RISKS AND STRATEGIES

SaiHo YuenM.Sc, ift.a, SCJP, PSM I, ITIL

saihoyuen@gmail.com

17 February 2012

1st INTERTIONAL CONFERENCE ON

AGILE AND LEAN SOFTWARE METHODS

Adopting Agile in medium and large organization

Who am I?

The world I live

Me

Canada, Québec

M.Sc. from U. Montréal and U. Rostock

Software Developer, Project Manager SCRUM Master and Agile transition

Netscape, Database, Civil engineeringScientific & Military research and Government

Employers of my areaSME in high technologies, Game industries

Insurance companies, Banking and Government

Every why hath a wherefore

Why are you doing this ?What are you looking for ?

Why Agile ?What Agile means to you ?Is Agile the right answer ?

How are you going to do it ?Where do you stand ?What do you have ?What do you need ?

They will guide you into all the truth!

What is yours?

Concerto in 3 Movements

ProblemsWhat makes Agile adoption so difficult?

RisksSome common pitfalls you may want to avoid!

StrategiesSome ideas to make your adoption a little bit easier!

Introduction

Too Many Reasons!

Migration means changecomplex and underestimated, so often unmanaged

Change doesn’t mean only the process or toolsAlso the people and specially the people

Process can’t never change people (a lasting change come always from the inside)

Capability of change is different for everyone, thus every organization

Isolated initiative, trial and error

What makes Agile migration so difficult?

Why so difficult?

A successful Agile project means a lot, but not everything(A certain type of project under certain conditions with a very specific team)

An idea, a thought, a state of mind, a philosophy

Knowing is one thing; Doing is quite another;

Too many “ways”, “practices”, “products” and “Tools”

Everyone has his own idea and model

Are we getting the right helps, coaching on the right things?

So on and so on…

Too many ways to get lost!

Small, medium, large

Well, I have to say…Yes

An established culture and structure

You can hardly play with the magic triangle

Different levels of hierarchy has different goals

Nothing is personal, thus everything becomes personal

Informal VS official

Does size really matter?

Complicated, but don’t forget…

Complex business model and structure

First mission is not always software development

Business and TI don’t mixed, thus don’t understand

Concurrence from inside and outside

Resources availability & distributed Teamwork (International laws)

Governance & procurement model

Union

They also have money!

So far, how do we do?

Version One 2011 Survey

Leading causes of failed Agile projects

Any icebergs ahead?

Version One 2011 Survey

Barriers to further Agile adoption

So, where should we start?

Understands the risks and chooses the right strategy!

Understand the strategy and choose the right risks!

A dog chasing its tail?

Risks

Culture and Structure

The personality of your organization. You may not notice it, but it is certainly there

ProcessIt isn’t about how we change, but how to make it acceptable

Human factor (Resistance)First, it is ridiculed. Second, it is violently opposed. Third, it is accepted as being self-evident

CommunicationMost known problem, but still always underestimated

Come from not knowing what you're doing!

Organizational Culture

Consistency for an organization and its people

Order and structure for activity within an organization

Boundaries and ground rules

Communication patterns

Membership criteria

Patterns for internal relationships among people

Why so important?

Organizational Culture

Condition for reward and punishment

Expectations and priorities

Define performance

Approach to management

Limits strategy

Productivity

Without it, there will be no soul!

William E. Schneider’s Model

Why is it so popular among Agilists?

Freud on the sofa

20 Questions from William E. Schneider20 Questions from William E. Schneider20 Questions from William E. Schneider20 Questions from William E. Schneider

When we worry about something in the organization, it is usuallyWhen we worry about something in the organization, it is usuallyWhen we worry about something in the organization, it is usuallyWhen we worry about something in the organization, it is usually about: about: about: about:

a) Losing. We worry most about being also-rans or having our reputation harmed because we couldn’t deliver as well as, or better than our competitors.

b) Stagnation. We worry most about failing to progress, simply existing from day to day, or even going backwards.

c) Vulnerability. We worry most about being in a position where others have more power or market share than we do

d) Lack of unity. We worry most about the team being broken up or alienating our customers. We worry about a lack of trust among ourselves.

What’s your culture?

Other models?

