change management for agile developmentrelease your waterfall ways! ideally, agile practices and...
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Change Management for Agile
Development
Agile Philly | October 5, 2015
1
This presentation will include…
• The need for change
• The framework and approach
• Challenges faced
• Lessons Learned: The “Do’s & Don’ts” to offset the challenges
• Case Study results
• Q&A
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
2
The need for change
Agile implementations and transformation is creating new
challenges for addressing the “people needs” alongside iterative and
fast-paced change.
Most change management practices follow “waterfall” principles
that don’t translate for an iterative, evolving end state.
Agile, or iterative, practices are coming to organizations in
some way, shape, or form.
Growing Trend
Waterfall Practices
Ready or Not!
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
Framework and Approach
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
4
What needs to be true for this Framework to succeed?
Release your waterfall ways! Ideally, Agile practices and principles are
embedded into the culture.
At minimum, here are the top five behaviors:
1. Prioritizing the people affected by the change
2. Collaboration in contributing to the success of the project
3. Strong leadership (“sponsor”) support
4. Simplicity in processes to work quickly and efficiently
5. Flexibility to discover along the journey
This repeatable Agile OCM framework breaks down into three phases
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
6
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
Agile OCM Framework
It works well alongside an iterative design/build program schedule
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
7
This allows the program to release as soon as possible but still ensure people and process readiness
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
Agile OCM Framework
Design/Build/Test Integrate Deploy
It ensures engagement and readiness tasks start early in the journey
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
8
Agile OCM Approach
Communications
Impact
Measure
Communications
Impact
Engagement
Training Build
Measure
Communications
Engagement
Training Delivery
Communications
Engagement
Measure
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
And it addresses the challenges faced on leading the change effort
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
9
These are the main OCM challenge areas faced on an Agile iterative schedule
We are now changing what?
Planning Time Information
What do you mean you
don’t know the end state? It changed
again?
How fast is this sprint?
We’re going to release when?
Lessons Learned: Do’s and
Don’ts of each Phase
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
10
Stage One: Kickoff
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
11
Preparing for change and kicking off the OCM effort successfully
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
So don’t:
1. Proceed without an OCM effort
2. Have “Waterfall” expectations
3. Formalize what you don’t have to
And do:
1. Engage OCM early
2. Unify your change partners
3. Keep plans simple
Primary Challenges Are:
Planning
Information
When OCM works best
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
12
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
The foundational window
Gradual learning curve
Initiate the Approach
When OCM Becomes More “Change” Than Management
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
13
The foundational window
Steeper climb
Project success is at risk
and stakeholders are
negatively impacted.
Resistance to change
will be more prevalent.
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
Initiate the Approach
When OCM is All Change
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
14
!
Almost straight!
The foundational window
Project success is now
an issue as resistance
will be high without
time to address it --
user adoption is most
unlikely.
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
Initiate the Approach
Stage One: Kickoff
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
15
Preparing for change and kicking off the OCM effort successfully
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
So don’t:
1. Proceed without an OCM effort
2. Have “Waterfall” expectations
3. Formalize what you don’t have to
And do:
1. Engage OCM early
2. Unify your change partners
3. Keep plans simple
Primary Challenges Are:
Planning
Information
The Agile OCM effort is a collaborative partnership
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
16
Waterfall Agile
The SME partners will help assess impact
and plan the right readiness activities
OCM Lead
SME
SME
SME
OCM Plan
OCM Lead
SME SME
OCM Plan
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
17
After all, these are the three areas where a new release can go wrong! So
ensure all perspectives are contributing to understand impact and readiness
work that needs to be done.
• Change Lead
• PM
• Users
• Communications
• Human Resources
• Training Developers
Include SMEs with people, process, and system expertise
• Training Facilitators
• Product
• Business Operations
• Policy & Procedures
• Training Environment
• Change Sponsors
Get them together
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
18
• Set guidelines
• Set expectations
• Explain drivers
• Align to mission
• What’s at risk?
• Relate their significance
• Motivate to participate
Keep them engaged throughout the implementation
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
19
• Set recurring sessions each sprint
• Keep them informed
• Get their impact assessments and
feedback
• Determine readiness tasks
• Set task owners
• Track task progress
• Celebrate accomplishments along
the way
Stage One: Kickoff
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
20
Preparing for change and kicking off the OCM effort successfully
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
So don’t:
1. Proceed without an OCM effort
2. Have “Waterfall” expectations
3. Formalize what you don’t have to
And do:
1. Engage OCM early
2. Unify your change partners
3. Keep plans simple
Primary Challenges Are:
Planning
Information
Agile OCM requires a “living” plan
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
21
…with some “gotta haves”:
• Sponsors to quickly knock down
barriers
• Change team and partner collaboration
• Communications channels established
• No formal documentation to update
Example of a simple Engagement Plan
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
22
• High-level
• Flexible
• Detailed messages are
not pre-scripted
• Consistent, iterative
interactions
• Engages early and
grows commitment
throughout the journey
• “What we Know. What
we Don’t Know. How
We’re Doing.”
