failure modes of integrating agile with earned value management

+16.0 ‒ Failure Modes of Agile and Earned Value Management TransformationThe root causes of Failure to Transform to an Agile Organization and Failure to Adopt Agile methods are two Critical Success factors the require correct actions for any Agile at Scale initiative to be successful.

How Do I Fail Thee? Let Me Count the Ways...Robert H. Bradfield, Intervention in School and Clinic

August 1973

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There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new system.For the initiator has then enmity of all who would profit by the preservation of the old system and merely lukewarm defenders in those that would gain by the new one

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+ Transformation Failure Mode Propositions (1)†

Proposition

Organizations are potentially chaotic.

§ The greater the number of counteracting forces in an organization, the higher the likelihood of encountering chaos.

§ The larger the number of forces with different periodic patterns, the higher the likelihood of encountering chaos.

Organizations move from one dynamic state to the other through a discrete bifurcation process.

§ An organization will always be in one of the following states: stable equilibrium, periodic equilibrium or chaos.

§ A progressive and continuous change of the relationships between two or more organizational variables leads an organization, in a discrete manner, from a stable to a chaotic state via an intermediary periodic behavior.

† Chaos and Organizational Emergence: Towards Short Term Predictive Modeling to Navigate a Way Out of Chaos Sami A. Houry


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Proposition

Forecasting is impossible, especially at a global scale and in the long term.

§ When in a chaotic state, ceteris paribus, the impact of a change has an unpredictable long term effect.

§ When in a chaotic state, ceteris paribus, the impact of an incremental change can be predicted in the very short term.

When in a chaotic state, organizations are attracted to an identifiable configuration.

§ When in a chaotic state, organizations are more likely to adopt a specific configuration than a deterministically random pattern.

§ The greater the openness of an organization to its environment, the more likely is the attraction by the organization to a given configuration.



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Proposition

When in a chaotic state, organizations, generally, have a fractal form.

§ When in a chaotic state, similar structure patterns are found at the organizational, unit, group and individual levels.

§ When in a chaotic state, similar process patterns are found at the organizational, unit, group and individual levels.

Similar actions taken by organizations in a chaotic state will never lead to the same result.

§ When in a chaotic state, two identical actions taken by a same organization always lead to two different results.

§ When in a chaotic state, the same action taken by two organizations never leads to the same results.



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16.1 ‒ High Level Failure Modes†

n Expecting transformation to be Easy

n Doing Practices without Principles

n Complicating the Agile Startup

n Leading the team like a Project Manager

n Manage the Backlogs

n Communicating Through the Scrum Master

n Manage the Team

n Manage the Product Road Map

n Manage the Release Plan

n Product Owner not Involved or Available

n Lax Daily Standups

n Not Conducting Retrospective Meetings Every Sprint

n Failure to manage the Team

Let’s start with the Big Failure Modes for the Scrum, the Team, and the Processes they use at the software development implementation level.

These failures are focused on the actual deployment of Agile development process.

The larger organizational failure modes are in the next section.

† Failure Modes of Team Based Scrum, Mike Cottmeyer, 29 January 2014

16. Failure Modes


+ Expecting transformation to Agile and Scrum to be Easyn Starting the Agile journey after reading a book or airline magazine

article.

n Start with 2 to 3 week Sprints and call it done ‒ we’re doing Agile software development.

n Teams struggle to keep pace with the planned Sprint cadence

n No Plan for the deployment of Agile processes

n No Plan for the transformation of the Culture needed to support the Agile processes

n Real transformation exposes existing corporate and cultural problems that must be dealt with n Communicationsn Accountabilityn Distrust


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+ Doing the Practices without the Principlesn Practices are easy

n Scrum meetings

n Scrum roles

n Scrum artifacts

n Agile principles are what make the practices work and sustainable

n Principles are much harder to incorporate into practicesn This is the primary failure mode of an Agile deployment

n Agile is about the People, their interactions, and the culture ‒ not the processes, practices, and tools.