R. HarrisonR. HarrisonR. HarrisonR. HarrisonPower, role, task and person orientation

T.E. Deal and A. A. KennedyT.E. Deal and A. A. KennedyT.E. Deal and A. A. KennedyT.E. Deal and A. A. KennedyTough-guy/macho, work hard/playhard, bet-your-company and process

W. W. W. W. Bennis Bennis Bennis Bennis and b. and b. and b. and b. NanusNanusNanusNanusFormalistic, collegial and personalistic

J. OJ. OJ. OJ. O’’’’TooleTooleTooleTooleMeritocracy, egalitarianism, behaviorism and humanism

Giving a name to your culture is not important. Giving a name to your culture is not important. Giving a name to your culture is not important. Giving a name to your culture is not important. Understand it, it is.Understand it, it is.Understand it, it is.Understand it, it is.

Yes, of course!

The Other Boleyn Girl

No matter which culture there is always an organizational structure

Huge impact on adoption, but often ignored

Reflects decision making, tasks execution, communication pathway

Competitions between divisions

We are sisters, and therefore, born to be rivals

One size fit all?

Process

Change requires an adequate preparationSimplicity necessitates understanding complexity

Each problem has multiple solutionsWe can not predict the best solutions

Ever-changing environment requires ever-changing process

Change process depend on its environmentAnd as soon as the process exists, it changes its environment and itself

Each strange solution is the best one somewhere

It isn’t about how we change, but how to make it acceptable

Process

All plausible solutions should be examinedThe process should gather and synthesize different viewpoints

Raison of change has to be clearly definedProcesses has to be transparent and meaningful

Otherwise, it won’t able to mobilize people and increase the resistance

Confusion may occur If different “changes processes” are already underway or planned

The process should not ignore organization‘s core cultural, values and past events

Process

happiness does not necessarily mean commitment

false signals can easily lead to misinterpretations

The responsibilities has to be clearly defined

The lack of or too many responsible impair the process

Adequate means to measure is required

Therefore, it is difficult to manage, monitor and measure

the impacts of the process and the process itself

It may take considerable time before the new performance indicators and incentive systems are acting in line with the objectives

which can greatly affect the mechanism of decision making

Human factor

Capability of change is different for everyone

Changes always clashes with old habits

Resistance to change caused often by the loss of acquired (recognition, prestige, social status, power, job security, etc..)

Fear of the unknown and failure reduces the desire for change

Doubts about the reasons of change hinder the motivation of those involved

Understanding the vision, purpose and importance of the change

Resistance is futile…eventually?

Human factor

The benefits of change should be visible to those concerned

All participations should be properly managed and encouraged

Incentives and recognition should be properly granted

Participations may not properly evaluated by the old and new metrics

Change increases necessarily the existing conflicts

Mike Cohn’s Model

Recognize someone?

Diehards

What shall we do?(Active & Like Status quo)

Align incentive

Create dissatisfaction with the status quo

Acknowledge and confront fear

With a vengeance?

Followers

What shall we do?(Passive & Like Status quo)

Change the composition of the team

Praise the right behaviour

Involve them

Model the right behaviours yourself

Identify the true barrier

Of the One ring?

Skeptics

What shall we do?(Passive & don’t like Scrum)

Let time run its course

Provide training

Solicit peer anecdotes

Appoint a champion skeptic

Push the issue

Build awareness

Finger of St Thomas?

Saboteurs

What shall we do?(Active & Don’t like scrum)

Success

Reiterate and reinforce the commitment

Move them

Fire them

Be sure the right people are talking

An ardent believers?

A smart guy does a stupid thing?

What’s his name again?

Real Men Don’t Cry

Robert Robert Robert Robert Kegan Kegan Kegan Kegan and Lisa and Lisa and Lisa and Lisa Laskow LaheyLaskow LaheyLaskow LaheyLaskow Lahey

Resistance doesn’t mean opposition nor inertia

Unwittingly caught in a Competing Commitment

The Competing Commitment is created by a Big Assumption

But it doesn’t mean there is nothing!

The competing commitment

1) What would you like to see changed at work, so you could be more effective, or so work would be more satisfying?

2) What commitment does your complaint imply?

3) What you are doing, or not doing, to keep your commitment from being fully realized?

4) Imagine doing the opposite of the undermining behaviour. Do you feel any discomfort, worry or vague fear?

5) By engaging in this undermining behaviour, what worrisome outcome are you committed to preventing?

