At the Intersection of Agile and Change Management - Prosci ACMP NorCal Deck - Oct 20, 2017

At the Intersection of Agile and Change Management

CHANGE MANAGEMENTA

ILE

Tim Creasey, Prosci Chief Innovation Officer [email protected] @timcreasey linkedin.com/in/timcreasey

Foundation

Parallels

The Research

Adaptation Insights

Collaborative Working Session

CHANGE MANAGEMENTA

ILE

But first… Agile ≠ agile

© Prosci. All Rights Reserved. 4

Clarifying what we mean when we say the word agile

Lower case “a”agile

Upper case “A”Agile

An embedded trait/attribute: characterized by durability, resilience, speed, flexibility, attunement, preparedness

becoming a core competency and source of competitive advantage

An iterative development approach utilizing collaborative effort through self-organizing teams originating in

software development

being extended into variousproject execution approaches


Webinar poll results

16%

24%

28%

23%

9%

0% 5% 10% 15% 20% 25% 30%

Nope

Not much

Some

A lot

All the time

Are you running into confusion about

lower case "a" agile and upper case "A" Agile?

n = 442


Lower case “a” agile Upper case “A” Agile

A trait A method

Something we are Something we do

Practiced by everyone Practiced by team and groups

Takes time to nurture Can start doing it tomorrow

Prepare to handle change velocityMinimize disruption

Create competitive advantage

Increase visibility, adaptability, and speed to business value

Reduce risk over time


Does clarity matter?

First, chat with your neighbors: What is the value of adding clarity

to the agile/Agile conversation?Then, we’ll collect in a poll

pollev.com/prosci


• Agile does not equal fast necessarily• Agile is often received as "agile" to those who don't have adequate Agile

training• Alignment• Alignment• Applying the benefit of the traits to the method• Be agile to appreciate Agile!• Clarifies the process vs. the outcome• Clarifying expectations• Clarity can drive context• Clarity of purpose• Communication• Communication & understanding• Companies can use Agile to become more agile• Creating awareness about the difference• Eliminates the confusion between the development method and

organizational change• Folks new to Agile need,to understand how different it is,from bring agile• Get buy-in• Gets us on same page• Know your audience• Lack of awareness there is a difference

• Less fear, seems like people would recognize it from other parts of life• Level setting• Little agile would be a culture focus or culture goal, whereas big Agile is a

proposed project methodology• Need to drive everyone toward the same common goal.• Scrum does mean you are little a agile• Separate perception that Agile is IT projects vs. agile being a cultural change

for an org• Shared understanding and common vocabulary• Shared understanding of agile vs Agile to clearly communicate• Speaking a common language• Takes some of the sting of being told "you're not (personally) agile"• Talking about Agile helps people understand that it's a framework and not a

way of telling them they aren't being agile enough!• The value is in communicating the difference to those who are affected, so

that those affected are on the same page with those implementing.• There are two different approaches for managing agile vs Agile• Two different change needs in an organization• Valuable to start from common ground and understanding.• Yes, if you have and organization with an agile mindset , their Agile

implementations will likely be more effective

What is the value of adding clarity to the agile/Agile conversation?

