Selling Agile Transformation to Upper Management

Transcription

1 Selling Agile Transformation to Upper Management 1

2 Welcome! Michael Roberts, SPC Director of Customer Engagement ASPE, Inc. 2

3 OUR JOB AS IT LEADERS Build Great Organizations That Engineer Great Products That Delight Our Customers and Employees 3

4 Software development is tough

5 Historically We have learned that the traditional waterfall methodology fits well for complicated, sequential projects based on actual material and physical inputs where requirements are stagnant. Waterfall is a plan-driven method of doing anything (like developing software). 5

6 Agile Manifesto Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

7 12 Agile Principles Satisfy the customer Welcome Change Collaborate Daily Support & Trust Motivated Teams Promote Technical Excellence Maximize through Simplicity Deliver Frequently Quickly Deliver Working Software Promote sustainable pace Promote Faceto-Face Communication Have Selforganized Teams Reflect and adapt regularly 7

8 Lean Agile Flavors DSDM SAFe DAD Scrum LeSS Agile Modeling Agile Crystal Crystal XP Kanban Scrumban What flavor works for you depends on the size, structure and challenges of your organization. 8

9 Why Agile? There are tons of benefits The top three benefits of adopting agile have remained steady for the past 7 years. Agile is More, Better, Faster, Cheaper than waterfall for projects that requirements change or there are lots of unknowns. VersionOne The 12th Annual State of Agile Development Survey

10 Agile from 30,000 ft Agile 3 Culture 1 Structure 2 Practices

11 Base Agile Concepts Agile Structure Practices Business unit / Development unit Product Owner / ScrumMaster / Team Daily Scrum / Stand Up meeting Iteration (Sprint) User Story Burndown / Velocity Task board Retrospective 3 pts

12 The Real Transformation Agile Transformations are about Organizational Change, not Agile per se. The focus should be on OUTCOMES, not DID WE DO STANDUP. Ship a quality product Engaged Employees Delight Customers 12

13 Agile is Great! It sounds so easy! 13

14 There are pitfalls Agile Transformations Lack of Executive Sponsorship Failure to Transform Leader Behaviors No Change to the Organizational Infrastructure No Business View of the Value Stream Failure to Decentralize Control Unwillingness to Address Illusions Around Distributed Teams Lack of a Transformation Product Manager Failure to Create Fast Feedback Short-Changing Collaboration and Facilitation Ineffective Planning for Transforming Beyond IT Viewing Transformation Solely As Process and Structure Ignoring the Path of Individual, Team and Organizational Transitions Recognizing the 12 Failure Modes in Agile Transformation CA Technologies

15 ACT in Detail Organizational Assessment Team Assessments Open Enrollment In-person Open Enrollment Live Online Private Onsite Private Live Online Self Paced elearning Assessments Training Consulting Coaching Content Development 15

16 Lippitt/Knoster Change Model In order to get organizational Change, you must have these 6 items in your organization: Vision for the organization Consensus among leaders and employees Skills Development for those involved in the change Resources to execute the change Incentives to motivate others Action Plan to get to the finish line (must be realistic) Those steps equal true organizational change. This can be applied to Agile Transformations. 16

17 Lippitt/Knoster Change Model Vision + Consensus + Skills + Resources + Incentives + Action Plan = Change Vision + Consensus + Skills + Resources + Incentives + Action Plan = Confusion Vision + Consensus + Skills + Resources + Incentives + Action Plan = Sabotage Vision + Consensus + Skills + Resources + Incentives + Action Plan = Anxiety Vision + Consensus + Skills + Resources + Incentives + Action Plan = Frustration Vision + Consensus + Skills + Resources + Incentives + Action Plan = Resistance Vision + Consensus + Skills + Resources + Incentives + Action Plan = Treadmill 17

18 If Vision is missing There is confusion. IT and Business units are not aligned. They are potentially working against one another. Different visions exist in different departments, hoping that their vision will address their specific challenges. Departments are working towards different end states. 18

19 How do you combat lack of vision? Finding an Executive Sponsor is a must. Leadership must detail a desired end state and be as detailed as possible. Leadership has to communicate this over and over again (think parade not speaking event). 19

20 ACT in Detail: Assessments Organizational Assessment Team Assessments Open Enrollment In-person Open Enrollment Live Online Private Onsite Private Live Online Self Paced elearning Assessments Training Consulting Coaching Content Development 20

21 If Consensus is missing Expect to see sabotage Partial implementations of agile: Example: Scrumfall, Scrumbut, Wagile, Fragile Lots of friction with staff Passive resistance by those that are doing the work. 21

22 Building a consensus Leadership must interact with everyone and truly communicate. People need a chance to give feedback and be heard. This should lead to changes to the vision. 22

23 If Skills Development is missing Asking teams or people to do things that they are not trained to do. Failure to perform the proper actions because of lack of knowledge or understanding. Lack of skills that can create anxiety. The change is occurring but nobody knows what to do. 23

24 ACT in Detail: Training Organizational Assessment Team Assessments Open Enrollment In-person Open Enrollment Live Online Private Onsite Private Live Online Self Paced elearning Assessments Training Consulting Coaching Content Development 24

25 If Resources are missing You will see frustration. Access to training, coaching, license for tools, manning, etc. The teams feels that management is preventing them from making the change. 25

26 Providing resources Leadership must provide a budget for the transformation, including line items for training, coaching, consulting, software, personnel additions or modifications. This helps establish that leaders know resources are needed and allocated for the transformation. 26

27 If Incentives are missing You will get resistance. Change is not in the individual or teams interest. Any change requires justification. 27

28 Communicating the Incentives Incentives DO NOT have to be monetary or tangible. Discuss how the change will make a positive impact on the employees work product, and their work/life balance. Related to the Vision. This is where many transformations fail. 28

29 If an Action Plan is missing People may be engaged in work, but the work isn t doing anything. We don t have purpose for our work. 29

30 ACT in Detail: Coaching Organizational Assessment Team Assessments Open Enrollment In-person Open Enrollment Live Online Private Onsite Private Live Online Self Paced elearning Assessments Training Consulting Coaching Content Development 30

31 What s involved in an Action Plan? Must contain a who, what, when, where, why and how. Constant communication of the plan is necessary. Gemba walks are good here. 31

32 Create a plan and budget Initially costs more upfront (training and coaching) Remember the benefits: Much more adaptability to change, Significant reduction in turnover, Fast times to usable new software, Increase in quality of initial software deliverables Determine the Pilot team(s) The first iteration: How to pick what to work on Include iteration retrospective (Critical) Get leadership buy in Not just a briefing. They must be INVOLVED. Executive Sponsor! Leaders need to understand and execute a servant leadership model daily Begin execution, and adapt Training and coaching it critical to gain momentum Create structure and practices in order to develop habits and culture The second iteration Multiplying the pilot team Inspect and Adapt How to get started

33 Recommended Reading 33

34 Questions? And Thank you! Michael Roberts (919)