Scrum vs. Kanban vs. ADKAR vs. Kotter: Which Is Best for You?

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1 Scrum vs. Kanban vs. ADKAR vs. Kotter: Which Is Best for You? Which path is best for your organization? Using the Change Approach Characterization Model Presented by Mishkin Berteig Global Scrum Gathering Dublin 2017

2 Change is Hard Discussion with your neighbour: why is change hard?

3 Change Approach Characterization Model The : Many different change management approaches Some seem anti-agile We want to have integrity through our culture, methods, processes, including our change management approach It would also be nice if we could somehow pick an change approach that is most likely to work for our situation NOTE: I am assuming you know Scrum and Kanban.

7 Change Approach Characterization Model The Solution: Identify the aspects (factors, dimensions) that help us distinguish between change approaches Characterize each change approach based on these aspects Use the aspects heuristically to describe an organization s needs/desires for change Match the organization to a change approach

9 Building the Model of Change This aspect describes the stakeholders perception of the level of need for change, considering time to change. is always relative to the stakeholders normal planning time scale. : orders of magnitude beyond the normal planning time scale : at most one order of magnitude beyond the normal planning time scale : close to the normal planning time scale : as much as one order of magnitude shorter than the normal planning scale : more than one order of magnitude shorter than the normal planning scale

11 Building the Model Impact Impact Existential Systemic Ramified Localized Minute Impact of Change How broadly does the change affect the recipient of the change (the organization)? Existential: the change creates the organization from nothing OR failure to change utterly destroys the organization Systemic: the change deeply affects all aspects of the organization to its furthest boundaries Ramified: the change deeply affects one significant part of the organization, and has consequential ramifications throughout the rest of the organization Localized: the change only affects one significant part of the organization Minute: the change affects only a very small part of the organization

13 Building the Model Goal Level Impact Change Goal Level Existential Vision Systemic Ramified SMART Goal Localized Solution Minute Planned Change Goal Level The level at which the outcome or goal of the change is defined. Vision: a very-high-level description of the subject of our change effort. : a high-level description of a problem to be solved, with very few defined success parameters. SMART Goal: a clear description of a Specific, Measurable, Achievable, Results-oriented, Timebound outcome. Solution: a detailed description of our desired outcome is defined includes metrics, role definitions, technology choices, ideal working procedures, etc. Planned: a detailed set of tasks is defined that leads us reliably to our desired outcome.

15 Building the Model Control Impact Change Goal Level Control Existential Vision Invitation Systemic Facilitation Ramified SMART Goal Coaching Localized Solution Consulting Minute Planned Directing Control of Change Those who see the need for change approach others in the organization using different levels of control and/or authority. Invitation: stakeholders/participants in the change are only ever invited to engage, and are welcome to dis-engage at any time. Facilitation: a group is told to engage, but the group judges its own progress and results. Coaching: individuals are told to engage, but each individual judges his or her own progress. Consulting: advice is provided to individuals and groups including progress assessment, but that advice has no authority over the stakeholders/participants in the change. Directing: one or more individuals have authority over the stakeholders/participants in the change and control activities and outcomes.

17 Building the Model Scale Impact Change Goal Level Control Scale of Change Existential Vision Invitation Individual Systemic Facilitation Team Ramified SMART Goal Coaching Community Localized Solution Consulting Enterprise Minute Planned Directing Industry Scale of Change The recipient of change is an organism or organization with a size based on the number of levels of autonomous agents. Individual: one level, a single autonomous agent Team: two levels, maximum ten to twelve individuals Community: three levels, maximum twelve to twenty teams (also known as a department or line of business or service delivery value stream) Enterprise: four levels, many communities Industry: five or more levels, many enterprises

19 Building the Model Feedback Impact Change Goal Level Control Scale of Change Rate of Feedback Existential Vision Invitation Individual None Systemic Facilitation Team Stages Ramified SMART Goal Coaching Community Iterative Localized Solution Consulting Enterprise Evolutionary Minute Planned Directing Industry Continuous Rate of Feedback The frequency at which feedback is received before the change is considered done and finished. None: change is implemented directly with no feedback mechanism. Stages: a moderate and fixed number of defined milestones are used to track the change effort. Iterative: change is implemented with frequent feedback milestones of unknown number, spaced equally through time. Evolutionary: feedback occurs based on either internal desire for feedback or on-demand from the environment in which change is occurring. Continuous: feedback is a flow of information between the environment and core of the change with no distinct feedback control mechanisms.

