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Lean Change Management - ALM Chicago

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You're in it for the long haul so stop thinking about transformation and start thinking about how to run small, time-bound experiments to get you to that utopian Agile state.

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Lean Change Management - ALM Chicago

  1. 1. Lean  Change  Management @jasonlittle   #almchicago
  2. 2. TRANSFORM!
  3. 3. YOU ARE HERE UTOPIA IS HERE…WE THINK OR WAS IT HERE?
  4. 4. Agile Installation 1 of 12
  5. 5. Registering for CSM Course….Renaming Job: project manager to scrum masterRegistering Agile Governance process…Creating Agile QA roleCreating Agile Centre of Excellence Critical Error: Tried Doing Agile instead of Being Agile. Installation will now revert.
  6. 6. Firing Agile Coaches…Preparing bad performance reviews for managers and staff…Preparing year end bonuses for executive team… Unable to un-install Agile. Teams have gone rogue. Run for your life.
  7. 7. Methodologists  say… “You  didn’t  use  the  tool  right”
  8. 8. Culture  junkies  say… “you  didn’t  change  your  culture!”
  9. 9. Mindset  people  say… “you  didn’t  develop  the  agile  mindset!”
  10. 10. Management  gurus  say… “your  management  didn’t  support  it!”
  11. 11. Agile  Zealots  say… “you  were  doing  agile,  not  being  agile!”
  12. 12. System  thinkers  say… complex  adaptive  systems  theory  says  that  you  can’t…
  13. 13. Complexity  thinking  by  Dave  Mustaine. Hindsight  is  always  20/20…but  looking  back  it’s  still  a  bit   fuzzy.
  14. 14.            The  truth  is,  we  all  suck  at  agile
  15. 15. 0 15 30 45 60 2006 2007 2008 2010 2011 2012 2013 2014 Failure to Change Culture General Resistance to Change Lack of Skill Lack of Management Support 9 Year “Barriers to Agile” Trend from Version One “State of Agile” Survey
  16. 16. 70%
  17. 17. 30% 1995 – Kotter: 30% 1998 – Turner and Crawford: 33% 2005 – Procsi: 29% 2008 – Mckinsey: 30% 2011 – Standish Group: 34% Hammer and Champy – 1993 Beer and Nohria – 2000 Senturia – 2008 http://www.bcs.org/upload/pdf/markhughes-060910.pdf
  18. 18. people
  19. 19. Step 2 Step 3Step 1
  20. 20. http://www.shitcreekpaddleshop.com/
  21. 21. The REAL Craig Larman
  22. 22. CAN’T
  23. 23. Let “Can’t” be the start of the story, not the ending -David Dame
  24. 24. EXECUTIVES MANAGERS TEAMS/STAFF PERSPECTIVE DATA SUPPORTING THE CHANGE HOLDING BACK THE CHANGE THEME 1 THEME 1I Perspective Mapping leanchange.org/perspectivemapping
  25. 25. Alignment for Change Using LSP® leanchange.org/lego
  26. 26. Alignment for Change Using Change Canvases leanchange.org/alignment
  27. 27. What  is  affected?
  28. 28. Alignment for Change Using Change Canvases leanchange.org/alignment Visualize  it.
  29. 29. Alignment Perspective Map Change Canvas Insights   Learn  about   the  system  we   want  to   change. Surveys Lean Coffee ADKAR Survey
  30. 30. Options   What  can  we   do  now?     How  hard  will   it  be?   Is  it  worth  it?   What  can  wait? CostValue
  31. 31. Experiments   Think  of   changes  as   small,  time-­‐ bound   Experiments
  32. 32. A  Feedback-­‐Driven  Approach  to  Change leanchange.org
  33. 33. “All mankind is divided into three classes: those that are immovable, those that are movable, and those that move” - Benjimin Franklin
  34. 34. Movers
  35. 35. Moveables
  36. 36. Immovables
  37. 37. FACILITATE “make the change easier” SPARK “inspire!” SIGNAL “remind”
  38. 38. The way things work around here
  39. 39. 1. Be the lone nut or the first follower. 2. Involve the people affected by the change in the design of the change.
  40. 40. Lean  Change  Management A collection of stories based on using ideas blended together by stealing from Agile, Lean Startup, Change Management, Organizational Development and more. leanchange.org @jasonlittle

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