Successful Agile Adoption as Foundation to Transformation

Enable 2016

David Morris, Lead Enterprise Agile Coach

2

Introductions

@davidjcmorris

linkedin.com/davidjcmorris

davidjcmorris.com

3

What does it mean to

CHANGE?

4

Adoption vs Transformation

Adoption (changing HOW we do something)

Learn how to make coffee better.

New tools new practices.

Transformation (changing WHO we are)

Retrain to become a barista.

New behaviours new culture.

5

Changing culture (Schneider model)current/problems

future/possibilities

org

anis

ation

people

CONTROLCOLLABORATION

COMPETENCECULTIVATION

88% agile

practitioners

75% of

management

6

ad-hoc analytic synergistic chaordic

Rightshifting mindsets (Marshall model)

agile

% o

rga

insa

tion

0 1 2 3 4 5

Organisational effectivness

7

How can we manage

CHANGE?

8

Change management (Lewin)

UNFREEZE

Create right

environment

CHANGE

Make change

to desired state

REFREEZE

Reinforce to

anchor change

CHANGE STABILITY

9

Change management (Burchell and Kolb)

Need for STABILITY

De

sire

fo

r C

HA

NG

E

Low High

High

CONTINUOUS IMPROVEMENT

CHAOS

INERTIAAD-HOC

10

Change management (Little)

Lean change: inspect and adaptTraditional change: plan the work, work the plan

11

Common barriers to

CHANGE?

12

Change

approach

Change

leadership

Emotional

impact

Vision and

comms

Systems and

skills

Roles and

responsibilities

Frequency

(distribution)15 15 14 15 13 4

Impact

(correlation)0.41 0.39 0.37 0.27 0.15 0.07

Weighted

impact6.15 5.85 5.18 4.05 1.95 0.28

Barriers to successful transformation

In order to conduct a successful

transformation, we need an approach

for the areas with the highest impact Agile adoption

normally champions

processes and skills

13

Six steps for a successful

transformation journey

14

Step 1: Transformation leadership

transformation

leadership

Executive Steering Committee

Transformation Leadership Team

Change Agents

15

Leadership advocacy (Moreira model)positive

negative

CHAMPIONCHAMPION

experienced

inexperienced

DENIER

DECEIVER

COWBOY

BANDWAGON

WORKHORSE

INNOVATOR

16

Step 2: Clear end vision

clear

end vision

transformation

leadership

business

objectives

Improve end-to-end delivery process

Release on time and on quality

Improve throughput

Reduce production incidents

17

Step 3: Twelve-month roadmap

transformation

leadership

clear

end vision

outcomes

12-month

roadmap

business

objectives

18

Step 4: Rolling 90-day plan

90-day

plans

transformation

leadership

clear

end vision

business

objectives

outcomes

12-month

roadmap

19

Step 5: 30-day checkpoints with feedback

90-day

plans

with feedback

30-day

checkpoints

transformation

leadership

clear

end vision

metrics

business

objectives

outcomes

12-month

roadmap

20

What is important to measure?

Example, the Agility Index (scrum.org):

• Current value

• Time to market

• Ability to innovate

For now, we are measuring things like:

• Backlog readiness

• Team stability

• Feature throughput

• Defect density

• Agile maturity

Balance potential competition in outcomes and metrics

21

clear

end vision

Step 6: Keeping people safe and informed

90-day

plans

with feedbackfrequent

communications

30-day

checkpoints

transformation

leadershipmetrics

business

objectives

outcomes

12-month

roadmap

emotional

security

22

clear

end vision

Six steps to a successful agile transformation

90-day

plans

with feedbackfrequent

communications

30-day

checkpoints

business

objectives

transformation

leadershipmetrics

outcomes

12-month

roadmap

1

2

3

4

5

6

emotional

security

23

A pause for inspiration and questions

@davidjcmorris

linkedin.com/davidjcmorris

davidjcmorris.com