agile change management - cdn.ymaws.com...•agile promotes adaptive planning, evolutionary...

Agile Change Management:

The New Way to Deliver Agile IT

Programs

April, 2015

• Paul O’Keeffe • Change Management Managing Director, Accenture • Milwaukee, WI

• [email protected] • Really an Aussie!

• Chris Churchill • Change Management Manager, Accenture • London, UK

• [email protected] • Really an Aussie!

Introduction

Speakers

2

#ACMP2015 © 2015 Association For Change Management Professionals. 2

Agile Methods Change Enablement

Playbook

3

Agenda

Defining Agile Methodology

Case Study 1: Challenges to the Traditional Approach

Accenture Change Management Model for Agile

Case Study 2: Agile Success Factors

Retrospective


The Concept of Agile

Definition

4

• Agile is typically used in software development.

• It helps teams respond to the unpredictability of building

software by using iterative and incremental development.

• Requirements and solutions evolve through collaboration

between cross functional teams and clients.

• Agile promotes adaptive planning, evolutionary development

and delivery, a time-boxed iterative approach, and

encourages rapid and flexible response to change.


Introduction

Polleverywhere

5


1.Standard texting rates only

2.We have no access to your phone number.

3.Capitalization doesn’t matter, but spaces and spelling do.


7

Copyright © 2015 Accenture All rights reserved.


What is Different?

8

Early &

Regular

Delivery

Flexibility To

Respond To

Change

Relentless

Focus On

Value

Highly

Collaborative

Across

Boundaries

Early &

Frequent

Testing

Ongoing

Risk

Management

Agile methods enable a different approach...

...which when harnessed appropriately can deliver significant business value.



What is Different?

9

WATERFALL AGILE

Plan Driven Learning Driven

‘Big Bang’ release (6 - 12 months) Short releases (1 - 5 months)

Requirements defined upfront Requirements evolve

Development in phases Delivery in iterations

Testing occurs at the end Testing through iterations

Early &

Regular

Delivery

Flexibility To

Respond To

Change

Relentless

Focus On

Value

Highly

Collaborative

Across

Boundaries

Early &

Frequent

Testing

Ongoing

Risk

Management

...which when harnessed appropriately can deliver significant business value.

#ACMP2015 © 2015 Association For Change Management Professionals. 9 Copyright © 2015 Accenture All rights reserved.

Case Study 1:

Challenges to the Traditional Approach

10

Case Study 1

Major Broadband Implementation


• Limited Change Management capability

• Lack of change roadmap • Few training and communications

requirements • Limited Agile implementation

experience

Issue

To enable critical and widespread fibre optic cable implementation releases, the client needed to rapidly deliver corporate and technical training. There was an aggressive and mandated delivery schedule. The integrated curriculum and change network had to support Agile. C

on

text



Case Study 1

Challenges to the Traditional Approach

Governance & Comms

Stakeholder Engagement

Change Impacts

Business Readiness

Capability Enablement

Traditional Approach Challenges

• Detailed Communications and

Governance Plan

• Inflexible communications,

unclear ownership, review

paralysis

• Intricate Stakeholder analysis,

RACI and stakeholder plans

• User advocates not defined or

engaged from the outset

• Detailed impact and mitigation

analysis focused on Go Live

• Change impacts not aligned

with user stories or iterations

• Formal Plan and readiness

checklists across teams

• Criteria too late, and not

prioritised for each Sprint

• Training Plan and detailed

designs tied to distant Go Live

• Training not meeting Sprint

requirements



Case Study 1

Major Broadband Implementation


Outcome

Economic

•Reduction in development time by 30%

•Priority courseware delivered by Sprint

•Agile responsive Training

•Satisfaction in Training ROI

•High understanding of Change Roadmap

•High Leadership engagement

Stakeholder

•Confidence in Change Capability

•Change aligned with development workstreams

•Embedded culture of Agile

Environmental

To enable critical and widespread fibre optic cable implementation releases, the client needed to rapidly deliver corporate and technical training. There was an aggressive and mandated delivery schedule. The integrated curriculum and change network had to support Agile.