5 Questions

Big Assumption

1) Create a sentence stem that inverts the competing commitment, then “fill in the blank”

2) Test and Consider replacing the big Assumption

a) Notice and record current behaviour

b) Look for contrary evidence

c) Explore the history

d) Test the assumption

e) Evaluate the result

Some little steps

Communication

The communication plan is always required

(planned and supported)

Access to information should be

homogeneous, uniform, continuous and transparent

Information should come from and receive from official channels

(eg. through the hierarchy, official statements, etc.)

Communication should promote understanding of the objectives of the change

Do we need oil for an engine?

Communication

Communication should focus on quality rather than quantityOrganization confuses information with communication

People are flooded with all kinds of information but it doesn’t help them to better understand the situation

Communication relies heavily on technology and organization structureface to face communication is underestimated

Communication should accompanied by appropriate activities

Communication should not focused exclusively on the objectivesthe reasons that command are important

= Information + relationship + Feedback

Strategies

Well, fortunately there is none!(Otherwise, it will be a little bit boring!)

Never forget: A lasting change come always from the inside

Is there any magic bullet?

Once again, Why?

Why are you doing all this ?

What are you really looking for ?

Why Agile ?

What Agile means to you ?

Is Agile the right answer ?

Thinking Agile + acting Agile = Being AgileThinking Agile + acting Agile = Being AgileThinking Agile + acting Agile = Being AgileThinking Agile + acting Agile = Being Agile

(sometime, you may also have to love it)(sometime, you may also have to love it)(sometime, you may also have to love it)(sometime, you may also have to love it)

Water cannot rise higher than its source, neither can human reason

My two cents

Symphony in 6 MovementsSymphony in 6 MovementsSymphony in 6 MovementsSymphony in 6 Movements(Inspired by John P. Kotter & Ken Schwaber)

All models are wrong, but some are useful!

Establish a sense of urgencyEstablish a sense of urgencyEstablish a sense of urgencyEstablish a sense of urgency Teams of powerTeams of powerTeams of powerTeams of power

Create visions and valuesCreate visions and valuesCreate visions and valuesCreate visions and values

Communicate everythingCommunicate everythingCommunicate everythingCommunicate everythingPlan to RePlan to RePlan to RePlan to Re----plan, small victoriesplan, small victoriesplan, small victoriesplan, small victories

Consolidate, institutionalize Consolidate, institutionalize Consolidate, institutionalize Consolidate, institutionalize and produce moreand produce moreand produce moreand produce more

Establish a sense of urgency

Point out the facts: Good, Bad and Ugly

(sometime Weird)

Examine environment and competitive realities

for potential crises and untapped opportunities

Statue quo is more dangerous than the unknown

Never underestimated the difficulty of driving people out of the comfort zones

Understands where we stand

Lean Management Lean Management Lean Management Lean Management MieuxMieuxMieuxMieux, plus , plus , plus , plus vite vite vite vite avec les mavec les mavec les mavec les mêêêêmes mes mes mes personnes (Pierre personnes (Pierre personnes (Pierre personnes (Pierre PessiardiPessiardiPessiardiPessiardi))))

4 metrics4 metrics4 metrics4 metricsActiveActiveActiveActive

Turnovers lost without this computer systemReplacement cost by men

Total costTotal costTotal costTotal costThe annual saving oragnisation realize that if it abolished the system

Carte d’état-major

PassivePassivePassivePassiveThe expense would be needed to bring the application to productivity standards consistent with your purpose

The number of unprocessed demandsThe number of unprocessed demandsThe number of unprocessed demandsThe number of unprocessed demands

Number doesn’t lie

Who is the best?

Teams of power

Two committees : Director (3 + 1) and Coordination (5)Two committees : Director (3 + 1) and Coordination (5)Two committees : Director (3 + 1) and Coordination (5)Two committees : Director (3 + 1) and Coordination (5)

Director : approve and guide the changeCoordination : make the change

Change agent: Informer when sit on the director committee

Groups with shared idea and enough power to lead the changeNever forget the ones whom oppose it, Union, RH and You (change agent)

Rotate committee members

Work as a team outside the normal hierarchy

It takes two to make a thing go right!

Creation visions and values

Create visions and values to direct the change effort

Develop strategies for realizing those visions and values(Backlog of things to be changed)

Don’t present a vision too complicated or too vague to be communicated in 5 minutes

Define organization and team’s values (be specific, measurable, meaningful, attainable, realistic and Timed)

Vision and values must respond to the organization existing core culture(Never try to change your organization culture in one step)

LVision is the art of seeing what is invisible to others

How to choose values?

