner, or acceptance criteria. This can be delivered in bite-sized pieces and doesn’t interrupt work because it’s short. In this sense, training is a form of communication.
- When you listen, you also need to do something with that feedback, typically showing its impact on the project in some visible way. This is the best way to get high quality feedback over time. I did this for a Sharepoint adoption project – I was asked to show ways people were really using the site. I ended up adding this into regular training sessions with status reporting and coauthoring.
- Usually, it’s at this point of the presentation that some of you are thinking, where is training in this? To me, training is too reductive. I like to think of collaboration in a product design rather than training. If you’re implementing Agile, people typically don’t have a choice in the methodology that’s being used. Why does that have to be the case? A DOD team I worked with did some due diligence and came up with three options that best fit their needs. This may not be possible with all teams, but why can’t it be a topic for discussion? Next, as teams become more comfortable with Agile, they often level up to shorter sprints, or allowing a 13 point story. Those types of framework changes stick because they come from the team. The Product Owner is really crucial for collaboration outside the team because he or she will be educating stakeholders and customers about how and when their stories will go into the backlog. Simply experiencing the end-to-end process, from initial discussion to demo, goes a long way.
- Back to the baseline – you will want to measure progress in your adoption regularly, in terms of understanding. But you will also want to include adoption activities in your retrospective. This is your opportunity to consider communications tools that might not be working, new evidence of resistance happening throughout the organization, etc.
- You don’t need a change management professional to communicate the benefits of Agile, or help your clients do so. In this example, the other teams aren’t necessarily going Agile themselves, but their interactions with the software development team are going to change.
- How confident are you in bringing change management practices to your job? https://www.polleverywhere.com/multiple_choice_polls/ZDDsgw8zWx7n54b
- Here are places where our approach has proven effective. It’s not just for Agile adoption – we’ve also used this for adoption of new knowledge management practices and new technology. Think about your release plan – is change management a part of it?
- One of the key principles at EK is knowledge sharing – please reach out, even if you don’t need help. I would love to talk to you!