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Executing Change Management with Agile Practices

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Executing Change Management with Agile Practices

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Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.

Organizational change is unpredictable but we tend to still run these programs like we run projects. The change program is given a scope, budget and a deadline and then we're shocked when it doesn't work! If you're forced into running a change initiative within the constraints of a project, you can use Agile practices to help you manage the uncertainty.

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Executing Change Management with Agile Practices

  1. 1. E X ECUTING C H ANGE P ROJECTS WITH A G I L E P RACT I C E S JASON LITTLE WWW.L E A N C H A N G E . O RG @JASONLITTLE
  2. 2. 3 AGILE PRACTICES FOR MANAGING CHANGE EXECUTING THE CHANGE USING SCRUM EXECUTING THE CHANGE USING KANBAN TREATING YOUR ‘CHANGE’ LIKE A ‘PRODUCT’
  3. 3. WHAT IS SCRUM? Product Owner: prioritizes the work The Team: Figures out how to do the work Scrum Master: facilitates the process ROLES 1 -USING SCRUM TO EXECUTE CHANGE PROJECTS planning: team pulls work backlog: list of work to do sprint: period of time where the team works on stuff demo: team shows what they did retrospective: team adjusts based on feedback PROCESS - iterative - fixed time boxes - meet daily for 15 minutes - review/update strategy as necessary
  4. 4. REQUIREMENTS IN SCRUM 1 -USING SCRUM TO EXECUTE CHANGE PROJECTS User Stories: as a <user> I want <this feature> so I can <get this benefit> Acceptance Criteria: how do you know when this story is “done”? A user story about change: as a manager, I want to know how my role changes with Agile so I can support my team Acceptance Criteria for the change: This change is ‘done’ when the team’s happiness index increases
  5. 5. APPLYING SCRUM TO CHANGE PROJECTS User stories put the focus on the people affected by the change over inventing changes the change team thinks are the best. Daily standup meetings keep the change team in sync. Time-boxes and demos show progress sooner. Retrospectives allow the change team to adjust to stakeholder and system feedback. to do in progress done Big visible information radiators keep the team aligned and act as a communication tool 1 -USING SCRUM TO EXECUTE CHANGE PROJECTS
  6. 6. CHALLENGES WITH APPLYING SCRUM TO CHANGE PROJECTS Extremely difficult to define “done” for a change versus “done” for a software feature. Can be confusing to refer to everyone as “team member”, some team members may need to be more specialized. Change is unpredictable, difficult to commit to “finishing user stories” within a sprint. Frequent changes can lead to thrashing and change fatigue. to do in progress done Changes that drag on can lead to a stale big visible wall. 1 -USING SCRUM TO EXECUTE CHANGE PROJECTS
  7. 7. WHAT IS KANBAN? 1 - Start where you are 2 - Model your existing process 3 - Limit your work in progress to do analysis build done 2 - USING KANBAN TO EXECUTE CHANGE PROJECTS
  8. 8. APPLYING KANBAN TO CHANGE PROJECTS User stories aren’t prescribed in Kanban. Refer to changes as “experiments” or “work items” Daily standup meetings focus on keeping work moving across the big visible kanban board. Progress is shown as “work items” are completed, not at regular intervals. Retrospectives can still be used at regular intervals. to do in progress done Big visible information radiators keep the team aligned and act as a communication tool 2 - USING KANBAN TO EXECUTE CHANGE PROJECTS
  9. 9. COMBINING IDEAS FROM BOTH quarterly objective January February March sprint 1 sprint 2 sprint 3 2 - COMBINING IDEAS FROM BOTH Use Scrum release planning to set quarterly goal. Break down changes into monthly “sprints” Use Kanban within each monthly “sprint” to focus the change team. Later Next Month This Month Planning Executing Feedback
  10. 10. TREATING YOUR CHANGE LIKE A PRODUCT Start with a change team Vision Canvas… 3 - TREAT YOUR CHANGE LIKE A PRODUCT Team vision Vision canvas created by Roman Pichler Users and Customers Customer Needs “Features” Value for the Organization
  11. 11. TREATING YOUR CHANGE LIKE A PRODUCT 3 - TREAT YOUR CHANGE LIKE A PRODUCT …but tweak it a little Team vision Vision canvas created by Roman Pichler Who is affected by the change? What problems are we trying to help solve? What changes will help solve those problems? What business outcomes will show the changes worked?
  12. 12. TREATING YOUR CHANGE LIKE A PRODUCT 3 - TREAT YOUR CHANGE LIKE A PRODUCT
  13. 13. TREATING YOUR CHANGE LIKE A PRODUCT Dig deeper into your ‘customers’ with personas Name, title, picture (be safe!!) About this persona This personas goals 3 - TREAT YOUR CHANGE LIKE A PRODUCT What would they fear about this change?
  14. 14. TREATING YOUR CHANGE LIKE A PRODUCT map your personas on the Rogers’ adoption curve innovators and early adopters 3 - TREAT YOUR CHANGE LIKE A PRODUCT early majority late majority laggards likely support likely resistance
  15. 15. BUILD. MEASURE. LEARN Apply Lean Startup Thinking 3 - TREAT YOUR CHANGE LIKE A PRODUCT
  16. 16. BUILD. MEASURE. LEARN Always. Be. Measuring. How many people are reading your communications? 3 - TREAT YOUR CHANGE LIKE A PRODUCT ! How many are visiting your Sharepoint site? (hint: none) ! What is the communication preference of your innovators and early adopters? ! How happy are people with the change team? ! How well supported do people feel by management to participate in the change? These measurements help shape future changes
  17. 17. 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
  18. 18. WANT TO SEE MORE? BUILDING YOUR OWN CHANGE FRAMEWORK (SLIDESHARE) APPLYING LEAN STARTUP TO CHANGE (SLIDESHARE) VISUALIZING COMPLEX CHANGE (SLIDESHARE)
  19. 19. WWW.L EANCHANGE.ORG

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