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+ Complicating Agile Startup

n KISS

n Agile can be deployed without the latest tools

n Stickies' on the wall work just fine

n Manually generated burn down charts

n Spending time of tools instead of getting people working together in an agile manner is focusing on the wrong thing

n The Agile Manifesto saysn Higher value on individuals and interactions than on processes and tools


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+ Leading Like a Project Manager

n Agile development is not the same as project management

n It’s a Team Based development processn Product Owner

n Scrum Master – a facilitator not a Project Manager

n The TEAM ‒ self-organizing and empowered to make decisions in conjunction with the Product Owner about the direction of the work that matches the Product Roadmap and Release Plan

n SAFe 4.0 provides other roles and higher level governance processes for Agile at Scale.


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Caution

the notion of making mistakes and learning from them is a small team approach.

Not one that works well on Agile At Scale

+ Managing The Backlogs (1)†

n Failure to produce a well-groomed prioritized product backlog is the root of nearly every problem in successfully deploying agile software development

n This backlog Grooming failure mode leads ton Failure to deliver the planned Stories at the end of the sprint

n Poor sprint reviews to determine corrective actions

n Poor retrospectives for corrective actions of the team

n If the team doesn’t understand what they are supposed to build, they typically don’t get anything finished, and nothing at the end of the sprint works.

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n Failure to plan the work during the Sprintn Ineffective daily standup meetings

n Inability to swarm

n Inability to burn down linearly during the Sprint

n Poor planning result from a poorly formed Product Backlogn If the backlog isn’t clear coming into the sprint planning meeting, the

team spends too much time inventing the what and not nearly enough time on the how.

n Without understanding the how, it is very difficult to get to a commitment.

n Without a commitment, it’s difficult to figure out how we can work together or collaborate.

n If there isn’t collaboration, everyone is working on their own stories.

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n If everyone is working on their own stories, they aren’t finishing early in the sprint.

n If we don’t finish early, they’re deferring work to the end of the Sprint.

n Deferring work to the end of the Sprint, makes it hard to do testing, get feedback from the Product Owner, and the Sprint ends up with missing Stories.

n Missing stories causes the team’s performance to be unpredictable.

n Missed stories make for missed commitments, bad demos, and even worse retrospectives.

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n The Backlog is NOTn A list of technical tasks, created by the Team

n Ambiguous Stories, not well defined using the three part format as a short, simple descriptions of a feature told from the perspective of the person who desires the new capability, usually a user or customer of the system.

As a «type of user», I want «some goal» so that «some reason».

n Full of Stories that don’t meet the INVEST criteria

n Independent ‒ of all others

n Negotiable ‒ not a specific contract for Features

n Valuable ‒ to those paying for the outcome

n Estimable ‒ to an acceptable approximation

n Small ‒ so it fits inside a Sprint

n Testable ‒ in principle, even if there is not a test for it yet

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+ Manage the Release Plan

n The Release Plan stats how the Product Roadmap will be delivered

n Without the Release Plan, the basis of Earned Value Management has no Performance Measurement Baselinen No BCWS spreads from the Sprint staffing plan

n No time phase BCWP from the deliverables compared to the BAC


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+ Product Owner not Involved or Availablen The Product Owner role is a full time job

n Many new to the role are unprepared for the commitment

n The Product Owner role is a mandatory position and a Critical Success Factor for Agile to work

n The best PO is involved on a daily basis, so Sprint Review is a mere formality


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+ Lax Dailey Standups

n Face-to-Face conversations every day for 15 minutes, force communications and collaboration

n Standups provide visibility and transparency to the project’s performance and impediments

n Start on time and stop on time

n Three questionsn What was accomplished yesterday

n What will be worked on today

n What obstacles are blocking progress


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+ Not Conducting Retrospective Meetings every Sprintn Agile manifesto says

n At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly

n Sprint retrospective is not optional if the team is going to Be agile.

n This is the basis of the fine tuning and responding to change required to Be Agile.

