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RISKS AND STRATEGIES
SaiHo YuenM.Sc, ift.a, SCJP, PSM I, ITIL
17 February 2012
1st INTERTIONAL CONFERENCE ON
AGILE AND LEAN SOFTWARE METHODS
Adopting Agile in medium and large organization
Who am I?
The world I live
Me
Canada, Québec
M.Sc. from U. Montréal and U. Rostock
Software Developer, Project Manager SCRUM Master and Agile transition
Netscape, Database, Civil engineeringScientific & Military research and Government
Employers of my areaSME in high technologies, Game industries
Insurance companies, Banking and Government
Every why hath a wherefore
Why are you doing this ?What are you looking for ?
Why Agile ?What Agile means to you ?Is Agile the right answer ?
How are you going to do it ?Where do you stand ?What do you have ?What do you need ?
They will guide you into all the truth!
What is yours?
Concerto in 3 Movements
ProblemsWhat makes Agile adoption so difficult?
RisksSome common pitfalls you may want to avoid!
StrategiesSome ideas to make your adoption a little bit easier!
Introduction
Too Many Reasons!
Migration means changecomplex and underestimated, so often unmanaged
Change doesn’t mean only the process or toolsAlso the people and specially the people
Process can’t never change people (a lasting change come always from the inside)
Capability of change is different for everyone, thus every organization
Isolated initiative, trial and error
What makes Agile migration so difficult?
Why so difficult?
A successful Agile project means a lot, but not everything(A certain type of project under certain conditions with a very specific team)
An idea, a thought, a state of mind, a philosophy
Knowing is one thing; Doing is quite another;
Too many “ways”, “practices”, “products” and “Tools”
Everyone has his own idea and model
Are we getting the right helps, coaching on the right things?
So on and so on…
Too many ways to get lost!
Small, medium, large
Well, I have to say…Yes
An established culture and structure
You can hardly play with the magic triangle
Different levels of hierarchy has different goals
Nothing is personal, thus everything becomes personal
Informal VS official
Does size really matter?
Complicated, but don’t forget…
Complex business model and structure
First mission is not always software development
Business and TI don’t mixed, thus don’t understand
Concurrence from inside and outside
Resources availability & distributed Teamwork (International laws)
Governance & procurement model
Union
They also have money!
So far, how do we do?
Version One 2011 Survey
Leading causes of failed Agile projects
Any icebergs ahead?
Version One 2011 Survey
Barriers to further Agile adoption
So, where should we start?
Understands the risks and chooses the right strategy!
Understand the strategy and choose the right risks!
A dog chasing its tail?
Risks
Culture and Structure
The personality of your organization. You may not notice it, but it is certainly there
ProcessIt isn’t about how we change, but how to make it acceptable
Human factor (Resistance)First, it is ridiculed. Second, it is violently opposed. Third, it is accepted as being self-evident
CommunicationMost known problem, but still always underestimated
Come from not knowing what you're doing!
Organizational Culture
Consistency for an organization and its people
Order and structure for activity within an organization
Boundaries and ground rules
Communication patterns
Membership criteria
Patterns for internal relationships among people
Why so important?
Organizational Culture
Condition for reward and punishment
Expectations and priorities
Define performance
Approach to management
Limits strategy
Productivity
Without it, there will be no soul!
William E. Schneider’s Model
Why is it so popular among Agilists?
Freud on the sofa
20 Questions from William E. Schneider20 Questions from William E. Schneider20 Questions from William E. Schneider20 Questions from William E. Schneider
When we worry about something in the organization, it is usuallyWhen we worry about something in the organization, it is usuallyWhen we worry about something in the organization, it is usuallyWhen we worry about something in the organization, it is usually about: about: about: about:
a) Losing. We worry most about being also-rans or having our reputation harmed because we couldn’t deliver as well as, or better than our competitors.
b) Stagnation. We worry most about failing to progress, simply existing from day to day, or even going backwards.
c) Vulnerability. We worry most about being in a position where others have more power or market share than we do
d) Lack of unity. We worry most about the team being broken up or alienating our customers. We worry about a lack of trust among ourselves.
What’s your culture?
Other models?
