At the Intersection of Agile and Change Management
CHANGE MANAGEMENTA
ILE
Tim Creasey, Prosci Chief Innovation Officer [email protected] @timcreasey linkedin.com/in/timcreasey
© 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
© Prosci. All Rights Reserved. 6
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
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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
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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
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• 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?
© Prosci. All Rights Reserved. 12
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
© Prosci. All Rights Reserved. 13
Currentstate
Transitionstate
Futurestate
Technical Side
People Side
ResultsOutcomes
Success
Design
Deliver
Develop
Embrace
Use
Adopt
Unified Value Proposition
© Prosci. All Rights Reserved. 14
T F
Technical Side
People Side
ResultsOutcomes
Success
Design
Deliver
Develop
Unified Value Proposition + Agile
Currentstate T F T F
Embrace
Use
Adopt
© Prosci. All Rights Reserved. 15
The achievements of an organization
are the results of the combined effort of
each individual.Vince Lombardi
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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
© Prosci. All Rights Reserved. 17
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
© Prosci. All Rights Reserved. 18
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
© Prosci. All Rights Reserved. 19
Does ADKAR still work in Agile?
Yes, if we are thoughtful about how to split ADKAR across the overall effort
and sprints/releases.
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AwarenessWhy?Why now?What if we don’t?
AwarenessWhy?Why now?What if we don’t?
DesireWIIFMPersonal motivatorsOrganizational motivators
AwarenessWhy?Why now?What if we don’t?
DesireWIIFMPersonal motivatorsOrganizational motivators
KnowledgeWithin context (after A&D)Need to know duringNeed to know after
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
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
ReinforcementMechanismsMeasurementsSustainment
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ADKAR – Project/Sprint Split
ProjectLevel
Release/SprintLevel
A D K A R
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Plan Sustain
ADKAR Milestones in Waterfall
A D K A R
Discover Design Develop Deploy
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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
© Prosci. All Rights Reserved. 24
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.
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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
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5 Levers of CM – Agile Project/Sprint Split
Spons Comm Coach Train Resist
ProjectLevel
Release/SprintLevel
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5 Levers of CM in Waterfall
Plan SustainDiscover Design Develop Deploy
Communication plan
Sponsor roadmap
Coaching plan
Training plan
Resistance mgmt plan
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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.
© Prosci. All Rights Reserved. 31
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.
“
© Prosci. All Rights Reserved. 32
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
© Prosci. All Rights Reserved. 33
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
© Prosci. All Rights Reserved. 34
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.
© Prosci. All Rights Reserved. 38
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
© Prosci. All Rights Reserved. 39
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
© Prosci. All Rights Reserved. 41
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%
© Prosci. All Rights Reserved. 43
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
© Prosci. All Rights Reserved. 44
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.
© Prosci. All Rights Reserved. 47
1N73LL1G3NC3 157H3 4B1L17Y 70
4D4P7 70 CH4NG3.Stephen Hawking
INTELLIGENCE ISTHE ABILITY TO
ADAPT TO CHANGE. Stephen Hawking
© Prosci. All Rights Reserved. 48
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
© Prosci. All Rights Reserved. 50
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
© Prosci. All Rights Reserved. 51
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
© Prosci. All Rights Reserved. 52
• 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
© Prosci. All Rights Reserved. 54
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
© Prosci. All Rights Reserved. 55
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
© Prosci. All Rights Reserved. 56
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
© Prosci. All Rights Reserved. 57
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
© Prosci. All Rights Reserved. 58
10 CM practice areasX
AdaptationChallenges
Do Differently
Result: improved CMon Agile efforts
© Prosci. All Rights Reserved. 60
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.
© Prosci. All Rights Reserved. 61
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.
Adapting Change Management Practice Areas: Highlights
© Prosci. All Rights Reserved. 62
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.
Adapting Change Management Practice Areas: Highlights
© Prosci. All Rights Reserved. 63
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.
© Prosci. All Rights Reserved. 66
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
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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
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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
© Prosci. All Rights Reserved. 70
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
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
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