CHANGE MANAGEMENTA

ILE

Nothing we know about CM applies in Agile


Plan

Three States of Change

Plan Discover Design Develop Deploy Sustain

Current Transition Future

C T FF T F T F

SustainSprint#1

Sprint#3

Sprint#2Re

leas

e

Rele

ase

Rele

ase

+ Agile


Currentstate

Transitionstate

Futurestate

Technical Side

People Side

ResultsOutcomes

Success

Design

Deliver

Develop

Embrace

Use

Adopt

Unified Value Proposition


T F

Technical Side

People Side

ResultsOutcomes

Success

Design

Deliver

Develop

Unified Value Proposition + Agile

Currentstate T F T F

Embrace

Use

Adopt


The achievements of an organization

are the results of the combined effort of

each individual.Vince Lombardi


Current Transition Future

TC F

C C C C C

C C C C C

C C C C

C C C C C

C C C C C

T T T T

T T T T T

T T T

T T T T

T T T T T

F F F

F F F F

F F

F F F

F F F F

T

T

T

F

F

F

F

F

F

F

F

Made up of individual changes

Organizational change


Individual Change + Agile

C C

C C

C C

C C

C C

T

T T

T T

T

T T

T

T

F

F F

F

F

F

F

F

F

F

T

T T

T T

T

T T

T

T

F

F F

F

F

F

F

F

F

F

T

T T

T T

T

T T

T

T

F

F F

F

F

F

F

F

F

F

F

F F

F

F

F

F

F

F

F

Plan

C T FF T F T F

SustainSprint#1

Sprint#3

Sprint#2Re

leas

e

Rele

ase

Rele

ase


The secret to successful change lies beyond the visible and busy activities that surround change. Successful

change, at its core, is rooted in something much simpler: How to facilitate change with one person.

Jeff Hiatt


Does ADKAR still work in Agile?

Yes, if we are thoughtful about how to split ADKAR across the overall effort

and sprints/releases.


AwarenessWhy?Why now?What if we don’t?


DesireWIIFMPersonal motivatorsOrganizational motivators



KnowledgeWithin context (after A&D)Need to know duringNeed to know after




AbilitySize of the K-A GapsBarriers/CapacityPractice/Coaching




AbilitySize of the K-A GapsBarriers/CapacityPractice/Coaching

ReinforcementMechanismsMeasurementsSustainment


ADKAR – Project/Sprint Split

ProjectLevel

Release/SprintLevel

A D K A R


Plan Sustain

ADKAR Milestones in Waterfall

A D K A R

Discover Design Develop Deploy


ADKAR Milestones in Agile

Plan SustainSprint#1

Sprint#3

Sprint#2

ProjectLevel A D R

A D K A R

A D K A R

A D K A R

Release/SprintLevel

Rele

ase

Rele

ase

Rele

ase


Do the five levers of CMstill work in Agile?

Yes, if we are thoughtful about how to split them across the overall effort

and sprints/releases.


CommunicationPlan

CoachingPlan

TrainingPlan

ResistanceManagement Plan

SponsorRoadmap

Outlines the actions required by senior leaders tofulfill their ABC roles and responsibilities

Right message; Right audience; Right timeRight sender; Right channel

Outlines middle manager engagement withdirect reports to fulfill their CLARC role

Build skills required during the change, after the change, in order to change

Preventative, Proactive, Reactiveapproaches to mitigate resistance impact


5 Levers of CM – Agile Project/Sprint Split

Spons Comm Coach Train Resist

ProjectLevel

Release/SprintLevel


5 Levers of CM in Waterfall

Plan SustainDiscover Design Develop Deploy

Communication plan

Sponsor roadmap

Coaching plan

Training plan

Resistance mgmt plan


5 Levers of CM in Agile

Plan SustainSprint#1

Sprint#3

Sprint#2

ProjectLevel

Comms

Sponsor

Comms

Coaching

Training

Resistance mgmt plan

Resist Mgmt

Comms

Coaching

Training

Resist Mgmt

Comms

Coaching

Training

Resist Mgmt

Rele

ase

Rele

ase

Rele

ase

Release/SprintLevel

Takeaway:

The core of change management is still necessary and applicable in Agile, but it needs to be adapted and adjusted for impact.

CHANGE MANAGEMENTA

ILE

“We’re not so different,you and I”


Origins of the Agile Manifesto

February 2001Snowbird, Utah

The Agile AllianceKent BeckMike BeedleArie van BennekumAlistair CockburnWard Cunningham Martin Fowler James GrenningJim Highsmith Andrew Hunt

Ron Jeffries Jon Kern Brian MarickRobert C. Martin Steve MellorKen SchwaberJeff Sutherland Dave Thomas

Source: Agile Manifesto, agilemanifesto.org

We are uncovering better ways of developingsoftware by doing it and helping others do it.