21 Building the Model Type Impact Change Goal Level Control Scale of Change Rate of Feedback Type Existential Vision Invitation Individual None Simple Systemic Facilitation Team Stages Complicated Ramified SMART Goal Coaching Community Iterative Complex Localized Solution Consulting Enterprise Evolutionary Chaotic Minute Planned Directing Industry Continuous Unknown Type The underlying problem that the change is trying to solve can be characterized by the cynefin categories with an additional unknown category. Simple: the solution to a problem that requires change is obvious and definable. Complicated: the problem can be systematically reduced to many small problems. Complex: the change problem requires hindsight and cannot be easily reduced to many small problems. Chaotic: the change problem may have unclear cause and effect relationships and any kind of analysis will be insufficient. Unknown: the change problem is clearly not-simple, but it is currently unknown if it is complicated, complex or chaotic.

23 Building the Model Catalyzing Agent Impact Change Goal Level Control Scale of Change Rate of Feedback Type Catalyzing Agent Existential Vision Invitation Individual None Simple System Structure Systemic Facilitation Team Stages Complicated System Behaviour Ramified SMART Goal Coaching Community Iterative Complex System Interface Localized Solution Consulting Enterprise Evolutionary Chaotic Human Behaviour Minute Planned Directing Industry Continuous Unknown Human Thought Catalyzing Agent Where does change start? This is the most philosophical of the aspects in that it represents the implicit belief system of the change approach about where to start change. System Structure: start change by changing the structure of the system in which people work. System Behaviour: change the processes, procedures and policies of the system. System Interface: change the way that people interact with the system. Human Behaviour: change the skills, techniques and activities of the people in the system. Human Thought: change the beliefs, thinking habits and motivations of the people in the system.

24 Building the Model The Whole Thing <Change Model> Impact Change Goal Level Control Scale of Change Rate of Feedback Type Catalyzing Agent Existential Vision Invitation Individual None Simple System Structure Systemic Facilitation Team Stages Complicated System Behaviour Ramified SMART Goal Coaching Community Iterative Complex System Interface Localized Solution Consulting Enterprise Evolutionary Chaotic Human Behaviour Minute Planned Directing Industry Continuous Unknown Human Thought Using the Model Each column represents an aspect (or factor or dimension) of change that can be thought of as independent of the other aspects and which can be measured on a continuum. The boxes under each column are qualitative descriptions of some of the distinguishable values of each aspect s continuum. A particular change model can be characterized by identifying the distinguishable values of each aspect that describe how the change model operates.

25 Some Examples I m interested in collaborating with anyone who is an expert in any change approach to help make these characterizations more accurate and more useful! Examples we will look at: ADKAR, Kotter, Positive Deviance, Appreciative Inquiry, Scrum, and Kanban

26 Hypothetically... My Change Approach Impact Change Goal Level Control Scale of Change Rate of Feedback Type Catalyzing Agent Existential Vision Invitation Individual None Simple System Structure Systemic Facilitation Team Stages Complicated System Behaviour Ramified SMART Goal Coaching Community Iterative Complex System Interface Localized Solution Consulting Enterprise Evolutionary Chaotic Human Behaviour Minute Planned Directing Industry Continuous Unknown Human Thought This represents a hypothetical (non-existent) change approach that only deals with hazy future existential impact visionary goals by invitation to change for individuals with no feedback on solving simple problems by changing the system s structure.