n Adjustments can’t be made unless feedback for corrective actions are available inside the business rhythm of the agile Sprint cycle


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+ Failures in Managing the Team

n People matrixed across multiple teamsn Low coupling between teams for the shared outcome

n Teams with many of external dependenciesn Without visibility to those dependencies, low cohesion results for the

shared outcome

n Teams with missing subject matter expertisen The notion of a generalist is useful but difficult to scale on software

intensive system of systems

n Software Development is a systems engineering paradigm. Specialtiesare a natural part of that paradigm

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n If agile isn’t a silver bullet, blame agile.

n If agile isn’t a silver bullet, blame agile.

n Equate self-managing with self-leading and provide no direction to the team whatsoever.

n Ignore the agile practices.

n Undermine the team’s belief in agile.

n Continually fail to deliver what you committed to deliver during iteration planning.

n Don’t communicate a vision for the product to the agile team or to the other stakeholders.

n Don’t pay attention to the progress of each iteration and objectively evaluate the value of that progress.

n Start customizing an agile process before you’ve done it by the book.

n Slavishly follow agile practices without understanding their underlying principles.

n Rather than align pay, incentives, job titles, promotions, and recognition with agile, create incentives for individuals to undermine teamwork and shared responsibility.

n Don’t continually improve.

n Cavalierly move work forward from one iteration to the next. It’s good to keep the product owner guessing about what will be delivered.

n Do not create cross-functional teams. Put all the testers on one team, all the programmers on another, and so on.

n Large projects need large teams. Ignore studies that show productivity decreases with large teams due to increased communication overhead. Since everyone needs to know everything, invite all fifty people to the daily standup.

n Replace a plan document with a plan “in your head” that only you know.

n Have one person share the roles of Scrum Master (agile coach) and product owner. In fact, have this person also be an individual contributor on the team.

n Drop and customize important agile practices before fully understanding them.

n Don’t change the technical practices.

n Convince yourself that you’ll be able to do all requested work, so the order of your work doesn’t matter.

A Quick Failure Mode Summary†


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† How to Fail with Agile, Mike Cohn

16. Failure Modes

+ Two Primary Failure Modes of Agile + Earned Value Management

Failure to Transformation the Organization

Failure to Adopt Processes

Top Down Failure Bottom Up Failure

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Failure to Transformation the Organization

Failure to Adopt Processes


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16.2 ‒ Failure Modes of Agile Project Transformation

Transformation Failure means failure of …Leadership1. Lack of Executive Sponsorship

2. Failure to Transform Leaders Behavior3. No Change to the Organizational InfrastructureWorkflow4. No business view of the Value Stream5. Failure to Decentralization Control6. Unwillingness to Address Illusions Around

Distributed TeamsCongruency7. Lack of Transformation Product Manager8. Failure to Create Fast Feedback9. Short-Changing collaboration and FacilitationTransition10. Ineffective Plan for Transforming Beyond SW

Development11. Viewing Transformation only as Process and

Structure12. Ignoring Path of Individual, Team, and

Organizational Transitions

Transforming from a Current State to an Agile State has 12 Failure Modes.

Each may or may not be present on the current Program or Organization using Earned Value Management.

If the failure mode is present, a corrective action to remove the failure mode, or an action to avoid the consequences of the mode must be taken

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n Not all failure modes are applicable in the Earned Value Management paradigm

n Consider each one and assess if any governance model requires it remain

n If so, the corrective action can simply be to minimize the impact of the Failure Mode

Each Failure Mode must be assessed for the specific transformation process with corrective actions

12 Failure Modes of Agile Transformation†

The essence of a agile transformation is having a vision that goes far beyond how engineering teams align their practices in delivery cadences. A real transformation takes in the whole system

† 12 Failure Mode in Agile Transformation: Transition, Jean Tabaka, https://www.rallydev.com/blog/agile-coaching/12-failure-modes-agile-transformation-transition

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+ Lack of Executive Sponsorship1

Failure Mode Corrective Action

Buzz Word Buy in of ManagementExecutable action plan showing value stream produced by Transformation work

Agile is performing as a Skunk Works hiding from management

Develop plan to syndicate to enterprisefrom pilot project

Executive decrees switch to Agile across the organization, but no follow through ‒ a check book commitment

Agile Transformation is like all other projects, it needs a Risk Adjusted Integrated Master Plan and Schedule.