“


1

2

3

4

The Four Values of The Agile Manifesto with Parallel CM Values

Individuals and Interactions Over Processes and Tools

Working Software Over Comprehensive Documentation

Customer Collaboration Over Contract Negotiation

Responding to Change Over Following a Plan

Organizations don’t change,individuals do

Without adoption and usagewe end up getting

“solutions without results”

Individual change impactsare what need to be defined

and can be managedEnabling successful individual change is the key to delivering

organizational outcomes


The Twelve Principles of Agile Development and CM Parallels

1Customer satisfaction through early and continuous software delivery

2Accommodate changing requirements throughout the development process

3 Frequent delivery of working software

4Collaboration between the business stakeholders and developers throughout the project

5 Support, trust, and motivate the people involved

6 Enable face-to-face interactions

Adoption and usage at the table from the beginning and throughout

Individual change journeys throughADKAR set the pace

Frequently supporting individualsthrough ADKAR

Encouraging employee engagementand participation

Yup!

Communications, coaching, and sponsorshipinclude face-to-face interactions


The Twelve Principles of Agile Development

7 Working software is the primary measure of progress

8 Agile processes to support a consistent development pace

9 Attention to technical detail and design enhances agility

10 Simplicity

11Self-organizing teams encourage great architectures, requirements, and designs

12 Regular reflections on how to become more effective

Adoption and usage is the primarymeasure of CM progress

Attention to answering peoples questionsand need enhances adoption and usage

ADKAR…

Regular ADKAR pulse checks, PCTand BP Audit to improve effectiveness

ADKAR focused milestones drive consistent people journey pace

Adoption-centricity enables holistic view of change requirements/actions

Takeaway:

Agile and change management have similar perspectives and worldviews that increase the effectiveness of integration.

CHANGE MANAGEMENTA

ILE

The Research



Purpose and Participant Profile

The objective of this study is to uncover and identify challenges, lessons learned, tips and suggestions for practitioners working to bring iterative development into their organization and to support employee adoption and usage of initiatives using iterative development Agile techniques.

“PART 1

PART 2


Purpose and Participant ProfileTypes of projects using Agile

development process

2%

5%

11%

47%

35%

0%

Only non-ITprojects

Few IT; mostlynon

Equal IT andnon

Primarily IT;few non

Only IT project


Purpose and Participant ProfileTypes of projects using Agile

development process

2%

5%

11%

47%

35%

0%

Only non-ITprojects

Few IT; mostlynon

Equal IT andnon

Primarily IT;few non

Only IT project

Completely adopt the Agile methodology or incorporate some aspects of Agile into

your current waterfall approach?

Completely adopted

9%14%

8% 10%

18%

11% 2% 11% 2%0%

10% 20% 30% 40% 50% 60% 70% 80% 90%

For those who incorporated, about what percent of your current approach incorporates an Agile methodology:

Incorporated

28%

72%


Banking 14%

Consulting 11%

Information Services 8%

Government – Federal 6%

Insurance 6%

Finance 6%

Health Care 6%

Purpose and Participant ProfileNumber of employees

25%

15%

13%

11%

11%

5%

20%

0% 20%

Less than 1000

1,000 - 2,499

2,500 - 4,999

5,000 - 9,999

10,000 - 19,999

20,000 - 34,999

More than 35,000


Motivation

Structure

Contributors

Obstacles

Engagement

Resistance

Duration

Sustainment

Impact

Contributors

Obstacles

Adaptations

Do Differently

Practice Areas * 10

Adaptations

Challenges

Do Differently

Takeaway:

Prosci’s research effort adds much needed depth and breadth to the conversation around Agile and change management.

CHANGE MANAGEMENTA

ILE

Adaptation insights


1N73LL1G3NC3 157H3 4B1L17Y 70

4D4P7 70 CH4NG3.Stephen Hawking

INTELLIGENCE ISTHE ABILITY TO

ADAPT TO CHANGE. Stephen Hawking


Impact of Agile development’s iterative nature

on CM

Flexibility is key and not panicking with the uncertain nature of Agile delivery. Keep the basics but be prepared to negotiate on other aspects of the traditional change approach. Know that every day is different, and that's okay.

“

1. CM became iterative

2. CM plans became living documents

3. CM required more upfront work

4. CM needed to be done in less time and at a faster pace



Greatest contributors to

success

If you plan short 4-8 week sprints, every little achievement can be a success story, however small (even a 2 person change which has a measurable business impact to a business process). Small = greater commitment for all.