R. HarrisonR. HarrisonR. HarrisonR. HarrisonPower, role, task and person orientation
T.E. Deal and A. A. KennedyT.E. Deal and A. A. KennedyT.E. Deal and A. A. KennedyT.E. Deal and A. A. KennedyTough-guy/macho, work hard/playhard, bet-your-company and process
W. W. W. W. Bennis Bennis Bennis Bennis and b. and b. and b. and b. NanusNanusNanusNanusFormalistic, collegial and personalistic
J. OJ. OJ. OJ. O’’’’TooleTooleTooleTooleMeritocracy, egalitarianism, behaviorism and humanism
Giving a name to your culture is not important. Giving a name to your culture is not important. Giving a name to your culture is not important. Giving a name to your culture is not important. Understand it, it is.Understand it, it is.Understand it, it is.Understand it, it is.
Yes, of course!
The Other Boleyn Girl
No matter which culture there is always an organizational structure
Huge impact on adoption, but often ignored
Reflects decision making, tasks execution, communication pathway
Competitions between divisions
We are sisters, and therefore, born to be rivals
One size fit all?
Process
Change requires an adequate preparationSimplicity necessitates understanding complexity
Each problem has multiple solutionsWe can not predict the best solutions
Ever-changing environment requires ever-changing process
Change process depend on its environmentAnd as soon as the process exists, it changes its environment and itself
Each strange solution is the best one somewhere
It isn’t about how we change, but how to make it acceptable
Process
All plausible solutions should be examinedThe process should gather and synthesize different viewpoints
Raison of change has to be clearly definedProcesses has to be transparent and meaningful
Otherwise, it won’t able to mobilize people and increase the resistance
Confusion may occur If different “changes processes” are already underway or planned
The process should not ignore organization‘s core cultural, values and past events
Process
happiness does not necessarily mean commitment
false signals can easily lead to misinterpretations
The responsibilities has to be clearly defined
The lack of or too many responsible impair the process
Adequate means to measure is required
Therefore, it is difficult to manage, monitor and measure
the impacts of the process and the process itself
It may take considerable time before the new performance indicators and incentive systems are acting in line with the objectives
which can greatly affect the mechanism of decision making
Human factor
Capability of change is different for everyone
Changes always clashes with old habits
Resistance to change caused often by the loss of acquired (recognition, prestige, social status, power, job security, etc..)
Fear of the unknown and failure reduces the desire for change
Doubts about the reasons of change hinder the motivation of those involved
Understanding the vision, purpose and importance of the change
Resistance is futile…eventually?
Human factor
The benefits of change should be visible to those concerned
All participations should be properly managed and encouraged
Incentives and recognition should be properly granted
Participations may not properly evaluated by the old and new metrics
Change increases necessarily the existing conflicts
Mike Cohn’s Model
Recognize someone?
Diehards
What shall we do?(Active & Like Status quo)
Align incentive
Create dissatisfaction with the status quo
Acknowledge and confront fear
With a vengeance?
Followers
What shall we do?(Passive & Like Status quo)
Change the composition of the team
Praise the right behaviour
Involve them
Model the right behaviours yourself
Identify the true barrier
Of the One ring?
Skeptics
What shall we do?(Passive & don’t like Scrum)
Let time run its course
Provide training
Solicit peer anecdotes
Appoint a champion skeptic
Push the issue
Build awareness
Finger of St Thomas?
Saboteurs
What shall we do?(Active & Don’t like scrum)
Success
Reiterate and reinforce the commitment
Move them
Fire them
Be sure the right people are talking
An ardent believers?
A smart guy does a stupid thing?
What’s his name again?
Real Men Don’t Cry
Robert Robert Robert Robert Kegan Kegan Kegan Kegan and Lisa and Lisa and Lisa and Lisa Laskow LaheyLaskow LaheyLaskow LaheyLaskow Lahey
Resistance doesn’t mean opposition nor inertia
Unwittingly caught in a Competing Commitment
The Competing Commitment is created by a Big Assumption
But it doesn’t mean there is nothing!
The competing commitment
1) What would you like to see changed at work, so you could be more effective, or so work would be more satisfying?
2) What commitment does your complaint imply?
3) What you are doing, or not doing, to keep your commitment from being fully realized?
4) Imagine doing the opposite of the undermining behaviour. Do you feel any discomfort, worry or vague fear?
5) By engaging in this undermining behaviour, what worrisome outcome are you committed to preventing?