27 Using the Model ADKAR ADKAR Impact Change Goal Level Control Scale of Change Rate of Feedback Type Catalyzing Agent Existential Vision Invitation Individual None Simple System Structure Systemic Facilitation Team Stages Complicated System Behaviour Ramified SMART Goal Coaching Community Iterative Complex System Interface Localized Solution Consulting Enterprise Evolutionary Chaotic Human Behaviour Minute Planned Directing Industry Continuous Unknown Human Thought This characterization is based on the Prosci summary article about ADKAR: and feedback from Jerry Doucett a Prosci ADKAR certified consultant.

28 Using the Model Kotter Kotter s 8-Step Model Impact Change Goal Level Control Scale of Change Rate of Feedback Type Catalyzing Agent Existential Vision Invitation Individual None Simple System Structure Systemic Facilitation Team Stages Complicated System Behaviour Ramified SMART Goal Coaching Community Iterative Complex System Interface Localized Solution Consulting Enterprise Evolutionary Chaotic Human Behaviour Minute Planned Directing Industry Continuous Unknown Human Thought This characterization is based on the information provided at: and in the book Leading Change by John Kotter.

29 Using the Model SAFe Implementation SAFe Implementation Impact Change Goal Level Control Scale of Change Rate of Feedback Type Catalyzing Agent Existential Vision Invitation Individual None Simple System Structure Systemic Facilitation Team Stages Complicated System Behaviour Ramified SMART Goal Coaching Community Iterative Complex System Interface Localized Solution Consulting Enterprise Evolutionary Chaotic Human Behaviour Minute Planned Directing Industry Continuous Unknown Human Thought This characterization is based on the information provided at: and and expertise and experience from Mishkin Berteig (SPC).

30 Using the Model Positive Deviance Positive Deviance Impact Change Goal Level Control Scale of Change Rate of Feedback Type Catalyzing Agent Existential Vision Invitation Individual None Simple System Structure Systemic Facilitation Team Stages Complicated System Behaviour Ramified SMART Goal Coaching Community Iterative Complex System Interface Localized Solution Consulting Enterprise Evolutionary Chaotic Human Behaviour Minute Planned Directing Industry Continuous Unknown Human Thought This characterization is based on the book The Power of Positive Deviance by Jerry Sternin, Monique Sternin, and Ricardo Pascale.

31 Using the Model Appreciative Inquiry Appreciative Inquiry Impact Change Goal Level Control Scale of Change Rate of Feedback Type Catalyzing Agent Existential Vision Invitation Individual None Simple System Structure Systemic Facilitation Team Stages Complicated System Behaviour Ramified SMART Goal Coaching Community Iterative Complex System Interface Localized Solution Consulting Enterprise Evolutionary Chaotic Human Behaviour Minute Planned Directing Industry Continuous Unknown Human Thought This characterization is based on the wikipedia article about Appreciative Inquiry which is currently (Jan 2017) in a poor state of editing:

32 Using the Model Scrum Scrum Impact Change Goal Level Control Scale of Change Rate of Feedback Type Catalyzing Agent Existential Vision Invitation Individual None Simple System Structure Systemic Facilitation Team Stages Complicated System Behaviour Ramified SMART Goal Coaching Community Iterative Complex System Interface Localized Solution Consulting Enterprise Evolutionary Chaotic Human Behaviour Minute Planned Directing Industry Continuous Unknown Human Thought This characterization is based on the book The Scrum Guide found at and the expertise of Mishkin Berteig, Certified Scrum Trainer.

33 Using the Model Kanban Kanban Impact Change Goal Level Control Scale of Change Rate of Feedback Type Catalyzing Agent Existential Vision Invitation Individual None Simple System Structure Systemic Facilitation Team Stages Complicated System Behaviour Ramified SMART Goal Coaching Community Iterative Complex System Interface Localized Solution Consulting Enterprise Evolutionary Chaotic Human Behaviour Minute Planned Directing Industry Continuous Unknown Human Thought This characterization is based on the book Essential Kanban by David Anderson and Andy Carmichael and the expertise of Travis Birch, Accredited Kanban Trainer.