Executive demands immediate results, but doesn’t change metrics used to measure organization

Value Stream Map of Transformationoutcomes required to show increase value produced as planned.

Organization blames Agile for poor performance

Plan the Work, Work the Plan Risk Manage all work and outcomes with visible, measures Effectiveness and Performance

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+ Failure to Transform Leaders Behavior

2


Failure to embrace behaviors that are a service to the team

Become a Servant Leader of the TeamPower Through difficult situations, leaving wisdom and morale of team behind

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n Systematic neglect: knows the limits of how much focus can be allocated to issues; learns what to focus on and what to let go of in order to support the team and achieve goals effectively

n Acceptance: knows when to let go and trust the instincts of the team; accepts the wisdom of the team and is prepared to support it

n Listening: facilitates useful and necessary communication, pays attention to what remains unspoken, and is motivated to actively hear what others are saying

n Language: speaks effectively and non-destructively; clearly and consistently articulates the vision and goals for the team

n Values: is responsible for building a personal sense of values that are clearly exhibited through consistent actions; supports team behaviors that build their sense of values

Become a Servant Leader (1)†

Lack of Executive Sponsorship2

† Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness (25th anniversary ed.). Robert Greenleaf, 2002, Paulist Press

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n Tolerance of imperfection:modulates his or her own sense of perfection and offers to each team member an understanding of their strengths and challenges; cares more about “How can I help the team grow?”

n Goal setting: owns the vision; doesn’t advocate for a personal belief in what is right but rather maintains the goal for a higher purpose, inviting others to align with the vision for the overall good

n Personal growth: recognizes the value of continually finding diverse disciplines that invite new ways of acting in service to the team, and models this growth behavior to inspire others

n Withdrawal: knows when to step back and allow the team to figure out its course, versus inflicting a personal sense of what is right for the team; carefully decides what to bring forward and when

Become a Servant Leader (2)†

Lack of Executive Sponsorship2

† Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness (25th anniversary ed.). Robert Greenleaf, 2002, Paulist Press

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+ No change to the Organizational Infrastructure

3


Inability to change existing organizational structure

Measures of success by department goals, rather than production of value

Know the true value, know who is involved to produce that value, have line of sight visibility to current state of the value stream, and remove blocks to progress

Accidental adversaries created through the organization hierarchy that limits organizations effectiveness

Focus teams effectiveness at the expense of the organization

Focus on efficiency based resource planning

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+ No business View of the Value Stream

4


No view across the Value stream of the Program or across the Portfolio of Programs

Map system to the needed level of detail that reveals handoffs and bottlenecks

Start with current position in the Value Stream and work both directions as processes mature

Find the one primary constraint and remove it

Silos encourage the maintenance of the sense of control

Expand the boundaries of the value stream ‒ upstream and downstream

Incuse everyone in identifying the value stream

Broaden commitment up and down the value stream ‒ not localized silos

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+ Failure to Decentralization Control

5


Set up system based on the economics of resource utilization

Resources and burn rate are critical. But so is Value Production against that cost. Define both in meaningful units for all work performed

Rely on documents and emails for communication

Face to Face commination is critical to being agile. For distributed teams this can be virtual Face to Face

Don’t invest in bringing people together to collaborate or train

Collaboration is constant, daily connections, agreement of daily outcomes ‒ Plan of the Week and Plan of the Day are vehicles for staying connected

