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Sustaining Agility after the Coaches LeaveDan LeFebvreAgile/Scrum Coach, CSC© DCL Agility, 2010-2011

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Dan LeFebvreFounder & Agile Coach,DCL Agility, LLCwww.dclagility.com

Certified ScrumMaster (CSM), Certified Scrum Professional (CSP)Certified Scrum Coach (CSC)Extensive experience in software product development as a developer, manager, director, and coachUsing agile practices since 2003Fulltime Agile Coach since 2006

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Learning OutcomesUnderstand the forces that act against a change to agileTechniques to discuss and address them in your organizationHow to install mechanisms to maintain agility

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Force Field Analysis

“An issue is held in balance by the interaction of two opposing sets of forces – those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)” – Kurt Lewin

Status

QuoDriving Forces

Restraining Forces

Developed by Kurt Lewin8/10/2011

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Agile2011

Desired State

Force Field AnalysisStatu

s Quo

Driving ForcesRestraining

Forces

Developed by Kurt Lewin8/10/2011

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Sustainable Agility

• Transparency• Predictability• Self-

Organizing Teams• Responsive

to customer needs• Improved

Quality• Astonishing

Results

Agile Transition Dynamics

Current method is not working

Early successes process/PMO/roadblocks

Departmental Friction

Driving ForcesRestraining

Forces

Team self-organization

Status

Quo

Fear of losing position or power

Annual budgeting process

Fear of learning new skills

Initial excitement

Agile Champion/coach

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Sustainable Agility

• Transparency• Predictability• Self-

Organizing Teams• Responsive

to customer needs• Improved

Quality• Astonishing

Results

Agile Transition Dynamics

Current method is not working

Early successes process/PMO/roadblocks

Driving ForcesRestraining

Forces

Team self-organization

Status

Quo

Fear of losing position or power

Annual budgeting process

Fear of learning new skills

Departmental FrictionInitial excitement

Agile Champion/coach

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Sustainable Agility in

your organizatio

n

• Transparency• Predictability• Self-

Organizing Teams• Responsive

to customer needs• Improved

Quality• Astonishing

Results

Your TurnStatu

s Quo

Driving ForcesRestraining

Forces

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Exercise: Stretch breakStand up and stretch your bodyTurn to the person standing next to you and give him/her a short, two-minute, verbal summary of what you've just learned about Force Field AnalysisNext, listen to your partner’s summarization of his/her learningSit when finished

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Sustainable Agility

• Transparency• Predictability• Self-

Organizing Teams• Responsive

to customer needs• Improved

Quality• Astonishing

Results

How to Use FFA

Current method is not working

Early successes

Initial excitement

Agile Champion/coach

process/PMO/roadblocks

Driving ForcesRestraining

Forces

Team self-organization

Status

Quo

Fear of losing position or power

Annual budgeting process

Fear of learning new skills

Departmental Friction

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Reinforcing the Removal of Impediments

Teams will raise impedimentsThey will need help to remove themIf management ignores them, team will be discouraged

Need an organization impediments removal mechanism

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Enterprise Transition Community with Improvement Communities

Source:Succeeding with Agile Using Scrum- Mike Cohn

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Scrum Master TeamScrum Masters are expected to be the organizational change agentsScrum Masters form a team to remove impedimentsCollects and prioritized impedimentsWorks to fix them in priority order

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Sustainable Agility

• Transparency• Predictability• Self-

Organizing Teams• Responsive

to customer needs• Improved

Quality• Astonishing

Results

Handling Fear

Current method is not working

Early successes

Initial excitement

Agile Champion

process/PMO/roadblocks

Driving ForcesRestraining

Forces

Team self-organization

Status

Quo

Fear of losing position or power

Annual budgeting process

Fear of learning new skills

Departmental Friction

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FearLearning something new is scary

Will I be good enough? What is wrong with my way?

Role changes are scaryWill my job go away? Will I like the new role?

Fear can trigger the “fight or flight” instinct

Many organizations see an increase in the attrition rateMany organizations adopt “Scrumbut” behavior because resistance is too high in some areas

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Provide Support to Manage FearPeople need help to work through their fearsHelp to understand new roles of Scrum Master and Product OwnerHow to test in agile wayAn Agile Champion or Agile Coach can help initially

Need an internal support system

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User Groups and ConferencesEncourage people to continue learningProvide budget for people to attend conferences

Require attendees to run “brown bag” learning sessions

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Communities of PracticeGroups of “like-minded” people get together to help and support each other

Scrum MastersProduct OwnersTestersArchitectsManagers

Share experiences, observe each other, provide feedback, review books, etc.

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Internal Agile CoachActs as the conscience of the organizationFacilitates creation of communities of practiceHelp train new employeesWorks with executives to help transition to lean and agile thinking

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Sustainable Agility

• Transparency• Predictability• Self-

Organizing Teams• Responsive

to customer needs• Improved

Quality• Astonishing

Results

Project Initiation

Current method is not working

Early successes

Initial excitement

Agile Champion

process/PMO/roadblocks

Driving ForcesRestraining

Forces

Team self-organization

Status

Quo

Fear of losing position or power

Annual budgeting process

Fear of learning new skills

Departmental Friction

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Adopt Agility in the Annual Planning Process

Organizations need to commit to projectsMany managers have pet projects or stealth projectsMany people believe in “big, upfront” planning This limits organizational agility

Need an agile portfolio management process

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Portfolio Management Process

Source:Manage Your Project Portfolio - Johanna Rothman

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Exercise: One-Minute ReviewTell your group what you think is important about what you just heard and what implications it has for your company

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SummaryUse Force Field Analysis to examine forces affecting a change

Devise strategies to strengthen driving and weaken restraining

Three mechanisms to drive agility include:

An impediments handling processAn internal coaching or support processAn agile portfolio management process

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Questions

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