DoDoDoDo----ItItItIt----Yourself Team Values (Yourself Team Values (Yourself Team Values (Yourself Team Values (Jurgen AppeloJurgen AppeloJurgen AppeloJurgen Appelo))))

Anything that changes your values changes your behavior

VisionServiceOrderlinessHelpfulnessCourage

UnitySelf-disciplineOpennessFocusCooperation

TrustworthinessResponsibilityMindfulnessFlexibilityConfidence

TrustRespectKnowledgeExcellenceCommitment

TolerancereliabilityJoyfulnessEnthusiasmCleanliness

ThoroughnessResilienceIntegrityEnduranceCaution

TactfulnessRationalityInitiativeDeterminationBalance

StewardshipPurposefulnessIndustriousnessDecisivenessAesthetics

SkillPragmatismHumourCuriosityAssertiveness

SimplicityPersistenceHonestyCreativityAccuracy

Do-It-Yourself Team Values

1) Give the list to the team (you can add any new values)

2) Together, they must select between three and seven, they consider most important, according to project, situation, culture and their personality

3) Do the same thing with stakeholder (outside of the team)

4) Gather both groups, talk about the selections and the mutual expectations until you reach consensus on a merged list of three to seven values

5) Once you have the values, make them clear to everyone

Choose wisely your values…

Otherwise, there will be only two candidates

Communicate everything

Use every vehicle possible to communicate

the new vision, values, strategies and all things you do

Communication comes in both words and deeds, set example

Communicate to whom are hurt the most

Transparency

Use the same language of your listeners

Communication works for those who work at it.

Responsibility assignment matrix

Responsible (The Doer)

Accountable (The Buck stops here)

Consult (In the loop)

Inform (Keep in the picture)

RACI / RASCI / RACI-VS / CARIO /

Media Choice Table

Galati, Tess (2001, Paractical Communication, inc.)

Using the right tool for the right job

How well the Medium is suited to Hard copy Phone call Voice mail E-mail Meeting Web site

Assesing commintment 3 2 3 3 1 3

Building consensus 3 2 3 3 1 3

Mediating a conflit 3 2 3 3 1 3

Resolveing a misunderstanding 3 1 3 3 2 3

Addressing negative behavior 3 2 3 2 1 3

Expressing support/appreciation 1 2 2 1 2 3

Encourage creative thinking 2 3 3 1 3 3

Making an ironic statement 3 2 2 3 1 3

Conveying a reference document 1 3 3 3 3 2

Reinforcing one's authority 1 2 3 3 1 1

Providing a permanent record 1 3 3 1 3 3

Maintaining confidentiality 2 1 2 3 1 3

Converying simple information 3 1 1 1 2 3

Asking an information question 3 1 1 1 3 3

Make a simple request 3 1 1 1 3 3

Giving complex instruction 3 3 2 2 1 2

Addressing many people 2 3 2 2 3 1

Media richness theory

Plan to Re-plan, small victories

Follow organization’s governance and procurement model

Never ask for exception, but you can explain why you aren’t do that

Choose visible problems

if the problem is too big, choose a smaller related problem

Define and engineer visible performance improvements

Encourage risk taking, and non traditional ideas, activities and action

Plan and Keep Re-planning, create maximum of small victories (In sprint)

Recognize and reward ones who contribute to the improvement

Governance

Big brother is always watching!

Clothes don't make the man

Agile is a philosophy, many many “reincarnations”

Use the practices that are suited to you

Be very honest

Respect the meaning of the practices

Choose carefully the practices,

because some practices must come-in pair

A, B, C ⊆ D, D ⊆ E → A, B, C ⊆ E

United we stand, divided we fall

Consolidate, institutionalize

and produce more

Use increased credibility from early wins

to change systems, structure, and policies undermining the vision

Hire, promote and develop ones

who can implement the vision and values

Reinvigorate the change process with new project and change agents

Articulate connections between Agile and organization success

Create leadership development and succession plans consistent with the Agile

SCRUM

Mille viae ducunt homines per saecula Romam

C. CoordinationC. Director

One more thing…

Credibility

Don’t be a prince, neither a priest; Be pragmatic and persuasive

If you want something done practice your patience

Restrains your desire for control and need for importance

Don’t copy and paste

Walk the Talk

Conductor of orchestra

Enemies within

Comments, Questions, Objections?

I know one thing, that I know nothing