acmp alberta - using agile in change management

IN CHANGE MANAGEMENTAPPLYING AGILE AND LEAN @jasonlittle | leanchange.org

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@jasonlittle | leanchange.orgWHAT IS AGILE ALL ABOUT?

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@jasonlittle | leanchange.org

THE HIGHEST PRIORITY IS TO SATISFY THE CUSTOMER THROUGH EARLY, AND CONTINUOUS DELIVERY OF VALUABLE SOFTWARE

Agile Manifesto, 2001



THE HIGHEST PRIORITY IS TO BRING MEANINGFUL CHANGE TO PEOPLE BY TAKING A FACILITATION STANCE

The Agile Change Manifesto

this doesn’t exist yet, but I guarantee someone will trademark it.



WHO’S OUR “CUSTOMER”?



INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS



WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION



CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION



RESPONDING TO CHANGE OVER FOLLOWING A PLAN



AGILE IN 2001The people who just got it.

Innovators and early adopters



AGILE IN 2005The descent of the certifications

Early Majority



AGILE IN 2010The descent of the frameworks

Late Majority



AGILE IN 2015The non-software crowd

Laggards



AGILE? PAHLEEEZE!



AGILE TODAYAgile innovators and early adopters are latching onto OD and CM concepts

CM/OD innovators and early adopters are latching onto Agile concepts



KOTTER? PAHLEEEZE!



HOW CAN WE GET THEM TO…



REQUIREMENTS BUILD TEST DEPLOY

6 month project

TRAD

ITIO

NAL FUNCTIONAL

TEAMFUNCTIONAL

TEAMFUNCTIONAL

TEAMFUNCTIONAL

TEAMHANDOFF HANDOFF HANDOFFCUSTOMER FEEDBACK

REQUIREMENTS

BUILD

TEST

DEPLOY

REQUIREMENTS

BUILD

TEST

DEPLOY

REQUIREMENTS

BUILD

TEST

DEPLOY

REQUIREMENTS

BUILD

TEST

DEPLOY

2 weeks 4 weeks 6 weeks 8 weeks

AGIL

E

CROS

S-FU

NCTIO

NAL T

EAM

CUSTOMER FEEDBACK

CUSTOMER FEEDBACK

CUSTOMER FEEDBACK

CUSTOMER FEEDBACK



FULL STACK AGILE TEAM 1




CHANGE

CHANGE

LEGAL

MARKETING

FINANCE

RISK

COMPLIANCE

HR

integrate any core function into the team

CHANGE



DIVERSITY IS BEING ASKED TO THE PARTY. INCLUSION IS BEING ASKED TO DANCE

Lajuanda Asemota



TRADITIONAL CHANGE

Standards

Process-driven

Tools and Templates

Plan-driven

Change Activities

Urgency

Change people own it

USING AGILE FOR CHANGE

Contextual

People-driven

Face-to-Face

Feedback-driven

Experiments

Purpose

People directly affected own it



INDIVIDUALS AND INTERACTIONSvisualize work lighter-weight tools


FACE TO FACE INTERACTION

IT CHANGE OWNS THE WALL

LIGHTER-WEIGHT TOOLS

LEANCHANGE.ORG/RESOURCES


“WORKING SOFTWARE”diagnostics over metrics co-created change plans


DIAGNOSTICS OVER METRICS

CO-CREATED CHANGE PLANS


“CUSTOMER COLLABORATION”#NoPPT #NoSharepoint customer empathy


#NOFORMS #NOPPT

#NOSHAREPOINT

TRY IT YOURSELF


“RESPOND TO CHANGE”wing it customer empathy



THE DIFFERENCE BETWEEN EXPERTS AND BEGINNERS IS THAT EXPERTS KNOW THEY’RE WINGING IT.

unknown…well , to me anyway


WHOOPSIE, TIME WASTED…

…BUT IN A GOOD WAY.


IF YOU’RE NOT PASSIONATE ABOUT BRINGING MEANINGFUL CHANGE, GET OFF THE PATH.

Daryl Conner


@jasonlittle | leanchange.orgIS THIS MAKING ANY SENSE?

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@jasonlittle | leanchange.orgIF YOU ANSWERED 1

SORRY! BUT THERE IS HOPE!

▸ go to meetup.com and join a local Agile meet up.

▸ find local companies that are adopting Agile and go talk to them


http://meetup.com


GOOD, EXPERIMENTING IS THE BEST WAY TO LEARN!

▸ go sit with whoever it is you’re “trying to change”, and not with your department

▸ make a personal kanban board showing all the things you’re working on, make it public

▸ start daily standup meetings for 15 minutes every day on every change initiative you’re working with

▸ stop making powerpoint

▸ really, stop making powerpoint

▸ have bi-weekly retrospectives with your team, and the people you’re ‘trying to change’ about how the overall change is progressing. Use that data to change your change plan



PERSONAL ACCOUNTABILITY!

▸ write down an experiment you want to try

▸ write your email address on the paper, and the date you would like to be contacted

▸ give it to someone you don’t know (or email your experiment to me at [email protected] )

▸ phrase it like this: Objective - I want to <do this> because I think this <outcome will emerge>. My key results would be <your own self-measurements>

▸ Example: I want to know if our change management practice is effective so I’m going to talk to 10 people directly impacted by the change and bring their feedback back to our change team by Aug 1.


mailto:[email protected]


WAKE UP!

▸ not as is, “wake up, you don’t get it”, it’s “wake up” meaning you were probably bored throughout this whole thing!

▸ Seriously though, start following people like Jen Frahm, Heather Stagl, Jurgen Appelo, Esther Derby, Don Gray, Niels Pflaeging, Paul Gibbons, Craig Larman, Diana Larsen. They are people who live in the Agile, Change/OD, and management spaces who are building bridges between these communities



YEEEER UP!

▸ Alright smarty pants, correct me!

▸ Seriously though, go to Agile events and connect with Agile Coaches who desire more help with OD and Change.


SHU (BEGINNER)VISUALIZE WORK, DO STANDUPS, WORK IN WEEKLY SPRINTS, DO RETROSPECTIVES

Follow the process, don’t question it until you know you should

HA (ADVANCED)CULTURE HACKING, LIMIT NUMBER OF IN-PROGRESS CHANGES, USE EXPERIMENTS INSTEAD OF EXECUTING CHANGE ACTIVITIES, “BREAK THE RULES”

Realize you can change the rules to suit your context

RI (EXPERT)CREATE YOUR OWN CONTEXTUAL CHANGE FRAMEWORK USING THE MOJITO METHOD

Realize that you own your process and can create it

KOKORO (SIMPLIFY)SMALL INTERVENTIONS AND MOVEMENTS OVER TIME. ONLY CONVERSATIONS MATTER.

No more frameworks do you require…a Jedi you are


Questions?

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acmp alberta - using agile in change management

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