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n Hire a coach steeped in distributed team success

n Ensure all team members receive same Agile training

n Invest in HD video technology

n Have facilitator in each location

n Use facilitation techniques to ensure all insights are welcome

n Small group brainstorming,

n Round robin check ins

n Frequent breaks

n Invest in technologies to support transparent workflow communication

n Maintain regular cadence of visits across geographies and roles

n Build working agreements to support core hours of availability

n Trade or share burden of dealing with time zone differences

n Engage the executive sponsor in regular visits to all locations

Failure to Decentralization Control

5

Changes needed to deal with issues of the Distributed Model

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+ Unwillingness to Address Illusions of Distributed Teams

6


Set up a complex geographic maze based on the economics of resource utilization; ensure a time zone difference between 7-11 hours

§ Invest in communication and collaboration infrastructure for audio, video, live document and code sharing.

§ Distributed control of work flow§ Automated testing,build, release

processes§ Low labor foot print for work

machines can doAUTOMATE EVERYTHING

Rely heavily on emails and large documents (especially detailed test plans) for your communication

Don’t invest in bringing people together to collaborate or train

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+ Lack of Transformation Product Manager

7


Processes alone will not move Agile transformation into a healthy, sustainable state by themselves.

Transformation Product Manager ensures the vision and empathy is available torecognize and correct destructive and incongruent team behaviors.

Transformation Product Manager ensures a non-negotiable value of trust — not just within a team, but across teams and all support organizations.

Ensure Transformation Product Manager has the vision and empathy to recognize the destructive, incongruent behaviors.

Congruent teams act as integrated systems in which the whole matters. The transformation product owner enables the Transformation Teams be attentive to the incongruent behaviors that create us versus them conditions.

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n How the transformation impacts behaviors as well as processes and structures.

n Clarity of transformation goals in teams and across teams.

n The health of teams where behaviors such as blaming and placating, or a focus primarily on process and hierarchy are recognized as detrimental to the transformation.

n Intentional decisions about consistency of behavior not just standards and practices around process and metrics.

n Supporting the benefits of congruency over enforced enforced behaviors.

Congruent Transformation Opens a Critical Dialogue

Lack of Transformation Product Manager

7

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+ Failure to Create Rapid Feedback to Team Members

8

Failure Mode Corrective ActionClinging to sense of predictability when future work will be completed

Monte Carlo simulation of project work

Centralized organization setting standards for team at the start of the transformation

Frameworks tailored to project need

Large-batch delivery of feature sets 2 to 4 week Sprints

Holding onto the belief that precision in analysis resolves all risks in product delivery

All project work is probabilities. Probabilistic risk and performance management installed

Lack of experiments to test cause-and-effect about time, effort, and value

2 to 4 week Sprint, with exploratory Spikes

Blame between business and development about delivery predictions and actual dates to support projected value

Integrated planning and management teams

Blame between development and testing about defects long after the features have been built

Integrated development and test teams - DevOps

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+ Short-Changing Collaboration and Facilitation

9


Team divided along specialist lines of work, failing to see the whole because of the parts.

Define interfaces with verbs and nouns that cross the interface boundary.

Build Interface specifications definingdata and processes for all system components and subsystems

Build map between all componentsand subsystems showing all interdependencies between data and processes

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+ Ineffective Plan for Transforming Beyond SW Dev

10


Speeding up value delivery by concentrating transformation on product development alone is sub-optimal.

The essence of a great agile transformation is having a vision that goes far beyond how engineering teams align their practices in delivery cadences. A real transformation takes in the whole system.

§ Declaring the transformation from the executive level is insufficient.

§ Rolling out all teams at once is insufficient.

§ Starting up teams randomly is insufficient.

