lean change management (part ii) - iad 2014
TRANSCRIPT
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IAD2014 fabioarmani
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IAD2014 fabioarmani
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in detail
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8. Required Investment Constraints around time, cost and effort
7. Wins Moral Performance Capability
1. Urgency Top 3 drivers, and what needs to change Capability of Org to execute:
5. Target State Strategic pillars, common enablers, etc.
6. Success Criteria Change will stick when …
3. Vision Single compelling statement that describes what the “destination“ looks like Key Behaviours:
4. Communication 2 way path of communication
9. Action Key methods used to implement change
2. Change Recipients Who is impacted by the change Guiding Teams:
LeanChangeCanvas XYZCompany04-Jan-2013
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MVC -
1
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MVC - • Root Cause Analysis • Five Whys • Value Stream Mapping • Waste:
– Partially done work – Extra features – Delays – Defects – …
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MVC # • Articulate Urgency for your MVC by performing root
cause analysis – Collaborate with your change participants to outline a set of
benefits that will matter to them – Chose some qualitative benefits, such as morale, improved
capability … customer satisfaction – Select some quantitative benefits, improvements in lead time …
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MVC -
2
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MVC - • Locate Change Participants within the Organization • MVC that could be targeted at change participants
include: – Helping Managers and executives improve organizational agility
(Jurgen Appelo’s Managemnt 3.0 framework) – Helping developer achieve better agility through adoption of CI and
test driven development – Piloting particular Agile method (e.g Kanban, Scrum, eXtreme
Programming …) or practice (TDD, story mapping …) to help a specific team improve their delivery
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MVC # • Associate your MVC Canvas with a set of Change
Participants 1. Annotate your stream map and/or 5 Whys analysis with
impacted participants 2. Evaluate specific change participants in terms of their
willingness and capability to serve as a change champion and part of a guiding team
3. Add the the appropriate change participants to your Change Canvas, segmenting by role (impacted or acting as stakeholders)
4. Annotate each participant to associate them with the problem/countermeasure in the urgency section
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MVC -
3
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MVC - • The Vision portion is all about articulating the objectives
of your MVC in a single compelling statement that resonate with recipients – Fat a minimum, the Vision section requires a single, bold
statement – A good Vision is short and memorable – Determine an overall cadence/heartbeat for each of your
communications – Create an initial backlog of communication : send out
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Vision – LEGO Movie
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MVC # • Formulate a Vision for your MVC
1. Conduct a workshop with your recipients to come up with a Vision statement that is concise, bold and encourages action!
2. See if you can encourage one of your recipients to engage in some visual thinking.
3. Create a drawing or a Change Sculpture (e.g. with LEGO) that represents the change Vision
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MVC –
4
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MVC – • Target Options represent what the working environment
may look after the change initiative has been successfully implemented – Consider a number of elements in telling the story of variuos
target options
• Value Network Design – Helps articulate and refine target options
• Knowledge workers organization – Jurgen Appelo – Don Reinersten – David J. Anderson
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TargetOp9ons
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Value Netw
ork Design
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Value Netw
ork Design
• The atomic unit is a cross-functional team
• Feature teams / Components teams
• Community of Practices • Disciplines
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MVC # • Design a Value Network for your MVC for one Target
Option and summarize on the Change Canvas 1. Collaborate with your change participants to outline a set of
benefits that will matter to them 2. Chose some qualitative benefits, such as morale, improved
capability … customer satisfaction 3. Select some quantitative benefits, improvements in lead time
…
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MVC -
4
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MVC - • Determine how you will support your MVC with
Communication – Figure out your overall flow of communication – Consider channels of communication – Determine an overall cadence/heartbeat for each of your
communications – Create an initial backlog of communication : send out
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MVC # • Outline the benefits of your MVC on the Change Canvas
1. Collaborate with your change participants to outline a set of benefits that will matter to them
2. Chose some qualitative benefits, such as morale, improved capability … customer satisfaction
3. Select some quantitative benefits, improvements in lead time …
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MVC - • Plan Change in a co-creative way • Expect your change plan to be wrong
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MVC # • Determine how you will support your MVC with
Communication 1. Figure out your overall flow of communication 2. Consider channels of communication 3. Determine an overall cadence/heartbeat for each of your
communications 4. Create an initial backlog of communication : send out
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Change Canvas • Plan Change in a co-creative way • Expect your change plan to be wrong
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Plan Change in a co-creative way
#leanChange
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Adopting Agile methods leads to a profund change in thinking, values and capability
These are both boats …
But a steamboat … … is nothing like a motor boat
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Adopting Agile methods leads to a profund change in thinking, values and capability
• A legacy organization ...