“

1. Early engagement of change manager

2. Consistent communication

3. Senior leader engagement

4. Early wins


Challenges in bringing CM to Agile

First, chat with your neighbors: What challenges have you faced

bringing CM to Agile?Then, we’ll collect in a poll

pollev.com/prosci


• Agile creates silos• budget• Budget• Budget• Cannot determine impacts, knowledge exists in the development world.

Creates silos. Disconnects• CM practice i still waterfall so we don't match up well with Agile. We have to

change.• Communication• Convincing leadership to understand that early adoption is absolutely

necesssry. Budget• Development not done in true Agile• Development team isn't able to articulate impacts and changes in time for us

to develop training material by cycle. This gives very little runway for error and true CM

• Don't have a way to design training to be iterative• Education• Experience• Focus• Getting early engagement• Inconsistent communications• Investment• Knowing what change to prepare the stakeholders for

• Lack of uniform adoption and understanding of Agile• Lack of visibility• Leadership doesn't understand challenges for CM• Level of user engagement• Not everyone was understood agile in the same manner.• Parts of the organization are not agile and others are• Project team sharing project changes to have input to how addressing the

change• Relevant communications• Resistance to Agile itself; clinging to traditional waterfall• Resistance to bringing /allowing CM a seat at the table...."we're not ready for

you."• Speed of communicating Change(s) is slow for larger cross functional projects• Sponsor Support• Still cloudy• That it's not "final"• Tie the big C change (at the program level) to the little c change (at the sprint

level)• Up to date training• User engagement• Users walk away after the early Sprints because not all the functionality was

there• Working CM into speints

Biggest challenges experienced


Consistent obstacles

[The greatest challenge is] the tendency to be less strategic about the people approach to adoption. The focus on the "story" tends to overshadow planning for operationalizing the product (e.g., adjust business processes, weave into training/user documentation, etc.)

“

1. Lack of understanding of and appreciation for CM

2. Organizational resistance to Agile

3. High volume of incremental change

4. Increased pace

5. Middle manager resistance


Largest adaptations to accommodate

Agile

“I have designed an Agile communication cycle that was based on the events within the product iteration cycle (6 weeks). Managed expectations of the user community that we do not have all the details they are asking for -due to the fact that unlike in a classical waterfall project we did not have all requirements defined/approved in the beginning. Otherwise I was trying to keep all the elements of a change approach covered - e.g. change sponsorship/leadership, change impact assessment, stakeholder assessment and management aligned with communication planning, just in time and "bite size" training.

“

1. Focus on iterative change management

2. Redefine success measures

3. Test new approaches


What to do differently

[I would] partner with [the] ScrumMaster and Product owner [to] ensure they are clear what it means the effectively gain acceptance and adoption and set clear expectations with them on what they must do to ensure we're all successful.

“

1. Educate the organization on Agile

2. Engage sponsors more effectively

3. Engage the project team earlier and more frequently


TO Agile / IN Agile

Interaction

How well we managed the

change TO Agile

Challenges faced when managing change IN Agile

Very well

Not very well

Few Many


10 CM practice areasX

AdaptationChallenges

Do Differently

Result: improved CMon Agile efforts



Adapting Change Management Practice Areas: Highlights

Sponsorship Sponsors must understand and embrace the Agile mindset. Sponsor participation must become more precise and efficient.

Middle ManagerEngagement

Managers need to be equipped with resources and training on Agile and engaged with face-to-face communication. Their role changes across the project.

EmployeeEngagement

Employees must be engaged more but also less formally (seemingly a paradox). Engagement should also promote the Agile culture.


Approach The change management approach must align to Agile process phases and must be selective regarding which activities drive value.

Resources Change management resource needs vary across an Agile development effort and must be ready to pivot based on employee impact of a given phase.

Integrationwith PM

The change management and project teams must integrate earlier, with higher levels of communication and collaboration.



Communication Communication requires precision and increased frequency aligned with the Agile process, but also be managed well to avoid overload.