§ Training everyone at once is insufficient

§ Led with visionary to transform the way the entire company does business

§ Guide by lean principles of value flow§ Encourage to reduce organizational

friction in processes and interactions§ Inform by recurring value stream

mapping § Coordinate across the value stream in a

synchronized cadence

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+ Transforming in an Enduring Manner Against Enterprise

n Declaring the transformation from the executive level is insufficient.n Practices across the project teams and vertically from bottom to top.

n Rolling out all teams at once is insufficient. n Rolling out to a single team is a good pilot approach

n Rolling out to all teams needed to sustain the benefits of an Agile Transformation

n Starting up teams randomly is insufficient.n A planned rollout for each team in a strategically planned order

n Training everyone at once is insufficient.n Train up and down the management chain

n Train across all teams

10

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+ Viewing Transformation Only as Process and Structure

11


Process and structure are necessary,but not sufficient.

Processes and structure tailored to meet the needs for both governance on for the corporation and the needs of efficiency of the program.

Process and structure lead to a false sense of success in the information ‒checked off the boxes but not checked with the people.

Using processes frameworks, people must localize the processesappropriate for the needs of the program.

Publish process handbook and organizational chart and expect transformation to be effective

The training varies, with executives getting one-day sessions; product managers, a week; and new designers, three-month programs.

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+ Ignoring Path of Individual, Team, and Organization Transitions

12


In large transformation efforts, when it’s good and for the right reasons, there’s always someone who has something to lose — whether true or imagined.

Showing, explicitly, the Value Stream Map of how transformation impacts the programs and enterprise. This transparency is the basis of decision making.

Creating a better ways of working generates the unintended consequence including Fear, Uncertainty and Doubt.

Constant, broad, and detailed benefit communication needed for all change initiatives

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16.3 ‒ Failure Modes of Agile Process Adoption†

Adoption Failure means failure of …

1. Check Book Commitments

2. Culture doesn't support change

3. Ineffective use of Retrospectives

4. Needed infrastructure ignored

5. Lack of planning participation

6. Unavailable Product Owner

7. Weak Scrum Masters

8. No onsite Evangelist

9. Team Lacking Authority

10. Testing Not Pulled Forward

11. Traditional performance appraisals

12. Reverting to Form

Agile may be simple, but it isn't easy. Many organizations fail to adopt Agile for many of the same reasons, and many of these reasons are cultural.

† https://www.rallydev.com/resource/12-modes-failed-agile-adoption

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+ Check Book Commitments1


Unengaged management –Just Do It

Do not start the transformation effort without a Master Plan showing actions, outcomes, and benefits

Quest for Immediate ResultsUse the Master Plan to show when benefits will be delivered, dependences on these deliveries, and the cost to produce these benefits

No Organizational Change Change must occur for all transformation projects. Use the Master Plan to show, when, where, and who will be impacted by the change

Use Same Metrics as Traditional Management

Agile Transformation should be executed as an Agile Project. Focus on beneficial outcomes

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Plans are strategies. Strategies are hypotheses. Hypotheses must be tested to confirm the strategy is correct. Check Book Commitments cannot be allowed to stand in the presence of a Master Planning approach.


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+ Culture Doesn't Support Change2


Simply Follow the Plan

Transformation is an Agile project. Have a Product Roadmap, but the Features, Stories, and Tasks must emerge as more insight is gained during the transformation processes are applied.

Standard of Work Enforced ‒Governance equals Conformance

Governance is fine ‒ we work in high risk, high value domains. But in the transformation process emerge processes and practices must be encourage.

Yes, But … Any excuse must be tested against the principles of Agile Transformations before it can be accepted as a reason for not doing the work

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+ Ineffective use of Retrospectives3


Ignored – there is nothing wrong here

No actions from Retrospectives

Retrospectives mean§ What are we doing well?§ What’s not serving us as a Team?§ What would we change to improve?

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+ Needed Infrastructure Ignored4


No stable environment

Single, integrated development, test, and release environment. This environment must also integrate Agile management processes with the Earned Value Management processes and tools

TANSTAAFL – There ain’t no such thing as a free lunch

To successfully integrate Agile with EVM, but processes must change to meet the mutual need of the integrated system.This costs time and money, but it also costs emotional energy on behalf of the Teams and the management of those Teams.