5 Questions
Big Assumption
1) Create a sentence stem that inverts the competing commitment, then “fill in the blank”
2) Test and Consider replacing the big Assumption
a) Notice and record current behaviour
b) Look for contrary evidence
c) Explore the history
d) Test the assumption
e) Evaluate the result
Some little steps
Communication
The communication plan is always required
(planned and supported)
Access to information should be
homogeneous, uniform, continuous and transparent
Information should come from and receive from official channels
(eg. through the hierarchy, official statements, etc.)
Communication should promote understanding of the objectives of the change
Do we need oil for an engine?
Communication
Communication should focus on quality rather than quantityOrganization confuses information with communication
People are flooded with all kinds of information but it doesn’t help them to better understand the situation
Communication relies heavily on technology and organization structureface to face communication is underestimated
Communication should accompanied by appropriate activities
Communication should not focused exclusively on the objectivesthe reasons that command are important
= Information + relationship + Feedback
Strategies
Well, fortunately there is none!(Otherwise, it will be a little bit boring!)
Never forget: A lasting change come always from the inside
Is there any magic bullet?
Once again, Why?
Why are you doing all this ?
What are you really looking for ?
Why Agile ?
What Agile means to you ?
Is Agile the right answer ?
Thinking Agile + acting Agile = Being AgileThinking Agile + acting Agile = Being AgileThinking Agile + acting Agile = Being AgileThinking Agile + acting Agile = Being Agile
(sometime, you may also have to love it)(sometime, you may also have to love it)(sometime, you may also have to love it)(sometime, you may also have to love it)
Water cannot rise higher than its source, neither can human reason
My two cents
Symphony in 6 MovementsSymphony in 6 MovementsSymphony in 6 MovementsSymphony in 6 Movements(Inspired by John P. Kotter & Ken Schwaber)
All models are wrong, but some are useful!
Establish a sense of urgencyEstablish a sense of urgencyEstablish a sense of urgencyEstablish a sense of urgency Teams of powerTeams of powerTeams of powerTeams of power
Create visions and valuesCreate visions and valuesCreate visions and valuesCreate visions and values
Communicate everythingCommunicate everythingCommunicate everythingCommunicate everythingPlan to RePlan to RePlan to RePlan to Re----plan, small victoriesplan, small victoriesplan, small victoriesplan, small victories
Consolidate, institutionalize Consolidate, institutionalize Consolidate, institutionalize Consolidate, institutionalize and produce moreand produce moreand produce moreand produce more
Establish a sense of urgency
Point out the facts: Good, Bad and Ugly
(sometime Weird)
Examine environment and competitive realities
for potential crises and untapped opportunities
Statue quo is more dangerous than the unknown
Never underestimated the difficulty of driving people out of the comfort zones
Understands where we stand
Lean Management Lean Management Lean Management Lean Management MieuxMieuxMieuxMieux, plus , plus , plus , plus vite vite vite vite avec les mavec les mavec les mavec les mêêêêmes mes mes mes personnes (Pierre personnes (Pierre personnes (Pierre personnes (Pierre PessiardiPessiardiPessiardiPessiardi))))
4 metrics4 metrics4 metrics4 metricsActiveActiveActiveActive
Turnovers lost without this computer systemReplacement cost by men
Total costTotal costTotal costTotal costThe annual saving oragnisation realize that if it abolished the system
Carte d’état-major
PassivePassivePassivePassiveThe expense would be needed to bring the application to productivity standards consistent with your purpose
The number of unprocessed demandsThe number of unprocessed demandsThe number of unprocessed demandsThe number of unprocessed demands
Number doesn’t lie
Who is the best?
Teams of power
Two committees : Director (3 + 1) and Coordination (5)Two committees : Director (3 + 1) and Coordination (5)Two committees : Director (3 + 1) and Coordination (5)Two committees : Director (3 + 1) and Coordination (5)
Director : approve and guide the changeCoordination : make the change
Change agent: Informer when sit on the director committee
Groups with shared idea and enough power to lead the changeNever forget the ones whom oppose it, Union, RH and You (change agent)
Rotate committee members
Work as a team outside the normal hierarchy
It takes two to make a thing go right!
Creation visions and values
Create visions and values to direct the change effort
Develop strategies for realizing those visions and values(Backlog of things to be changed)
Don’t present a vision too complicated or too vague to be communicated in 5 minutes
Define organization and team’s values (be specific, measurable, meaningful, attainable, realistic and Timed)
Vision and values must respond to the organization existing core culture(Never try to change your organization culture in one step)
LVision is the art of seeing what is invisible to others
How to choose values?
