effective agile adoption
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Many organizations adopting Agile fail to bring about lasting change. This is often because Agile is seen as a developer team "methodology". Effective Agile adoption depends on aligning the adoption strategy with the value stream across the organization. In this talk, Declan will introduce the Agile Fluency model as a mechanism for targeting an Agile adoption to the realities of your organization. Along the way we will talk about aligning your organizational structure with your organization's purpose and the importance of managing technical debt.
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effective agile adoption
- 1. @leanintuit @dwhelan effective agile adoption Toronto CTO Group November 16, 2015
- 2. @leanintuit @mikeeedwards @dwhelan of change initiatives fail70%
- 3. @leanintuit @mikeeedwards @dwhelan 30% succeed 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
- 4. @leanintuit @mikeeedwards @dwhelan 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
- 5. @leanintuit @dwhelan what transformation means Shared Values (culture) Strategy Structure Systems Skills Style Staff
- 6. @leanintuit @dwhelan HR Change AgileAgile Pilot Team
- 7. @leanintuit @mikeeedwards @dwhelan build feature what customers want request
- 8. @leanintuit @mikeeedwards @dwhelan requirements what customers get request feature analysis design code test deploy Handoff Handoff Handoff Handoff Handoff
- 9. @leanintuit @dwhelan “Misalignment happens when the organizational structure is not aligned with the espoused theory of the organization’s purpose.” - Craig Larman, Creator of LeSS
- 10. @leanintuit @dwhelan “We cannot solve our problems with the same thinking we used when we created them”
- 11. @leanintuit @mikeeedwards @dwhelan 1. change organizational structure
- 12. @leanintuit @dwhelan culture follows structure TRANSFORMATION!
- 13. @leanintuit @dwhelan culture follows structure TRANSFORMATION! ANDAND
- 14. @leanintuit @dwhelan a new ‘old way’ of organizing Horizon 1 Horizon 2 Horizon 3 Stability Experimentation “Innovation”
- 15. @leanintuit @dwhelan create a petri dish Horizon 1 Horizon 2 SAFe, Agile pilots, ‘Scrumify’ existing teams, mandated ‘innovation time’ Horizon 3 Create a new company inside the existing company that WILL NOT conform to any existing organizational boundaries!
- 16. @leanintuit @dwhelan “organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations.” - Melvin Conway Conway’s Law
- 17. @leanintuit @mikeeedwards @dwhelan 2. build capacity to deliver
- 18. @leanintuit @dwhelan Features Time V1 V2 V3 V4 building technical debt
- 21. @leanintuit @mikeeedwards @dwhelan 3. lead with an agile mindset
- 24. @leanintuit @dwhelan tools to support change • lean coffee • share information • change canvas • perspective mapping • blast radius
- 26. @leanintuit @mikeeedwards @dwhelan share information
- 28. @leanintuit @dwhelan EXEC UTIVE S MANA GERS TEAMS/ STAFF SUPPO RTING THE CHANG E HOLDIN G BACK THE CHANGE THE ME 1 THE ME 1I perspective mapping leanchange.org/perspectivemapping
- 29. @leanintuit @dwhelan blast radius leanchange.org/blastradius CUSTOMERS Processes Affected PRODUCT 1 DEV QA PROCESS STATUS REPORTS PILOT TEAM OPS DEPENDENT TEAM(S) People Affected Directly Affected In-Directly Affected Observers + Movers - Immovables Moveables + + - MARKETING - ! Hard to change “Easier” to change !
- 30. @leanintuit @dwhelan tools to support change • lean coffee • share information • change canvas • perspective mapping • blast radius
- 31. @leanintuit @dwhelan but not easy
- 32. @leanintuit @dwhelan Organizations are implicitly optimized to avoid changing the status quo middle- and first-level managers and “specialist” positions & power structures. Larman’s Law: Your only impediment to transformation.
- 35. @leanintuit @dwhelan lean in with us! leanintuit.com/tac2015 We have a free white paper on a Decade of Agile. Join a virtual coaching circle with us! Contact us to help with change at your organization.
Editor's Notes
- the change world has said for decades that 70% of change initiatives fail
- well, actually they say 30% of changes meet the expected outcome, but failing 70% of the time is a better way to scare clients into buying their change framework and tools. “success is not binary”
- don’t worry, you’re not alone, we all suck at ‘going agile’…apparently we have learned nothing in 10 years. Lack of Management Support teams are moving along but then bump up against management systems managers are understandably challenged by agile due to focus on self-organizing teams Lack of Skill reducing, likely due to more training, user groups, conferences etc. General Resistance to Change those people won’t do what we want! people resist change when they feel no control over it - OD well known neuroscience tells us that we interpret change as danger Failure to Change Culture culture => people in the organization and they way those people interact - how we do things around here policies, how we react to problems (prod bug) a lot of models/talks on how to change culture - hint - start with yourself and leaders! will follow the same attributes of the strongest leaders - Schneider management debt - Re-engineering Alternatives - Schneider agile change efforts focus too much on trying to tackle culture directly
- Organizational Debt a result of how we grow our organizations. HR As our organizations grows managers do too much work and less with their people so introduce an HR group. HR introduces policies. Change As we continue to grow our old structures no longer serve us well. Again, our people are often too busy to tackle this directly and anyway … we want to bring in the experts. So we bring in some change consultants. They have to figure out and introduce more rules and policies to make the company more effective. (Reorgs happen every couple of years.) “We are fighting specialization with more specialization” - Jason Agile We should really go agile … They create a pilot team but do not remove any of the existing constraints. As the teams form and succeed they start to run into the policies and impediments from previous changes … so we form an Agile steering group, Agile PMO or Agile Governance team to figure out new policies to work in an agile manner. Bottom Line We deal with organizational challenges (specialization, policies and rules that aren’t working for us) by introducing more specialization and rules & policies within our organizations.
- Mike starts
- Each handoff serves as potential gap.
- Often companies will claims to have the purpose of serving customers but when you look closely you see that customers just want great products and services. They don’t care how we organize internally. Most of our internal organization is to serve the inward focused goals of the company … not the customer. Introducing agile with this misalignment in organizations will severely challenge the teams. We feel that this misalignment is an underlying root cause of most of the barriers to agility mentioned in the VersionOne surveys.
- well, actually they say 30% of changes meet the expected outcome, but failing 70% of the time is a better way to scare clients into buying their change framework and tools. “success is not binary”
- e.g. Communitech - large organizations, banks, retailers and moving them into organizational structures that promote innovation this is disruptive (shock therapy - clean break). Smaller MVCs may be effective when the organization is capable of adapting incrementally
- focus on skills over titles (talks to customers, sell stuff, market stuff, build, test, keep team happy) We don’t need to focus on transforming the organization. With pilots, SMs and low-level managers are not positioned to be able to spin up a different organization within an organization.
- Often companies will claims to have the purpose of serving customers but when you look closely you see that customers just want great products and services. They don’t care how we organize internally. Most of our internal organization is to serve the inward focused goals of the company … not the customer. Introducing agile with this misalignment in organizations will severely challenge the teams. We feel that this misalignment is an underlying root cause of most of the barriers to agility mentioned in the VersionOne surveys.
- well, actually they say 30% of changes meet the expected outcome, but failing 70% of the time is a better way to scare clients into buying their change framework and tools. “success is not binary”
- well, actually they say 30% of changes meet the expected outcome, but failing 70% of the time is a better way to scare clients into buying their change framework and tools. “success is not binary”
- Declan