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+ Lack of Planning Participation5


Who can commit?Single point of integrative responsibility

Waiting for decisions = waste

Expose time cost of money for any delayed decision.This is called cost of delay inconstruction projects. Same impacts on software development

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+ Unavailable Product Owner6


Unavailable Product Owner

PO dedicated to team as part of the principals of Agile.Violate the principles expect less than acceptable outcomes

Too Many Product OwnersA single point of integrative responsibility is the role of the PO

Agile asks a lot of the Product OwnerYes, that’s why being a PO is a hard job that requires training, skill, and dedication

Too busy for all that communicating

Failure to agree on priorities

Failure with Team commitment

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+ Weak Scrum Masters7


Command and ControlServe and facilitate the needs of the those impacted by change

Low moraleEngage all participants in a win-win approach to change

Low IQ’s All change is emotional, establish the basis to reduce emotions and replace that with business benefit discussion

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+ No Onsite Evangelist8


No one cares All change initiatives require champions to move the initiative forward, remove the roadblocks, encourage all participants to continue with their efforts and be he leader of the successful outcomes.This requires a Roadmap, just like agile software development requires a Product Roadmap by which to guide the project toward the goal

No one listens

Remote road kill

No benefits reaped

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+ Team Lacking Authority9


Red tape decisions Empower teams to amplify learning

No forming, storming, norming, or performing processes

Inspect and adapt, then deliver

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+ Testing Not Pulled Forward10


Push to deliver

Agile is a cadence based paradigm. Forces changes in this cadence for the needs of external interests breaks the principles of Agile.

Increased defectsWith this forces cadence, defectsappear where they would not have, if the cadence were maintained

Pilled up technical debt

With these increased defects, the cadence is disrupted. These defect must be fixed and that cost time and money

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+ Traditional Performance Appraisals

10


Manager’s yearly evaluation Frequent evaluations

Individual heroics rewarded Team contribution rewarded

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+ Reverting to Form10


Giving up when Agile becomes hardProvide sufficient time to adopt Agile processes and principles

Revert to past habits when things start going wrong

Stick to the 12 principles of agile

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16.4 ‒ Corrective Actions for Failure Modes starts with a Strategic Planning Process

n Vision ‒ where are we going?

n Consensus ‒ do we all agree that where we want to go?

n Skills – do we have the skills needed to get there?

n Incentives – are we headed in the right direction for the right reason?

n Resources – do we have all the resources needed to reach our goal?

n Action Plan ‒ do we have a strategy to reach our goal at the planned time, for the planned cost, with the needed outcomes?

All Change is Always A Political Process.

Failing to start with the political process, doe not make it go away. It just make the political resistance become stronger.

A Strategic Plan for the transformation of the organization is the only way to address political resistance

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All Change is Always A Political Process

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n Change Is Painful n Organizational change is

unexpectedly difficult because it provokes sensations of physiological discomfort

n Behaviorism doesn’t work. Change efforts based on incentive and threat (the carrot and the stick) rarely succeed in the long run

n Humanism is overrated. In practice, the conventional empathic approach of connection and persuasion doesn’t sufficiently engage people

n Focus Is Power

n The act of paying attention creates chemical and physical changes in the brain

n Expectation shapes reality –People’s preconceptions have a significant impact on what they perceive

n Attention density shapes identity –Repeated, purposeful, and focused attention can lead to long-lasting personal evolution

Why Change is Hard

In many studies of patients who have undergone coronary bypass surgery, only one in nine people, on average, adopts healthier day-to-day habits […] [even if] they clearly see the value of changing their behavior.