Co

nte

xt


This led us to develop a formal

way to approach Agile Change

Management

15

The core Change Management methods still

apply

The need for effective and rigorous Change

Management intensifies

How and when we do Change Management is

very different

Coach Leaders and

Advocates for

Engagement

Refine Change

Impacts, Behavior

Change and Risks

Align Organizational

Change, Roles and ensure

Business Readiness

Enablement: Refine Plan,

Rapid Development and

Implementation

Agile Change Enablement

The Accenture Model

Incep

tio

n It

era

tive

Cha

ng

e S

pri

nts

Release

Change

Sprint 1

Plan & Analyze

n

-

S0

Agree

Product

Backlog

Plan &

Analyze

Change

Sprint 1

Design &

Change

Sprint 1

Pilot

Change

Sprint 1

Change

Sprint 1

Release

Change

Sprint 2

Plan &

Analyze

Change

Sprint 2

Design &

Change

Sprint 2

Pilot

Change

Sprint 2

Change

Sprint 2

Define Governance:

Infrastructure, Change

Structure, Product Owners

Change

Sprint n

Release

Change

Sprint n

Plan &

Analyze

Change

Sprint n

Design &

Change

Sprint n

Pilot

Change

Sprint n

Cha

ng

e E

na

ble

me

nt D

eliv

ery

Business

Capability

-

Sprint 1 Sprint 2

Identify Stakeholders and

Advocates and initialize

engagement

Assess Change

Impacts, Behavior

Change and Risks

Assess Business

Readiness: Job Roles,

Measurement Approach

Initialize Enablement:

Initial Needs Analysis, Pilot

Development

Review and Refine

Governance and

Communications

Plan Product

Plan Change

Product

Increment

Product

Increment

Develop Product

Enable Change

Develop Product

Enable Change

Sprint 3

Sustain

Stakeholder

Engagement

Measure

Change

Adoption

Evolve and

Maintain Org

Changes

Maintain

Enablement

and Support

Evolve

Governance

Maintain and Sustain

Product and Sprints

Coach Leaders and

Advocates for

Engagement

Refine Change

Impacts, Behavior

Change and Risks



Business Readiness

Enablement Refine Plan,


Implementation

Review and Refine

Governance and

Communications

Initialize and

Mobilize:

• Governance and

Comms

• Stakeholder

Analysis

• Business

Readiness

• Enablement

• Measure

Change

Dep

loy R

ele

ase

Ch

an

ge

Re

qu

irem

en

ts

Ch

an

ge

Re

qu

irem

en

ts

Ch

an

ge

Re

qu

irem

en

ts

Refresh

Change Cycle

Refresh

Change Cycle

User Stories

Drive Change

Effort

S2 S3 Sn

Agree

Sprint

Backlog

S1

Deploy

Show

case

Retros

pective

Deploy

Show

case

Retros

pective

Sustain

&

Measure

Refine

&

Measure

Refine

&

Measure

Copyright © 2015 Accenture

All rights reserved.

Showcases always occur prior to Sprint deployment. Retrospectives usually occur following Sprint deployment.

• Integrate with each sprint, do not

simply work alongside.

• Flexibility in Change team roles.

• Take a pragmatic approach to content

development and planning.

• Involve your stakeholders in

continuous dialogue.

• Enforce discipline in overall epic user

story management.