Training Training must be focused, concise and delivered more frequently, with an emphasis on delivering just-in-time training.

ResistanceManagement

A formal resistance management plan with increased communication, with an emphasis on the “why” of both Agile and the project, can build buy-in.

Reinforcement Reinforcement is required early and more frequently to match the iterative approach, with an emphasis on goals and progress.



Prevalence of adaption to accommodate Agile

Integration of CM and PM

Communication

Structured approach

Delivery of training

Employee engagement

Manager engagement

Sponsorship strategy

CM Resource

Reinforcement

Resistance management

70%

68%

66%

62%

60%

60%

55%

53%

48%

43%0%

100%

Number of CM practice areas

adapted:

6%

32%

28%

19%

6%

All 10 adapted

7,8,9

4,5,6

1,2,3

none

Takeaway:

Driving adoption and usage in an Agile effort requires CM to match the pace and cadence of the Agile effort.

CHANGE MANAGEMENTA

ILE

Getting our hands dirty with “adapting and adjusting

CM in Agile”


Pick

Disperse

Discuss

Share

Capture

1

2

3

4

5

pollev.com/prosci

Vote up/down each practice area

Together we will pick our TOP 4 practice

areas to focus on in our collaborative working

session


Pick

Disperse

Discuss

Share

Capture

1

2

3

4

5

Congregate based on the practice area you are most interested in

or “getting started”

1

2

3

4

gettingstarted

Discuss for 10-15 minutes. Identify top 3-5 tactics, tips, tricksfor your practice area

Select a team member to share back with the

whole group (3 minute debrief)

2 3

4


Pick

Disperse

Discuss

Share

Capture

1

2

3

4

5

Take a picture of your notes with your phoneand email it to [email protected]

And, we’ll collect in a poll with a specific syntax (enter your practice area before your tactics, tips, tricks)

pollev.com/prosci


Sponsorship Communication Middle Manager Engagement

Employee Engagement Getting Started

• education on agile method, engage more often, coach them to help set expectations on employees.

• Keep the sponsor and change network engaged!

• Write down our working agreements (keep it a living document)

• initial and continual Agile training

• is vital to ensur CM is tightly integrated with several team

• must champion agile approach in addition to objective/goal

• Prepare\set expectations for what to expect with the iterative\Agile methodology

• build repeating campaigns into channels each user group will typically engage in. Key is to have consistent regular points

• ease up on over-engineering communications. Just say it!!!

• it's key for IT to have a close relationship with the Change Manager.

• practice radical transparency, building trust across business and IT, providing a mechanism for feedback, having empathy f

• radical transparency, open forum with info, customer feedback channel, keep message simple up front, stick to goals, build

• Find their WIIFM and empower based on their WHY

• appeal to ego

• give grab & go tools

• empathize with them

• empower them with tools to support the change

• engage early & often

• Get users to show up and help create user stories (tech, business users), use the influencers to create the user stories

• get them involved early,tie ability to change to performance review

• use the gallery walk, a permanent view of the sprints in progress, UI, sandbox, in flight comms. Place it near the cafete

• why am I doing it select one person, explaining why one is picked up, frequency of mentioning it, make it a cultural shift

• Agree up front to work together differently

• Agree up front to work together differently. (I can read directions)

• Ask questions to understand what assumptions (on role, responsibilities, approach) exist

• educate on Agile, "force" walking through the process stepbystep, demonstrate benefits

• Gain common understand that we are all going to have to change (learning & development just as much as engineering lead)

• light/abridged strategy/insight phase -- get started fast, begin awareness, and iterate ..

• Oranizational and agile anthropology first. Dig up whatshappening

Foundation

Parallels

The Research

Adaptation Insights

Collaborative Working Session

Prosci SolutionsDelivering organizational results by

catalyzing individual transitions

http://www.prosci.com | http://[email protected]

Build individual change competenciesApply change management on initiativesEmbed organizational change capability

http://[email protected]

Date post:	21-Jan-2018
Category:	Business
Upload:	tim-creasey
View:	747 times
Download:	0 times

At the Intersection of Agile and Change Management - Prosci ACMP NorCal Deck - Oct 20, 2017

Business