Stage Two: Sprint by Sprint
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
23
Managing change during iterative development cycles
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
So don’t:
1. Wait
2. Be discouraged when something changes
3. Delay when trouble hits
And do:
1. Assess impact sprint by sprint
2. Equip and engage stakeholders on the journey
3. Build training as you go
Primary Challenges Are:
Planning
Time
Information
User-facing requirements provide a lot of insight into the future state
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
24
Who, What, Why, and How
Acceptance Criteria = (How)
“As a(n) _____, I need to ____, so that ____.” (who) (what) (why)
Story:
“As a Claims Intake Agent, I need to complete the claim intake
process in a dropped call scenario so that I can submit the
claim to back office and maintain regulatory compliance.”
The change partners collaboratively map out impact and readiness
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
25
As Is/To Be assessment
Same people?
New steps?
Easier? Faster? More complex?
New skill set?
Is it a performance
measure
today/tomorrow?
Reporting?
Stage Two: Sprint by Sprint
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
26
Managing change during iterative development cycles
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
So don’t:
1. Wait
2. Be discouraged when something changes
3. Delay when trouble hits
And do:
1. Assess impact sprint by sprint
2. Equip and engage stakeholders on the journey
3. Build training as you go
Primary Challenges Are:
Planning
Time
Information
Don’t wait for a clear end state to begin engaging stakeholders
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
27
Iterative Interactions
• Leadership updates
• People Manager sessions
• User staff meetings, focus groups
• Communications via existing channels
• Encouragement & celebrations
Engage them early
and bring them on the
journey!
Stage Two: Sprint by Sprint
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
28
Managing change during iterative development cycles
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
So don’t:
1. Wait
2. Be discouraged when something changes
3. Delay when trouble hits
And do:
1. Assess impact sprint by sprint
2. Equip and engage stakeholders on the journey
3. Build training as you go
Primary Challenges Are:
Planning
Time
Information
The schedule and workload is rapid fire after development is complete
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
29
Carrying training development
work into the Release phase
risks either people readiness or
meeting the Go Live date
Finalize
Training Train the
Trainers
Training
Go Live
Product
Completion
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
Testing
Build Training Here!
Leverage the stories and feedback for training during the sprints
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
30
• Stories = Who, what, why, and how
• Beta User Focus Groups
• Access to test site
• User feedback slated for
an enhancement in the
future is a training need
today
Stage Three: Release
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
31
Managing change after development, through Go Live, and beyond
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
So don’t
1. Think you’re done with changes
2. Forget to encourage where needed
3. Stop communicating with
stakeholders
And do
1. Utilize hands-on training
2. Utilize review sessions to finalize
materials
3. Leverage your Beta Users
Primary Challenges Are:
Time
Time
Time
Time
Time Time
Time
Instructor-led, hands-on training is the most flexible design option
• Minimizes training
materials
• Simplifies quick
incorporation of last-
minute changes
• Provides a better
training experience
• Accelerates the review
process
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
32
But also requires collaboration and advance planning to be successful
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
33
• Use of test (or training)
environment
• Data prep of test (or training)
environment
• Training the trainers
• Content
• Classroom facilitation
• Realistic practice scenarios
• System SME available to
immediately troubleshoot issues
• System and process SME support
for Parking Lot questions
Stage Three: Release
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
34
Managing change after development, through Go Live, and beyond
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
So don’t
1. Think you’re done with changes
2. Forget to encourage where needed
3. Stop communicating with
stakeholders
And do
1. Utilize hands-on training
2. Utilize review sessions to finalize
materials
3. Leverage your Beta Users
Primary Challenges Are:
Time
Time
Time
Time
Time Time
Time
Utilize review sessions instead of sequential reviews to save time
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
35
Review Edit Review Edit Finalize
Review Finalize
Sequential Reviews
Review Session
Waterfall
Agile
Stage Three: Release
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
36
Managing change after development, through Go Live, and beyond
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
So don’t
1. Think you’re done with changes
2. Forget to encourage where needed
3. Stop communicating with
stakeholders
And do
1. Utilize hands-on training
2. Utilize review sessions to finalize
materials
3. Leverage your Beta Users
Primary Challenges Are:
Time
Time
Time
Time
Time Time
Time
The Beta Users are your strongest user group
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
37
So let them lead the way!
• Let them participate in review
sessions
• Engage them in training
• SMEs or facilitators
• Let them participate in Train the
Trainer
• Engage them as Floor Walkers at
Go Live
• Learn from their feedback after
Go Live and apply lessons
learned to next implementation
Tying it All Together
Copyright © 2015 CapTech Ventures, Inc. All rights reserved.
38
Case Study Results • First release implemented in six months (eight, 3-week sprints)
• Customer-facing users performed in the new system with less than 10% user errors on Day One
• Supervisors owned the problem solving on the floor by Day Two
• Agents and Supervisors performed Business As Usual on the floor by the end of Week One
• Utilize hands-on training
• Utilize review sessions to
finalize materials
• Leverage your Beta Users
at Go Live
• Assess impact sprint by
sprint
• Equip and engage
stakeholders on the journey
• Build training as you go
• Engage OCM early
• Unify your change
partners
• Keep plans simple
Sprint by Sprint Tasks
Kickoff Tasks
Release Tasks
Tina Saunders
Manager
tsaunders@captechconsulting.com
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