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7 Wastes of Change Management

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7 Wastes of Change Management

  1. 1. 7 WA STES O F CHANGE MANAGEMENT JASON LITTLE WWW.L E A N C H A N G E . O RG @JASONLITTLE
  2. 2. 7 WASTES OF LEAN INVENTORY OVER-PRODUCTION EXTRA PROCESSING TRANSPORTATION WAITING MOTION DEFECTS Raw materials, un-finished work, stuff not required to deliver customer orders Re-work, extra manufacturing steps, handling as a result of defects or too much inventory Queuing, idle downstream processes which leads to downstream teams doing non-value added activities Continuing with operational processes when they should have stopped Un-necessary movement of materials that are in progress (WIP) Extra steps due to inefficient process layout, defects, re-work, over-production or inventory Products or services that don’t meet or conform to customer requirements or specs http://www.leaninnovations.ca/seven_types.html
  3. 3. 7 WASTES OF SOFTWARE INVENTORY OVER-PRODUCTION EXTRA PROCESSING TRANSPORTATION WAITING MOTION Too much work in progress (WIP), people working on multiple projects DEFECTS PARTIALLY DONE WORK RELEARNING DELAYS EXTRA FEATURES HANDOFFS TASK SWITCHING Un-finished features require extra processing (code management etc) Defining too many requirements too soon causes relearning Long feedback cycles, waiting for teams to be available, too much work in progress (WIP) Building stuff the customer doesn’t want or need Handing work off between functional groups Products or services that don’t meet or conform to customer requirements or specs http://agile.dzone.com/articles/seven-wastes-software
  4. 4. 7 WASTES OF CHANGE MANAGEMENT INVENTORY OVER-PRODUCTION EXTRA PROCESSING TRANSPORTATION WAITING MOTION DEFECTS PARTIALLY DONE WORK RELEARNING DELAYS EXTRA FEATURES HANDOFFS TASK SWITCHING OVERPLANNING UNVALIDATED CHANGES HMM? TOUGH ONE! TOO MANY CHANGES CHANGES CREATED IN ISOLATION FOLLOWING STANDARD PROCESS UN-PREDICTED OUTCOMES?
  5. 5. INVENTORY, PARTIALLY DONE WORK LEAN - INVENTORY Raw materials, un-finished work, stuff not required to deliver customer orders CHANGE MANAGEMENT - OVER PLANNING Creating plans too far in advance and over-producing documentation to adhere to non-value added process and governance. ! Symptoms include time spent on updating documentation that isn’t useful, “analysis paralysis” by spending too much time thinking about a change. ! Solutions include producing documentation that is useful and by planning more frequently, and in smaller batches. Also consider stopping changes that fall off the rails instead of “trying to make them stick”. “The change team can become exhausted by too much change too!” SOFTWARE - PARTIALLY DONE WORK Un-finished features requires extra processing (code management etc)
  6. 6. OVER PRODUCTION, EXTRA FEATURES LEAN - oVER PRODUCTION Continuing with operational processes when they should have stopped CHANGE MANAGEMENT - TOO MANY CHANGES Creating, and executing, too many changes simultaneously leads to thrashing, chaos and change fatigue. ! Symptoms include planning too far in advance, possibly to satisfy stakeholders’ needs for the illusion feeling of certainty. ! Solutions include visualizing changes on a big-visible board which leads to the realization that too many changes are in progress. Also include more frequent feedback loops and leaving the ‘plans’ for changes that are further away lighter on detail. “Sometimes executing change is a ‘wait and see’ process” SOFTWARE - EXTRA FEATURES Building stuff the customer doesn’t want or need
  7. 7. EXTRA PROCESSING, RELEARNING LEAN - EXTRA PROCESSING Re-work, extra manufacturing steps, handling as a result of defects or too much inventory CHANGE MANAGEMENT - UNVALIDATED CHANGES Assuming the changes being executed are the right ones because of ‘best practice’ thinking. ! Symptoms include focus on ‘change resistance’, working on big changes that are risky and have extremely uncertain outcomes. ! Solutions include co-creating change by involving the people affected by the change in the design of change. Visualizing changes on a big visible wall and using change canvases to build and communicate changes. “People resist change when they don’t feel they have a choice” SOFTWARE - RELEARNING Defining too many requirements too soon causes relearning
  8. 8. TRANSPORTATION, HANDOFFS LEAN - TRANSPORTATION Un-necessary movement of materials that are in progress (WIP) CHANGE MANAGEMENT - CHANGES CREATED IN ISOLATION Creating changes in isolation without any feedback from the people affected. ! Symptoms include spinning on which changes to do as a result of no feedback. Falling into the “expert trap” results in constant redesign of changes when there is no feedback to validate their the right ones. ! Solutions include making changes that are being designed visible to the people affected by the change. “The plan” doesn’t always have to be perfect, some outcomes of change are unknowable unknowns. “If you’re doing change management in the office with the door closed, you’re doing it wrong!” - Heather Stagl SOFTWARE - HANDOFFS Handing work off between functional groups