DoDoDoDo----ItItItIt----Yourself Team Values (Yourself Team Values (Yourself Team Values (Yourself Team Values (Jurgen AppeloJurgen AppeloJurgen AppeloJurgen Appelo))))
Anything that changes your values changes your behavior
VisionServiceOrderlinessHelpfulnessCourage
UnitySelf-disciplineOpennessFocusCooperation
TrustworthinessResponsibilityMindfulnessFlexibilityConfidence
TrustRespectKnowledgeExcellenceCommitment
TolerancereliabilityJoyfulnessEnthusiasmCleanliness
ThoroughnessResilienceIntegrityEnduranceCaution
TactfulnessRationalityInitiativeDeterminationBalance
StewardshipPurposefulnessIndustriousnessDecisivenessAesthetics
SkillPragmatismHumourCuriosityAssertiveness
SimplicityPersistenceHonestyCreativityAccuracy
Do-It-Yourself Team Values
1) Give the list to the team (you can add any new values)
2) Together, they must select between three and seven, they consider most important, according to project, situation, culture and their personality
3) Do the same thing with stakeholder (outside of the team)
4) Gather both groups, talk about the selections and the mutual expectations until you reach consensus on a merged list of three to seven values
5) Once you have the values, make them clear to everyone
Choose wisely your values…
Otherwise, there will be only two candidates
Communicate everything
Use every vehicle possible to communicate
the new vision, values, strategies and all things you do
Communication comes in both words and deeds, set example
Communicate to whom are hurt the most
Transparency
Use the same language of your listeners
Communication works for those who work at it.
Responsibility assignment matrix
Responsible (The Doer)
Accountable (The Buck stops here)
Consult (In the loop)
Inform (Keep in the picture)
RACI / RASCI / RACI-VS / CARIO /
Media Choice Table
Galati, Tess (2001, Paractical Communication, inc.)
Using the right tool for the right job
How well the Medium is suited to Hard copy Phone call Voice mail E-mail Meeting Web site
Assesing commintment 3 2 3 3 1 3
Building consensus 3 2 3 3 1 3
Mediating a conflit 3 2 3 3 1 3
Resolveing a misunderstanding 3 1 3 3 2 3
Addressing negative behavior 3 2 3 2 1 3
Expressing support/appreciation 1 2 2 1 2 3
Encourage creative thinking 2 3 3 1 3 3
Making an ironic statement 3 2 2 3 1 3
Conveying a reference document 1 3 3 3 3 2
Reinforcing one's authority 1 2 3 3 1 1
Providing a permanent record 1 3 3 1 3 3
Maintaining confidentiality 2 1 2 3 1 3
Converying simple information 3 1 1 1 2 3
Asking an information question 3 1 1 1 3 3
Make a simple request 3 1 1 1 3 3
Giving complex instruction 3 3 2 2 1 2
Addressing many people 2 3 2 2 3 1
Media richness theory
Plan to Re-plan, small victories
Follow organization’s governance and procurement model
Never ask for exception, but you can explain why you aren’t do that
Choose visible problems
if the problem is too big, choose a smaller related problem
Define and engineer visible performance improvements
Encourage risk taking, and non traditional ideas, activities and action
Plan and Keep Re-planning, create maximum of small victories (In sprint)
Recognize and reward ones who contribute to the improvement
Governance
Big brother is always watching!
Clothes don't make the man
Agile is a philosophy, many many “reincarnations”
Use the practices that are suited to you
Be very honest
Respect the meaning of the practices
Choose carefully the practices,
because some practices must come-in pair
A, B, C ⊆ D, D ⊆ E → A, B, C ⊆ E
United we stand, divided we fall
Consolidate, institutionalize
and produce more
Use increased credibility from early wins
to change systems, structure, and policies undermining the vision
Hire, promote and develop ones
who can implement the vision and values
Reinvigorate the change process with new project and change agents
Articulate connections between Agile and organization success
Create leadership development and succession plans consistent with the Agile
SCRUM
Mille viae ducunt homines per saecula Romam
C. CoordinationC. Director
One more thing…
Credibility
Don’t be a prince, neither a priest; Be pragmatic and persuasive
If you want something done practice your patience
Restrains your desire for control and need for importance
Don’t copy and paste
Walk the Talk
Conductor of orchestra
Enemies within
Comments, Questions, Objections?
I know one thing, that I know nothing