“The Neuroscience of Leadership,” David Rock and Jeffery Schwartz, strategy+business, Summer 2006

Instituting change is at the heart of Transformation and Adoption

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All five components plus an Action Plan needed for successful transformation and adaptation

Five Components Needed for Successful Change†

Vision + Consensus + Skills + Incentives + Resources + Action Plan = Success

Vision Consensus + Skills + Incentives + Resources + Action Plan = Confusion

++

Vision + Consensus Skills + Incentives + Resources + Action Plan = Sabotage

+Vision + Consensus + Skills Incentives + Resources + Action Plan = Anxiety

+Vision + Consensus + Skills + Incentives Resources + Action Plan = Resistance

+Vision + Consensus + Skills + Incentives + Resources Action Plan = Frustration

+

Vision + Consensus + Skills + Incentives + Resources Action Plan = Tread Mill

Failure† Knoster. T. (1991) Presentation in TASH Conference, Washington DC Adapted by Knoster from Enterprise Group Ltd

16. Failure Modes


667

+ Vision

n Vision shapes of the future that an individual or group desires, a set of ambitions. n Vision is an expression of a desirable direction and future challenging state for the

school.n Vision constitutes partly the sensing by an individual of what the organization should

look like, how it should work, how it should be taken into the future – based on a set of beliefs, supported and mediated by each individual’s values and beliefs.

n Vision is of little value if it is merely straplines and catchphrases which have no foundation

n Vision must generate action, must involve changen An effective vision provides a perspective, an ambition of how the people in the

organization will operate, in philosophical terms, in terms of decision making, in terms of serving others, in adding value to society.

n Building a shared vision is a critical factor in managing change. n The vision process, creating the vision, can be more important that the vision itself

allowing stakeholders to join in, feel strong ownership in order to buy into it and promote it as their own.

n Vision creates the big picture – needed by everyone if they are to have a sense of where change is leading them.

Absence of Vision creates confusion – through lack of vision and resulting in lack of direction.

16. Failure Modes


668

+ Consensus

n Co-operation – agreement on ideas, values, purposes, shared understanding.

n Collaboration – working together in an atmosphere of support and encouragement toward a shared outcome

n Collegiality – development of a learning community gaining skills and expertise together.

Absence of consensus results in sabotage – where the unwilling or unconvinced can actively work against the willing – negativity of counter arguments drags everyone down and prevents action.

16. Failure Modes


669

+ Skills

n Identify of whatever knowledge or expertise is required to move forward.

n The capabilities to implement new plans.

n The means to act in new ways, explore different ways of working, negotiating, collaborating.

n The abilities to try out different strategies, developing skills as teachers and within pupils.

Absence of Skills creates anxiety – in those who feel they do not have the necessary knowledge or expertise to cope with or to implement new situations; – have little faith in training to provide them with knowledge / skills.

16. Failure Modes


670

+ Incentives

n Intrinsic or extrinsic.

n What is in it for me, additional payments, self-esteem, sense of achievement.

n Reasons to change, intellectual excitement, opportunities for collaboration in planning and delivery, to try new things.

Absence of Incentive creates resistance – from those who see nothing in the changes for them, no moral meaning, no personal meaning, no benefit; –conviction that things are all right as they are, no need to change.

16. Failure Modes


671

+ Resources

n Physical resources.

n Any items which people feel are necessary to enable them to make the required changes.

n Use of existing knowledge or expertise within the organization or outside it.

n Existing staff used as a resource including management team members, collegiality.

n Emotional or social support / collegiality.

n Development of knowledge, expertise, skills through effective training programs.

n Extra staffing.

n New equipment.

n Time given to development, planning, reflection

Absence of Resources creates frustration – if resources are not supplied to adequately implement the changes – to ensure success.

16. Failure Modes


672

+ Corrective Action Plan

n Steps worked out to direct actions towards future goals.

n Process shared by participants, understanding what needs to be done and how.

n Identified leadership, timescale, resources, monitoring processes. • Committed leadership

Absence of a Corrective Action Plan create a treadmill – doing what we have always done in the way we have always done it and therefore not succeeding in working in new ways, not achieving new goals.

16. Failure Modes


673

+ Three Phase Model of Change†

n Initiation Phase

n Implementation Phase

n Institutionalization Phase

† Fullan’s Change Model

16. Failure Modes


674

failure modes of integrating agile with earned value management

Technology