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Adopting Agile methods leads to a profund change in thinking, values and capability
… is not like an agile organization
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Organizational Change • The leads to a flawed view of organizational change
Currentstate Desiredstate
Assessment GapAnalysis Plan
Vision
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We need a different mental model
• The organization as a Complex Adaptive System (CAS)
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Complex Adaptive System • A dynamic network of many agents
– acting in parallel
– acting and reacting to what other agents are doing
• Control is highly dispersed and decentralized • Overall system behavior is the result of a huge number
of decisions made constantly by many agents
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Local goals and gaps • Local agents (individual, project teams, discipline
coworkers) identify local gaps based on their local goals
Vision
Currentstate DesiredstateLocalac9ons
InspectCurrentstate Desiredstate
Localac9ons
InspectCurrentstate Desiredstate
Localac9ons
Inspect
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Different views of success • Newtonian view
– Success = closing the gap with the desired state
• CAS view
– Success = achieving a good fit with the environment
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ADAPTing to Agile Development
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A
D
A
P
T
Awarenessthatthecurrentapproachisn’tworking
Desiretochange
Abilitytoworkinanagilemanner
Promoteearlysuccessestobuildmomentumandgetotherstofollow
Transfertheimpactofagilethroughouttheorganiza9onsothatits9cks
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Individual and group change • All individuals will need to move through the Awareness,
Desire, and Ability stages
– But will do so at different rates
• Early adopters and leaders:
– Use the Promote stage to build Awareness and Desire in later adopters
– Need to Transfer the impact of agile to groups like Human Resources or the transition will fail
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49
pilot projects
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ThePurposeoftheTransforma9onCanvas
• Why do we need a Transformation Canvas? • Change Canvas > Minimal Viable Change • Change Agents can validate a MVC by
moving it through the Validated Change Lifecycle
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Transforma9onCanvas
• Ground and constrain various MVCs that pass through the organization
• Point of reference
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Transforma9onCanvas
• Models the elements of an Enterprise/Organizational Transformation
• Different in scope • Models the the concern of:
– Entire organization – Very large subset of it
• The TC can be validated through the implementation of one or more MVC
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TC # • Run a Transformation Canvas Workshop to plan an Agile
Enterprise Transformation 1. Determine who will participate in the workshop 2. Decide if you need to run sessions for multiple groups 3. Conduct your transformation generation workshop(s) : visual
thinking
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TraversingtheCanvasbasedonRisk
• Common Transformation Risks: – Resistance to change – Correctness of change: incorrect changes >
wrong for the organization – Unsustainable change (revert to previous ways of
working)
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Acrossmul9pleRisks
• Risks will be mitigated by jumping across the canvas: – Switching between risk types
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Prioritizing MVCs for a Transformation
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A documented, detailed process cannot match the
complexity of the human brain!
“
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Agile and Lean provide a Vision for Success in today’s Complex
Customer Driven World
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Executing on Lean and Agile requires a fundamental shift in the
way most organizations work
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The Big C-Change traditionally used by Big C-Consulting firms is
fundamentally wrong for Agile Change
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Using Scrum to Inspect and Adapt – A better approach to agile
change, but often results in to large a change that does not fit all
context
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Kanban – a viral, evolutionary approach to change
management
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Lean Change – combining Kanban, Kotter’s 8 Steps and
Lean Startup Thinking
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