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Building Your Roadmap To Agility
The document discusses adopting agile and lean methods to build a more effective product development organization. It emphasizes creating a transformation canvas to define the desired change, measuring success, and supporting people through the transition. An employee-led transformation team supported by external coaches will focus on communication, skills development, and gaining executive engagement to ensure the change is feedback-driven and owned by the organization. While success is not guaranteed, taking a long-term, adaptive approach improves the likelihood of effectively transforming the organizational culture.
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Building Your Roadmap To Agility
- 1. @AKANNETT @JASONLITTLE BUILDING YOURROADMAP TO AGILITY #AAB14 ANDREW ANNETT - ANDREW@LEANINTUIT.COM JASON LITTLE - JASON@LEANINTUIT.COM www.leanchange.org www.agiletransformation.ca
- 2. IVE” OT A “SPR IS N RUPT INT ENT BAN SDIS PLAN UM I “KAN DEVELOPM “SCR NING WAS ARE TEFU IS FTW CYCLE!” SO L!” ” LIFE OUT XP? wHAT AB E AGILE’” “ “YOU C MUST ‘B “YOU AN’T ‘ DO AG N IS ILE’!” “KANBA ILE!!” !” ’T AG TIONARY LU Fe ISN EVO “SA E !” SN’T AGIL ANBAN I “K “AGILE IS ABOU GY CAN THODOLO T A CU AND M “MY ME LTURE INDSET UP YOUR BEATSHIFT!! ” LOGY!” METHODO WHICH METHOD IS BETTER? @AKANNETT @JASONLITTLE #AAB14
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- 4. WATERFALL SERIAL BPUF SCHEDULE IT’S ALL ABOUTTHE METHOD… @AKANNETT @JASONLITTLE #AAB14
- 5. WATERFALL SERIAL BPUF SCHEDULE SCRUM TIME-BOX ITERATIONS IT’S ALL ABOUTTHE METHOD… @AKANNETT @JASONLITTLE #AAB14
- 6. WATERFALL SERIAL BPUF SCHEDULE SCRUM TIME-BOX ITERATIONS KANBAN SYSTEM FLOW LEAN CYCLE-TIME IT’S ALLABOUT THE METHOD… @AKANNETT @JASONLITTLE #AAB14
- 7. LARGE WATERFALL SERIAL BPUF SCHEDULE MEDIUM SCRUM TIME-BOX ITERATIONS small KANBAN SYSTEM FLOW LEAN CYCLE-TIME IT’S ALLABOUT THE BATCH SIZE @AKANNETT @JASONLITTLE #AAB14
- 8. LARGE WATERFALL Serial BPUF Schedule SCRUM Time-box Iteration KANBAN SYSTEM Flow Lean Cycle-time IT’S ALLABOUT THE BATCH SIZE @AKANNETT @JASONLITTLE #AAB14
- 9. ? WHAT INFLUENCES YOURBATCH SIZES? @AKANNETT @JASONLITTLE #AAB14
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- 12. THE “RIGHT” WAYIS UP TO YOU @AKANNETT @JASONLITTLE #AAB14
- 13. FRAGMENTATION WWW.THEPRIMES.COM ENCY URG NO TO NGE CHA K OF LAC ENT GEM ANA RT M PPO SU LACKO F CLEAR VISION “RES ISTA NCE TO CHA NGE ” WHY ORGANIZATIONAL CHANGE FAILS @AKANNETT @JASONLITTLE #AAB14
- 14. COHESION WWW.THEPRIMES.COM WIT H CH MAN ANG AGE E MEN T NGE CHA NO ENT AGEM MAN FRAGMENTATION HAPPENDDUE TO LACK OF COHESION @AKANNETT @JASONLITTLE #AAB14
- 15. STRATEGY ALIGNMENT EXECUTION DEVELOP A FEEDBACK-DRIVENAPPROACH TO CHANGE HOW CAN WE SOLVE THIS PROBLEM? @AKANNETT @JASONLITTLE #AAB14 #AAB14
