creating alignment for agile change - agile and beyond 2015
TRANSCRIPT
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#AAB15
CREATING ALIGNMENT FOR AGILE CHANGE
April Jefferson, Jason Little
@jasonlittle @_apriljefferson
Agile and Beyond 2015 #aab15
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#AAB15
Jason Little April Jefferson@_apriljefferson@jasonlittle
Author, international speaker, college
professor, agile coach, haver of fun, culture
hacker, drummer and dad
Agile Coach, Consultant, Wife, Mom
& Lego Enthusiast with Big Hair
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GOOGLE: “WHY AGILE FAILS”
RESULTS: 4,230,000
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METHODOLOGISTS SAY: “YOU DIDN’T USE THE
TOOL RIGHT!”
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CULTURE PEOPLE SAY: “YOU DIDN’T CHANGE
YOUR CULTURE!”
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MINDSET PEOPLE SAY: “YOU DIDN’T CHANGE
YOUR MINDSET”
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MANAGEMENT GURUS SAY: “LACK OF MANAGEMENT
SUPPORT”
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AGILE ZEALOTS SAY: “YOU TRIED TO DO AGILE INSTEAD OF BEING AGILE!”
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THE CONSULTANT YOU DIDN’T HIRE SAYS:
“THAT OTHER CONSULTANT SHOULD HAVE…”
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SYSTEM THINKERS SAY: “ONLY IN RETROSPECT CAN YOU
UNDERSTAND…COMPLEX ADAPTIVE SYSTEMS THEORY SAYS….”
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THE TRUTH IS…
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THEY’RE ALL RIGHT… …AND THEY’RE ALL WRONG!
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HINDSIGHT IS ALWAYS 20/20but looking back, it’s still a bit fuzzy
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“YOU DID IT WRONG!”ISN’T HELPING ANYBODY…
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SO WHAT CAN YOU DO?
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THERE IS NO SUCH THING AS A BINARY “SUCCESS/FAILURE”
MEASUREMENT FOR ORGANIZATIONAL CHANGE
STOP IT!
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DIVERGENCE IN UNDERSTANDING
the objective
BELIEFS
“RES
ISTA
NCE
”
MOVERS MOVEABLES IMMOVABLES
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HOW CAN WE CREATE ALIGNMENT?
1) ACCEPT UNCERTAINTY 2) INVOLVE THE PEOPLE 3) USE FEEDBACK-‐DRIVEN
APPROACHES
Guide
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CANVASES HELP CREATE ORGANIZATIONAL ALIGNMENT
FRAGMENTATION- Unclear vision for
change - Lack of awareness - Lack of urgency
REINFORCEMENT- Clear vision - Quick wins celebrated - Autonomy,
engagement
- create big visible room - create team/
department canvases - organize lean coffee
sessions - marketing! (make
posters and stuff!)
ACTIONS
ALIGNED FRAGMENTEDFRAGMENTED
- weekly lean coffee - executive sponsored
lean coffee - monthly retrospectives - refresh strategy
canvas - celebrate wins! - review progress
ONGOING ACTIONS
- Leverage internal networks
- Build understanding - Encourage honest,
open dialogue
ALIGNMENT
MOVERS MOVEABLES MOVEABLES IMMOVEABLES
TIME
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AND NOW…
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April JeffersonAgile Coach, Consultant, Wife, Mom & Lego Enthusiast with Big Hair
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University of Michigan Medical School
Information Services Department
Data Management Teams
Implementation
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WHY DID I RECOMMEND CANVASES
for University of Michigan Medical School
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Failed Agile Adoptions
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Culture of Blame
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Management Goals Unclear
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Work Not Visible By Team
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Not Delivering
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Change Dictated
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SETTING THE STAGE
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Removing Blame
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Solution Focused
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Culture Change
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SOCIALIZATION & INCLUSION
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Why Change
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Learning & Discovery
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Invite Dialogue
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Participant Not Observer
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DISCOVERY & TRANSPARENCY
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What’s Really Going On
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Most Valuable Change
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Set Expectations
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Urgency for Change
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Changes Being Made
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ALIGNMENT & OWNERSHIP
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Shared Change
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Partnering
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Buy-‐In
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Invested
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ORGANIC CHANGE
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Change Introduced By
Team
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Change Requested By
Team
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ChangeSelf-‐Managed
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REVIEW
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Engage with Canvas Often
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Move Things Based on
Observations
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Review Biweekly with Management
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Review Monthly with Teams
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Discuss if Adopted
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Adopted = Done = Win
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LESSONS LEARNED
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Having canvases doesn’t mean there is alignment for your change just like having a standup doesn’t make you
agile.
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Inform Early About Change
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Prep Culture Change
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Create Strategy Canvas In Open
Space
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Formerly Introduce to
Teams
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Don’t Skip Team Canvases
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Review Regularly
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Document Wins Often
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Special thanks to any agilest who created memes used in this
presentation!
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@_AprilJefferson
CuriousAgility.blogspot.com
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THE CANVAS DOESN’T MATTER BUT THE
CONVERSATIONS DO
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CHANGE MANAGEMENT SAFARI!Make your canvases visible, stop using status reports
and GO TALK TO PEOPLE!
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#goat14
LEAN CHANGE MANAGEMENT
@jasonlittle @_apriljefferson
Jason’s Blog: http://leanchange.org or http://agilecoach.ca April’s Blog: http://curiousagility.blogspot.ca/
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ORGANIZATIONAL CHANGE CANVAS
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TEAM VISION
STRONG SUPPORT
WHAT IS WORKING AGAINST THE CHANGE?WHAT IS SUPPORTING THE CHANGE?
SEVERE BLOCK
OPTIONS
PREPARE INTRODUCE REVIEW
CO
ST
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?
WHAT HELP DO WE NEED?
Experiments we can do to contribute to the overall
change strategyExperiments
being plannedExperiments in
progress
Experiments being reviewed
against expected outcomes
TEAM/DEPARTMENT TACTICAL EXECUTION CANVAS
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#AAB15
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MOVERSDon’t need to be motivated Will become your change champions May need to develop skills
MOVEABLESMight need to be motivated Might need to be re-assured Want to see quick wins first
IMMOVEABLES
Will blame everything for any failure! May be disruptive Can end up as strong supporters Want to see their own tribe doing the change