35 Exercise Scrum Scrum Impact Change Goal Level Control Scale of Change Rate of Feedback Type Catalyzing Agent Existential Vision Invitation Individual None Simple System Structure Systemic Facilitation Team Stages Complicated System Behaviour Ramified SMART Goal Coaching Community Iterative Complex System Interface Localized Solution Consulting Enterprise Evolutionary Chaotic Human Behaviour Minute Planned Directing Industry Continuous Unknown Human Thought In table groups, take 10 minutes to characterize Scrum as a change method.

36 Exercise Kanban Kanban Impact Change Goal Level Control Scale of Change Rate of Feedback Type Catalyzing Agent Existential Vision Invitation Individual None Simple System Structure Systemic Facilitation Team Stages Complicated System Behaviour Ramified SMART Goal Coaching Community Iterative Complex System Interface Localized Solution Consulting Enterprise Evolutionary Chaotic Human Behaviour Minute Planned Directing Industry Continuous Unknown Human Thought In table groups, take 5 minutes to characterize Kanban as a change method.

38 Kanban vs. Scrum vs. ADKAR vs. Kotter What change approach works for a given organization? Understand the organization The same aspects for describing a change approach can be used to describe an organization Find the best fit! Make the choice of change approach transparent!

39 Scrum vs. Kanban Scrum Impact Change Goal Level Control Scale of Change Rate of Feedback Type Catalyzing Agent Existential Vision Invitation Individual None Simple System Structure Systemic Facilitation Team Stages Complicated System Behaviour Ramified SMART Goal Coaching Community Iterative Complex System Interface Localized Solution Consulting Enterprise Evolutionary Chaotic Human Behaviour Minute Planned Directing Industry Continuous Unknown Human Thought Impact Change Goal Level Control Scale of Change Rate of Feedback Type Catalyzing Agent Existential Vision Invitation Individual None Simple System Structure Systemic Facilitation Team Stages Complicated System Behaviour Ramified SMART Goal Coaching Community Iterative Complex System Interface Localized Solution Consulting Enterprise Evolutionary Chaotic Human Behaviour Minute Planned Directing Industry Continuous Unknown Human Thought Kanban

40 Agile Change Approaches Agile Change Models Impact Change Goal Level Control Scale of Change Rate of Feedback Type Catalyzing Agent Existential Vision Invitation Individual None Simple System Structure Systemic Facilitation Team Stages Complicated System Behaviour Ramified SMART Goal Coaching Community Iterative Complex System Interface Localized Solution Consulting Enterprise Evolutionary Chaotic Human Behaviour Minute Planned Directing Industry Continuous Unknown Human Thought This characterization is based on the Agile Manifesto: But... Starting non-agile and getting to Agile may require something a bit different! What about the existing organizational environment and needs?

42 Invitation to a Conversation As a Change Agent I want a way to systematically choose my change approach So that life is better for everyone! Join me in this conversation: mishkin.berteig@berteig.com

43 Invitation to a Conversation The characterization model needs work! It s a bit hard to understand The aspects aren t necessarily fully independent Characterizing the change approaches needs work! Detailed validation by experts At least some research to verify in-practice Understanding organizations with this model needs work! Lots of other organizational models (e.g. Laloux) Testing this model needs work! (This is the hard one!) Designing experiments Finding opportunities to do the experiements Collecting results Join me in this conversation: mishkin.berteig@berteig.com

Change Approach Characterization Model

Change Approach Characterization Model or... Scrum vs. Kanban vs. ADKAR vs. Kotter which is best for you? Delivered by Mishkin Berteig Feb. 8, 2017 At Agile Mississauga Meetup Change Approach Characterization