change management
DESCRIPTION
Food for thought on change management.TRANSCRIPT
Change Management
Training
Purpose of this presentation
• Help you understand what YOU can do to trigger organizational change
• Ask questions to trigger ideas
• Ideas that lead to change
• Discuss it in the context of Agile Transformation
How can you get a 6-year old to clean his room?
2
A model for change
3
Change…
• …takes courage
• …generates resistance
4
Finding the path of least resistance
• Choose the length and width of your path
• Be careful of the illusion of change
5
Wildfire Metaphor
• Find combustible material in your local work area
• Set it on fire
• Once you see flame, pour gasoline on them
• Encourage multiple small fires to merge.
• The large fire will begin to spread itself
6
Avoiding the ”Us & Them” problem
• Strategy: Talk to everyone at once: – Developers – + Managers – + Customers – All at once!
• Strategy: Capture the Intent from each group
7
Ask the right question
• ”Why can’t you” => ”Do you want to? How can you?”
The art of the Possible
8
Visualize the current situation • This is what Kanban is good for: visualize the
workflow.
9
Be realistic
10
Death March detection
• Using gut feel: Do you believe the current goal is achievable?
• Vote by hand / fingers:
– 5 = certainly
– 4 = probably
– 3 = barely
– 2 = probably not
– 1 = forget it
11
Remove impediments and be happy
• Top 3 impediments to be handled in priority
• ”How did it feel to come to work this week?
– Developer Happiness Index (rated 1 to 5, average on the team)
12
Compare options (including status quo)
• Evaluating all options simultaneously
– 5 = Great!
– 4 = Pretty good
– 3 = Acceptable, but barely
– 2 = Don’t think I can accept this
– 1 = Forget it!
• Choosing a course of actions
13
Reversible experiments
• Try things out, but with the possibility of reverting
14
Make a business case for your change
• Use figures to motivate change
– Team estimates that our velocity would increase by 50% if we sit together.
– This means we can release 2 months early. What is the business value of that?
– What is the cost of tearing down this wall so that the team can sit together?
• …in practice not so easy to evaluate the benefits, but try anyway
15
Use metrics to visualize progress
16
Ask for forgiveness rather than permission
• The right to fail:
« The only real failure is the failure to learn from failure! »
• Or another way to put it:
1. Fail fast
2. Learn from it
3. Don’t do it again
17
Agile transformation
• Agile requires a transformation, not only adoption. – You adopt a tool or a process. Agile is a
mindset so you can’t really adopt it. But you can adopt Agile practices.
– Agile requires transformation, which implies change.
• Culture is the #1 challenge with Agile. Agile defines a target culture for successful delivery of software. • Think about Agile as a culture and not only
as a product or family of processes.
18
Schneider Culture Model • Where are we? As a company, as a team.
19
Agile in Schneider Culture Model
20
21
Kanban Culture • Is Kanban agile?
• Agile is first about people. Kanban is first about the system.
22
Kanban is a good tool
• Use Kanban as a Trojan horse, containing Agile inside.
• Practice an agile mindset with Kanban as a starting place for evolving the process.
• Its primary purpose is to provide a feedback loop that can be used to drive change in organizations.
23
Software Craftsmanship • Focus on competence
and technical excellence.
• We will talk again about code as craft. Promoted by XP.
24
Pick the right tool • Work with
the existing culture.
• Do not fight against it.
25
Disruption
• Change in one place will create disruption in the rest of the organization.
• Care and attention is required to accomodate disruption.
• Design culture « adapters » to satisfy the organization while driving change.
26
Leaders go first!
• Live the values
• Lead by example
• Seek to truly understand their culture
• Be as transparent as the teams they lead
27
Another perspective
Agile is an evolutionary approach to innovation and growth, respecting the
people who create value.
28
Summary
• Don’t change other people, motivate them to change themselves
– Give them a reason to change (visualization)
– Show them a way to change. (Small, clear steps)
– Give them support, encouragement, and feedback
29
Reference: Change Management • http://blog.crisp.se/2012/08/31/henrikkniberg/everybody-wants-
change-but-nobody-likes-to-be-changed • http://www.infoq.com/resource/minibooks/agile-adoption-
transformation/en/pdf/Agile%20Survival%20Guide%20-%20Michael%20Sahota%20-%202012.pdf
• http://agilitrix.com/2011/04/agile-culture-series-reading-guide/ • http://fr.slideshare.net/lazygolfer/doing-agile-isnt-the-same-as-
being-agile • http://blog.intercom.io/asking-questions-versus-giving-advice
30