- 16. WHAT CHANGE AREWE MAKING? TION RM A NSFO S TRA NVA CA HOW WILL WE MEASURE success? WHY IS THIS CHANGE IMPORTANT TO THE ORGANIZATION?? HOW WILL WE DEMONSTRATE PROGRESS? WHICH PEOPLE AND DEPARTMENTS ARE AFFECTED BY THIS CHANGE? HOW WILL WE HELP PEOPLE TRANSITION? WHAT’S OUR PLAN? 1 1 MONTH AWAY NEXT PREPARE INTRODUCE CREATE STRATEGY- “TRANSFORMATION CANVAS” @AKANNETT @JASONLITTLE REVIEW #AAB14
- 17. what change arewe making? Why is this change important to our organization? What will we have improved in 6 months from now? who will manage the change? who will sponsor the change? 1 QUESTIONS TO ASK FOR CREATING YOUR CANVAS @AKANNETT @JASONLITTLE #AAB14
- 18. who is affectedby the change? what do they feel is supporting the change? what do they feel is working against the change? how will they show progress? how will we support people through transition? 1 …AND MORE QUESTIONS… @AKANNETT @JASONLITTLE #AAB14
- 19. TE WITH VALIDA TEAMS WHAT ISSUPPORTING THIS CHANGE? WHAT IS HOLDING THIS CHANGE BACK? HOW CAN YOU CONTRIBUTE TO THIS VISION? WHAT SUPPORT DO YOU NEED TO CONTRIBUTE? 2 CREATE ALIGNMENT @AKANNETT @JASONLITTLE #AAB14
- 20. TE WITH VALIDA TEAMS WHAT ISSUPPORTING THIS CHANGE? WHAT IS HOLDING THIS CHANGE BACK? BACK TO USE FEED JUST THE AD FORMATION TRANS CANVAS 2 HOW CAN YOU CONTRIBUTE TO THIS VISION? WHAT SUPPORT DO YOU NEED TO CONTRIBUTE? CREATE ALIGNMENT @AKANNETT @JASONLITTLE #AAB14
- 21. H COST, HIG GH VALUE HI LE CHANGEAFFECTS MULTIP DEPARTMENTS VALUE ODEL - IE: CHANGE FUNDING M OW COST, L H VALUE HIG OR CHANGE AFFECTS 1 TEAM DEPARTMENT - IE: PILOT PROGRAM COST 3 EXECUTE - GENERATE OPTIONS @AKANNETT @JASONLITTLE #AAB14
- 22. WHAT’S OUR PLAN? NEXT PREPARE INTRODUCE REVIEW 1 MONTHAWAY COMMUNICATION WORK TRAINING WORK COACHING WORK 3 CREATE CHANGE PLAN @AKANNETT @JASONLITTLE #AAB14
- 23. 1 6 ATE CRE VAS CAN EVISE R VAS CAN 5 2 ITH TE W ED LIDAECT VA E AFF E OPL PE ANG Y CH B SE S NT CANVA E IMPROVEM LACK IBERATE S DE L E NT ERIM ES EXP ANG H CH WIT 4 3 MAKE A BIG VISIBL E ROO M HE WALL TT MULTI- ES TROSPECTIV TIERED RE FEE LEAN COF FIND EARLY ADOPTERS TACTICAL CREATE OARD LAN GATION B P DELE EXECUTE WITH SCR UM? KANBANIZE? MEET A TS! TUS REPOR NO STA ENABLE COHESION - THE BIG PICTURE @AKANNETT @JASONLITTLE #AAB14
- 24. WHAT cHANGE AREWE MAKING? We are adopting agile and lean methods to build a product development organization that delivers valuable solutions to the market in 6 months or less. WHY IS THIS CHANGE IMPORTANT TO THE ORGANIZATION? - Motivate staff by removing constraints from existing processes! - To prevent business from sourcing vendors because it is too slow ! - Our business partners feel we’re too slow and too expensive HOW WILL WE MEASURE SUCCESS? - Reduce median project delivery time from 11 months to 6 months! - Employee engagement scores AN EXAMPLE @AKANNETT @JASONLITTLE #AAB14
- 25. HOW WILL WESHOW PROGRESS? # of teams adopting new practices! Agile fluency model as a guide! WHO IS AFFECTED BY THE CHANGE? Everybody!!!! HOW WILL WE SUPPORT PEOPLE THROUGH THE TRANSITION? - Weekly lean coffee! - Employee-led transformation team supported by external coaches! - Change champions team (early adopters)! - Monthly retrospective involving all teams! - Executive steering committee and impediment escalation process AN EXAMPLE @AKANNETT @JASONLITTLE #AAB14
