1. #tas14
CREATING ALIGNMENT FOR AGILE
CHANGE
Jason Little, April Jefferson, Carlos Oliveira
@jasonlittle
@_apriljefferson
@userprofile
Toronto Agile and Software 2014 #tas14
2. #taas14
Jason Little April Jefferson Carlos Oliveira
Lean Entrepreneur and Startup
Advisor, with a passion for
strategic innovation, experience
design, and building radically
successful teams.
@userprofile
Agile Coach, Energetic Servant,
Curious and Loving Human
Author, international speaker,
college professor, agile coach,
haver of fun, drummer and dad
@jasonlittle @_apriljefferson
17. #tas14
@jasonlittle
CHANGE IS PAST-THINKING
compare future state to current state, root-cause, 5
why’s, problem exploration
18. #tas14
@jasonlittle
TRANSFORMATION IS FUTURE-THINKING
leaves the past behind, focuses on what ‘could be’,
today’s actions influence tomorrow’s results
20. #tas14
“RESISTANCE”
the objective
BELIEFS
@jasonlittle
DIVERGENCE IN UNDERSTANDING
INNOVATORS AND EARLY
ADOPTERS EARLY/LATE MAJORITY “LAGGARDS AND RESISTERS”
21. #taas14
@jasonlittle
HOW CAN WE CREATE ALIGNMENT?
1) CO-CREATE CHANGE
2) FREQUENTLY INSPECT AND ADAPT
3) THINK OF CHANGES AS TIME-BOUND “EXPERIMENTS”
22. #tas14
CREATE A STRATEGIC
CHANGE CANVAS
VALIDATE WITH THE
PEOPLE AFFECTED
J
L
FEED TEAM
FEEDBACK INTO YOUR
STRATEGIC CHANGE
CANVAS
@jasonlittle
CREATE A TACTIAL CHANGE
CANVAS THE TEAMS OWN
24. #tas14
TEAM VISION
@jasonlittle
WHAT IS WORKING WHAT IS SUPPORTING THE CHANGE? AGAINST THE CHANGE?
STRONG
SUPPORT
SEVERE
BLOCK
WHAT HELP DO WE NEED?
OPTIONS
PREPARE INTRODUCE REVIEW
COST
VALUE
Where does the team want to be in 6
months? A year?
what help does the team need to contribute
to this vision?
WHAT’S OUR PLAN?
Experiments we can do to
contribute to the overall
change strategy
Experiments
being planned
Experiments in
progress
Experiments
being reviewed
against expected
outcomes
TEAM/DEPARTMENT TACTICAL EXECUTION CANVAS
33. Who we are…
A Very Large Enterprise Company Looking to Adopt Agile Methods
# of employees
40,000
% of Projects running Agile
very few
Large portion of the
employee base works
remotely
34. When do we change?
When is it a good time to evolve?
Good
Time
to
Evolve
Growth Phase
This
is
going
to
be
more
challenging
Time
Growth
36. It can appear like a Big Scary Monster!
It can appear a scary monster…
Objects in the mirror appear larger than they really are…
http://www.goldflakepaint.co.uk/wp-content/uploads/2010/07/bsm.jpg
37. ItT hdeo Oerigsinnal ’Ct hnanegee Cda ntvoas be scary!
Have a
Conversation:
“Why…?”
39. Does Riskiest the assumption
business even care?
http://gamemoir.files.wordpress.com/2013/12/spongebob.jpeg
40. TThiepr: eId iesn ati fgy oyoodur c ehaarlny caed oypotue’rlls find folks that care…
Someone out there in your organization is tired of the “old”
traditional way and is looking to try something new!
43. Customizing team change canvas…
What is supporting this vision? What is working against this vision?
strong
leadership
What’s on our plan?
Experiments we can do to contribute to
the overall change strategy?
Prepare
Experiments being
planned
Introduce
Experiments in
progress
Review
Experiments being
reviewed against
expected
outcomes
Our team vision as it relates to the strategic outcomes…
value cost
high
engagement structure stable teams
adopt scrum
more appropriate
solutions
TDD daily
standups kanban
board
44. What we started to notice…
Agile Adoption
Increased
900%
% of team members that would
recommend
Agile methods to other teams
96%
46. Vision
Where are we going as an organization, and why are we doing this? What are we trying to achieve?
Outcomes
What is the top
outcome we’re looking
to achieve?
Barrier to Success
What are the top 3
problems we face in
reaching our outcome?
Importance
Why is this important to
overcome as an
organization, what is
the cost of delay?
Who & What?
Who and what is
impacted the most by
these problems?
Assumptions
Customizing the change strategy canvas…
Key Assumption Options? How we measure? Key Learnings?
1
2
3
faster delivery better quality customer satisfaction employee satisfaction
Who?
faster cycle
time long testing
cycles competitive
advantage
dev &
support
teams
policies
structure
reward
systems
47. What we learned
Partnerships are key
No sacred cows (executive support)
Keep it visible
Be clear on what you’re learning
and measuring
Keep it iterative
52. #tas14
@jasonlittle
CHANGE MANAGEMENT SAFARI!
Make your canvases visible, stop using status reports
and GO TALK TO PEOPLE!
53. #tas14
BUT HOW?!?!?
• Refresh canvases quarterly
via existing team meetings
• Weekly lean coffee sessions
sponsored by executives
• monthly all-team
retrospectives
• Management 3.0 Work Expo
@jasonlittle
More tools at:
leanchange.org/resources
54. IF PEOPLE IN A 50,000+, FORTUNE 100 COMPANY THINKS IT’LL WORK,
“I LOVE THE CANVAS, IT’S MORE OF A
CONVERSATION TOOL, LESS ABOUT CREATING
HEAVY DUTY CHANGE PLANS, AND IT STILL
DOCUMENTS THINGS AND KEEPS PEOPLE
ALIGNED. “
BARB HELLER,
ORGANIZATIONAL EFFECTIVENESS CONSULTANT
IT CAN WORK FOR YOU TOO.
55. #tas14
LEAN CHANGE MANAGEMENT
learn more about these
ideas in this book
leanchange.org
use taas2014 at checkout
@jasonlittle
April’s Blog: http://curiousagility.blogspot.ca/
Jason’s Blog: http://leanchange.org or http://agilecoach.ca
Please nag Carlos to start a blog!
@jasonlittle
@_apriljefferson
@userprofile