Key Elements

Sprints


Coach Leaders and

Advocates for

Engagement

Refine Change

Impacts, Behavior

Change and Risks



Business Readiness



Implementation

Inc

ep

tio

n

Ite

rative

Ch

an

ge

Sp

rin

ts Release

Change

Sprint 1

Plan & Analyze

n

-

S0

Agree

Product

Backlog

Plan &

Analyze

Change

Sprint 1

Design &

Change

Sprint 1

Pilot

Change

Sprint 1

Change

Sprint 1

Release

Change

Sprint 2

Plan &

Analyze

Change

Sprint 2

Design &

Change

Sprint 2

Pilot

Change

Sprint 2

Change

Sprint 2

Define Governance:



Change

Sprint n

Release

Change

Sprint n

Plan &

Analyze

Change

Sprint n

Design &

Change

Sprint n

Pilot

Change

Sprint n

Ch

an

ge

En

ab

lem

en

t D

eliv

ery

Business

Capability

-

Sprint 1 Sprint 2



engagement

Assess Change

Impacts, Behavior

Change and Risks

Assess Business





Development

Review and Refine

Governance and

Communications

Plan Product

Plan Change

Product

Increment

Product

Increment

Develop Product

Enable Change

Develop Product

Enable Change

Sprint 3

Sustain

Stakeholder

Engagement

Measure

Change

Adoption

Evolve and

Maintain Org

Changes

Maintain

Enablement

and Support

Evolve

Governance


Product and Sprints

Coach Leaders and

Advocates for

Engagement

Refine Change

Impacts, Behavior

Change and Risks



Business Readiness



Implementation

Review and Refine

Governance and

Communications

Initialize and

Mobilize:

• Governance and

Comms

• Stakeholder

Analysis

• Business

Readiness

• Enablement

• Measure

Change

De

plo

y R

ele

ase

Ch

an

ge

Re

qu

irem

en

ts

Ch

an

ge

Re

qu

irem

en

ts

Ch

an

ge

Re

qu

irem

en

ts

Refresh

Change Cycle

Refresh

Change Cycle

User Stories

Drive Change

Effort

S2 S3 Sn

Agree

Sprint

Backlog

S1

Deploy

Show

case

Retros

pective

Deploy

Show

case

Retros

pective

Sustain

&

Measure

Refine

&

Measure

Refine

&

Measure


Release

Change

Sprint 1

Plan &

Analyze

Change

Sprint 1

Change

Sprint 1

Sprint 1

Plan Product

Plan Change

Agree

Sprint

Backlog

S1

Release

Change

Sprint 1

Plan &

Analyze

Change

Sprint 1

Design &

Change

Sprint 1

Pilot

Change

Sprint 1

• Communications

• Stakeholders

• Change Impacts

• Behavior Change

• Change Measurement

• Enablement / Training

• Business Readiness

Key Elements

Areas


Coach Leaders and

Advocates for

Engagement

Refine Change

Impacts, Behavior

Change and Risks



Business Readiness



Implementation

Inc

ep

tio

n

Ite

rative

Ch

an

ge

Sp

rin

ts Release

Change

Sprint 1

Plan & Analyze

n

-

S0

Agree

Product

Backlog

Plan &

Analyze

Change

Sprint 1

Design &

Change

Sprint 1

Pilot

Change

Sprint 1

Change

Sprint 1

Release

Change

Sprint 2

Plan &

Analyze

Change

Sprint 2

Design &

Change

Sprint 2

Pilot

Change

Sprint 2

Change

Sprint 2

Define Governance:



Change

Sprint n

Release

Change

Sprint n

Plan &

Analyze

Change

Sprint n

Design &

Change

Sprint n

Pilot

Change

Sprint n

Ch

an

ge

En

ab

lem

en

t D

eliv

ery

Business

Capability

-

Sprint 1 Sprint 2



engagement

Assess Change

Impacts, Behavior

Change and Risks

Assess Business





Development

Review and Refine

Governance and

Communications

Plan Product

Plan Change

Product

Increment

Product

Increment

Develop Product

Enable Change

Develop Product

Enable Change

Sprint 3

Sustain

Stakeholder

Engagement

Measure

Change

Adoption

Evolve and

Maintain Org

Changes

Maintain

Enablement

and Support

Evolve

Governance


Product and Sprints

Coach Leaders and

Advocates for

Engagement

Refine Change

Impacts, Behavior

Change and Risks



Business Readiness



Implementation

Review and Refine

Governance and

Communications

Initialize and

Mobilize:

• Governance and

Comms

• Stakeholder

Analysis

• Business

Readiness

• Enablement

• Measure

Change

De

plo

y R

ele

ase

Ch

an

ge

Re

qu

irem

en

ts

Ch

an

ge

Re

qu

irem

en

ts

Ch

an

ge

Re

qu

irem

en

ts

Refresh

Change Cycle

Refresh

Change Cycle

User Stories

Drive Change

Effort

S2 S3 Sn

Agree

Sprint

Backlog

S1

Deploy

Show

case

Retros

pective

Deploy

Show

case

Retros

pective

Sustain

&

Measure

Refine

&

Measure

Refine

&

Measure


Assess Change

Impacts, Behavior

Change and Risks

Define Governance:





engagement

Assess Business





Development

Initialize and

Mobilize:

• Governance and

Comms

• Stakeholder

Analysis

• Business

Readiness

• Enablement

• Measure

Change

Deploy

Show

case

Retros

pective

Refine

&

Measure


Communications – Key Tasks


Task Difference in Agile Success Factors in Agile

Design Comms

Approach

Pragmatic, focused, lean, and

flexible with changes / iterative

updates

• Avoid massive approach

documents and keep focused on

the Sprint goals

• Consider user experience as a key

influencer in decision process and

activity

Determine

Communication

Workplan

Driven by the Sprint goals and

developed iteratively with

continuous feedback

• Review and refine communication

plan at regular sprint intervals

• Actively engage Change Network

to own and communicate change

Deploy

Communication

Activities

Faster and more effective

modes of communications such

as postcards and infographics

• Encourage users to contribute

ideas through Social

• Use Retrospectives to update plan




Communications – Considerations


• Comms Plan mapped to Sprints

Agile Success Factors

User experience as key influence and shaper

Revisit comms often to adjust quickly to trends

Communications augmented with social

• Template driven, pragmatic plan


Stakeholders – Key Tasks


Tool/Deliverable Difference in Agile Success Factors

Stakeholders

Analysis

• Build directly out of workshops

• Involve change network

• Stakeholder inventory mapped

to epic user stories

• Summary engagement and

impact level scoring for ‘at a

glance’ analysis

Stakeholder

Engagement

Plan

• Focused change network aligned

to each sprint cycle

• Engagement model built to

each sprint’s activities

• Co-owned by change network

• Social collaboration

sponsorship campaigns to

instill ownership

Leadership

Coaching

• Real time coaching on Agile best

practices

• Involve Leadership in the Agile

process

• “No Surprises” approach




Stakeholders – Considerations


• Stakeholders tied to each sprint


Linked to Change Impacts by Sprint

Culture of ownership & sponsorship: all levels

Don’t leave Leaders behind

Leverage social as mechanism to enable

• Change Network map


Change Impacts – Key Tasks



Identify change

by stakeholder

group

• Change team immersed in

scope and requirements

definitions

• Impact Assessments mapped

directly to Sprint User Stories

• Integrate the change impact

analysis with all other project

activities

• Link change impacts to

stakeholders to sprint

Sprints drive

stakeholders

action planning

• Clear view of priority

stakeholders by Sprint

• Refresh the impact list at each

sprint

Illustrate impacts

graphically

• Build simple diagrams that

clearly articulate end-to-end

processes and the expectations

of each stakeholder

• Iteratively update diagrams with

further detail at each sprint

• Visual project management




Change Impacts – Considerations


• Change Impacts mapped to User Stories


Every User Story in the Sprint has an Change

Impact analysis

Scenario / benefit based Change Impacts

Change Impacts drive communications and

training

Heavy use of graphics

• Task Wall mapping Impacts


Behavior – Key Tasks



Assess current

and expected

behaviors

• A pragmatic behavior map by

stakeholder

• Conversation points on areas of

focus

• Create and prioritize the

behaviors based on sprint

goals

Identify behavior

change plan for

each sprint

• Align behavioral change to teams and

jobs

• Create Adoption scorecard

Action Plans • Retrospectives drive action plans • Track Adoption scorecard

and drive actions for the

next Sprint




Behavior – Considerations


• Agile Behavioral Change Framework


Focus on Adoption and targeted outcomes

Agreed and regularly reported (and actioned)