- 26. ING HOLD E? AT’S HANG WH HEC CK T BA HOW CAN WE CONTRIBUTE? WHAT SUPPOR T DO WE NEED? NO LIP SERVICE! @AKANNETT @JASONLITTLE #AAB14
- 27. THE TEAM IMPROVEMENTCANVAS @AKANNETT @JASONLITTLE #AAB14
- 28. TEAM VISION ?? WHAT ISSUPPORTING THE CHANGE? WHAT IS WORKING AGAINST THE CHANGE? STRONG SUPPORT prioritization of work too much business pressure (hard dates/scope) “lower cost” shouldn’t come at the expense of quality lack of connection between teams and management lots of dependancies SEVERE BLOCK transparency of the transformation (IE: big visible wall!), coaching for business teams, agile education for support and governance teams (soa, change management etc), follow Scrum (org guidelines), stop fixing date and scope OPTIONS - learn how to make smaller stories better release planning (currently planning sprint to sprint only) come to meetings more well prepared team take responsibility for SOA decisions, Env Mgnt identify dependancies with other teams COST - PREPARE VALUE - work on creating better stories INTRODUCE REVIEW
- 29. HOW CAN WEIMPROVE THIS VISUALIZATION? THE BIG VISIBLE ROOM @AKANNETT @JASONLITTLE #AAB14
- 30. STRATEGIC TRANSFORMATION CANVAS THEBIG VISIBLE ROOM…IS A WORK IN PROGRESS! @AKANNETT @JASONLITTLE #AAB14
- 31. WORK THE CHANGETEAM IS DOING THE BIG VISIBLE ROOM @AKANNETT @JASONLITTLE #AAB14
- 32. TEAM HEALTH INDICATORS THEBIG VISIBLE ROOM @AKANNETT @JASONLITTLE #AAB14
- 33. IMPEDIMENTS & ESCALATIONPATH THE BIG VISIBLE ROOM @AKANNETT @JASONLITTLE #AAB14
- 34. STAFF MUST KNOWWHY VP TRANSFORMATION CANVAS EMPLOYEES MUST OWN THE CHANGE OUTSIDE SUPPORT EMPLOYEE-LED TRANSFORMATION TEAM, CHANGE AGENT NETWORK INTERNAL TEAM SUPPORTED BY EXTERNAL COACHES WHAT MAKES A GOOD CHANGE MANAGEMENT PROGRAM? @AKANNETT @JASONLITTLE #AAB14
- 35. COMMUNICATION LEAN COFFEE, MULTI-TIEREDRETROSPECTIVES, BIG VISIBLE ROOM SKILLS DEVELOPMENT METHODOLOGY TRAINING, COACHING AGREEMENTS, MANAGEMENT 3.0, AGILE JEOPARDY (SOON…) ENGAGED EXECUTIVES EXECS ATTEND LEAN COFFEE AND RETROS, GEMBA! WHAT MAKES A GOOD CHANGE MANAGEMENT PROGRAM? @AKANNETT @JASONLITTLE #AAB14
- 36. FEEDBACK-DRIVEN APPROACH TOPLANNING ! APPLYING AGILE AND CHANGE MANAGEMENT IDEAS ! MAKING IT FUN!! ! NOT SOLEY RELIANT ON COACHES/CONSULTANTS ! COACHES AND EMPLOYEES ALIGNED VIA COACHING STANCE AGREEMENT ! TRANSFORMATION TEAM IS BUILDING/SUPPORTING THEIR OWN ROADMAP/CHANGE PROCESS WHY IT’S MORE LIKELY TO WORK @AKANNETT @JASONLITTLE #AAB14
- 37. NO! ..BUT… DOES THAT GUARANTEEIT’LL WORK? @AKANNETT @JASONLITTLE #AAB14
- 38. EXECUTIVES AND TRANSFORMATIONTEAM RECOGNIZE IT’S A ! MULTI-YEAR PROCESS ! AND THEY HAVE COMMITTED TO A ! FEEDBACK-DRIVEN APPROACH TO AGILE CHANGE THE ORGANIZATION OWNS THE CHANGE @AKANNETT @JASONLITTLE #AAB14
- 39. LEARN HOW TOCOMBINE INNOVATIVE IDEAS FROM: ! - LEAN STARTUP - CHANGE MANAGEMENT - NEUROSCIENCE - AGILE AND LEAN - ORGANIZATIONAL DEVELOPMENT ! GET A SAMPLE CHAPTER AT WWW.LEANCHANGE.ORG WWW.LEANCHANGE.ORG @AKANNETT @JASONLITTLE #AAB14