  9. 9. WAITING, DELAYS? LEAN - WAITING Queuing, idle downstream processes which leads to downstream teams doing non-value added activities CHANGE MANAGEMENT - THIS IS GOOD THING! Not waiting for changes to show an outcome is the problem! ! Symptoms include knee jerk reactions to not getting results soon enough. That leads to the desire to pile on more changes. Another symptom is the desire to keep the change team busy because idleness is perceived to be inefficient and costly. ! Solutions include understanding the natural pace of change by using the outcomes of previous changes as input to new changes. Also, use hypotheses and experimentation thinking. Time-box experiments…and make that visible! “Change fatigue happens when the change team feels they need to ‘keep busy’” SOFTWARE - DELAYS Long feedback cycles, waiting for teams to be available, too much work in progress (WIP)
  10. 10. MOTION LEAN - MOTION Extra steps due to inefficient process layout, defects, re-work, over-production or inventory CHANGE MANAGEMENT - FOLLOWING STANDARD PROCESSES Best practice thinking leads to the change team following a process and doing ‘busy work’ such as over-producing documents and updating Sharepoint sites to satisfy non-value added governance processes. ! Symptoms include talking about following processes (“but the process is…!”) instead of focusing on change outcomes. Not measuring the effectiveness of communication programs leads to doing low-value work such as sending out newsletters no one reads. ! Solutions include creating your own change management process based on picking practices that make more sense for your organization. “Following process causes change teams to stop focusing on outcomes” SOFTWARE - TASK SWITCHING Too much work in progress (WIP), people working on multiple projects
  11. 11. DEFECTS? LEAN - DEFECTS Products or services that don’t meet or conform to customer requirements or specs. CHANGE MANAGEMENT - UNPREDICTED OUTCOMES Solely focusing on numerical measurements that don’t tell the whole story. ! Symptoms include updating the business case ROI when the change project is done to match what actually happened or blaming people affected by the change because they resisted the change. ! Solutions include mixing qualitative, quantitative, leading and lagging indicators as well as diagnostics that accept the uncertainty of organizational change. “Organizational change is extremely difficult to predict, mix measures with diagnostics” SOFTWARE - DEFECTS Products or services that don’t meet or conform to customer requirements or specs.
  12. 12. 7 5 WASTES OF CHANGE MANAGEMENT OVERPLANNING UNVALIDATED CHANGES WAITING IS GOOD! TOO MANY CHANGES CHANGES CREATED IN ISOLATION FOLLOWING STANDARD PROCESS CRYSTAL BALL? Balance plan-driven and feedback-driven approaches. Challenge your governance process. Avoid change fatigue by limited the number of simultaneous changes and break down big changes into smaller chunks. Avoid assuming the change you want to implement is the right one based on “best practice” thinking. Avoid the ‘expert trap’ and talk to the people affected by the change before implementing it. Following “best practice” processes leads to focus on process, not meaningful change. Outcomes will take a while. Relax! This isn’t waste, this is a good thing! Avoid keeping ‘busy’ for optics purposes. Gut feel based on experience will help you “know” the change you’re working on is the right one. But! Try as you may, you cannot predict the outcome to a reasonable degree of certainty and more importantly you can’t get predictable results every time.
  13. 13. lIKE WHAT YOU SEE? "This is a key piece of work for further advancing agile, lean and change management. It's a must read for anyone starting a transformation" - Jamie Longmuir, Agile Practitioner ! Lean Change Management is a collection of innovative practices for managing organizational change. It combines ideas from Lean Startup, Agile, Neuroscience and traditional change management to create a feedback-driven approach to change that can be adapted to any organization. Get the Book
  14. 14. WANT TO SEE MORE? BUILDING YOUR OWN CHANGE FRAMEWORK (SLIDESHARE) APPLYING LEAN STARTUP TO CHANGE (SLIDESHARE) TOOLS FOR NAVIGATING COMPLEX CHANGE (SLIDESHARE) EXECUTING CHANGE PROJECTS WITH AGILE PRACTICES (SLIDESHARE)
  15. 15. WWW.L EANCHANGE.ORG

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