adoption KPIs

Heavy focus on action planning that drives

adoption

• Summary Behavioral Analysis


Change Measurement– Key Tasks



Identify business

measurement

approach

• Monitor the progress of change

interventions

• Update in each Sprint

• Measurable linkage to

business value

Begin discipline

of measurement

per sprint

• Assessment at each Sprint

• Leverage pulse surveys

• Monitor the change

progress for each sprint

Inform leaders of

key metrics

• Report metrics to leaders to drive

actions

• “No Surprises” for leaders

• Leaders drive actions




Change Measurement– Considerations



Links change metrics to business value

Monitor the change progress for each Sprint

Focus on action planning for next Sprint

• Change Measurement approach • Pulse survey summary


Enablement – Key Tasks



Training Needs

Analysis

Summary

• Training needs analysis

defines priority of delivery and

audience by Sprint

• Participate in sprint planning to

understand the user stories

• Model training on user stories

Training high

level design from

backlog

• Mix of training vehicles tends

to be heavily weighted

towards on-demand learning

• Include training teams early in the

development process

• More collaborative coaching

sessions and should be modular

Rapid training

development

• Utilize principles of rapid

training development

• Toolset decisions critical

• Training content comes directly

from the Scrums

• Can be rapidly updated

On-demand, user

driven content

• Importance of post go-live

learning

• Multiple ways for users to

access content

• Users encouraged to help

themselves – pull model

• Output must be accessible

“anytime anywhere” to encourage

adoption




Enablement – Considerations



• Training must participate in agile process not

work alongside it

• Lean and prioritised approach to content

development

• On-demand, user driven content

• Rapid Development Toolkit • On-demand, user driven learning


Business Readiness – Key Tasks



Define Business

Readiness

Approach for

Sprints

• Change team immersed in definition

of ‘mission critical’ business

readiness scorecard

• Business readiness tied to

user stories / scenarios

Develop

Business

Readiness

Scorecard

• Sprint scorecard used during

checkpoint meetings to inform

leaders to the degree of Readiness

• Be precise in choosing

business critical criteria to

measure

• Should link to Adoption

KPIs

Track Business

Readiness

• Change Network integral part of data

collection

• Leverage Pulse surveys

• Revisit and refine

Scorecard at the end of

each sprint




Business Readiness – Considerations



• Strong focus on change network owning business

readiness criteria and reporting

• Mission critical readiness only – keep it lean

• Readiness criteria mapped to Sprints

• Change Network readiness activities • Snapshot ‘critical’ readiness card

Case Study 2:


34

Case Study 2

Global Telco Salesforce Program


The client needed to unify sales processes and applications to improve customer experience, reduce cost and drive effective sales. The SalesForce.com solution went live in four months. 14,000 users across 24 operating companies globally were impacted.

Co

nte

xt

• Scalable change platform

• Centrally managed accessible learning

• On-demand performance support focus

• Gamification to drive adoption

• Regularly reported adoption KPIs

• High user satisfaction and adoption at speed

Change Framework Outcomes Delivered


Retrospective

36

Tips and Tricks

Things to Avoid:

• Change team stuck in ‘gold-plated plan’ mentality

• Change team not adapting rapidly to changes in product development / priority

• Change team not focused on critical path activities

• Change team in a silo and not immersed in scrum activity

• Change team not aligning sprints to the overall journey



Tips and Tricks

Things to Do:

• Think Sprints

• Be the custodian of the Epics

• Conduct early and regular Showcases

• Involve the customer in continuous dialogue

• Plan differently and be flexible



Summary

Why Important

• The world is moving to Agile, in many different forms

• Agile Change Management is a critical lever for Agile delivery success

• As a Change Practitioner you need to understand the nuances of Agile to stay relevant




Thank You

agile change management - cdn.ymaws.com...•agile promotes adaptive planning, evolutionary...

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