Leadership in an Agile Transformation
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Role of leadership in an agile transformation.
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Leadership in an Agile Transformation
- 1. 1Leadership in an Agile Transformation Leadership in an Agile Transformation Dhananjay Pershad Consultant. Agile Evangelist Business & Engineering Leader dpershad@yahoo.com TRANSFORMATION Tools Processes Goals Skills Improvement Feedback Accountability CustomerBehaviors People Change Values Collaboration Technology Execution Vision Leadership Communication Culture Performance
- 2. 2Leadership in an Agile Transformation Agenda Why Agile? Challenges Focus areas for leadership Q&A
- 3. 3Leadership in an Agile Transformation Why Agile? • Rapid changes in market and technology… Driving need for faster and more innovation • Reduce time to market and deliver substance • Increase Customer collaboration and • Responsiveness (Agility) and collaboration
- 4. 4Leadership in an Agile Transformation Paradigm shift … impact across the organization People, Organization structure, roles, systems, process, tools and more important on the organizational culture
- 5. 5Leadership in an Agile Transformation Challenges Communication • Relating big picture • Inconsistent and conflicting messages Organization Culture • Individualistic; Missing Ownership and accountability • Too outward focused; Lack of emphasize on employee value • Command & Control; Dependency on Managers for decision making; HR • Lack understanding of agile and its impact • PMS – Goal setting and performance reviews • Rewards and Recognition Organization Structure, roles and skills • Lack of clarity on roles • Some roles – disengaged from Agile teams; • Silos • Skills development – Soft as well as Cross-functional / Generalist Engineering Practices and Tools • Too little focus on improvement • Lack of usage of modern tools / technology Measurement • Traditional measures used to track / monitor progress of projects / teams.. Driving wrong behaviors • Not much of conversations around value delivery 52% - Ability to change culture 41% - General resistance to change 31% - Management Support 33% - Availability of Skills Resistance to adapting newer ways of working Cross-functional skills
- 6. 6Leadership in an Agile Transformation Focus areas for leadership Agile Transformation Communication & Expectation Mgmt Culture Transformation Performance Management and R&R Customer Engagement & Feedback Organization Structure and Readiness Engineering Excellence
- 7. 7Leadership in an Agile Transformation Communication and Cultural Transformation Empowered teams; Team working agreement; Team building workshops Employee engagement – Happiness Index, Accomplishment Index Celebrating team successes – End of sprint lunch / movies / fun events Agile Transformation Communication & Expectation Mgmt Culture Transformation Performance Management & R&R Customer Engagement & Feedback Organization Structure and Readiness Engineering Excellence Communication Road shows Site Charter and feedback Newsletters Town Halls Expectation management
- 8. 8Leadership in an Agile Transformation Organization Structure and Performance Management Co-located and fully staffed teams Enhanced job titles Product Owner role - Senior technical engineers Communities Agile Transformation Communication & Expectation Mgmt Culture Transformation Performance Management & R&R Customer Engagement & Feedback Organization Structure and Readiness Engineering Excellence Shared Team Goals Frequent reviews and feedback Multi-Source feedback Skills Development T / Cross Functional Skills – Expectation management workshops; Team Awards Shifted focus from individual to team based performance reviews Waterfall to daily integration and build Reduced release cycle from 18-24 months to quarterly incremental
- 9. 9Leadership in an Agile Transformation It is a journey - Manage the cultural shift… be engaged and participate or it will fail Organizations predominately focus on processes, practices and scrum mechanics Organizational Change Management (OCM) with Leadership Participation Successful Transformation Bringing about a cultural change – mindset, engagement and feedback with employees and customers Engineering Excellence Shift focus to
- 10. 10Leadership in an Agile Transformation Q & A
Notas do Editor
- Good afternoon…. Hope you are having a good time at the conference.. 1. Today I would like to share insights and experiences from leading a one-of-its kind agile transformation initiative … 2. Any transformation initiative has its own set of challenges as well as complexities, this was even more complex due to the nature of products, technology stack as well as workforce profile
- 1. Since we have limited time, I have structured the discussion to provide brief context on why the transformation was initiated, challenges faced and key opportunities for leadership participation in making the transformation successful 2. Would prefer to take Q&A towards the end.
- 1. Technology stack was changing rapidly.. New age workforce at customer sites was driving changes in technology usage and adoption … Usage of modern tools/technology was the need of the hour for improving quality and productivity… needing newer skill sets and different approach to building software 2. Dependency on partner technology stack needed significant alignment to the product release cycles and increased collaboration with customers to deliver relevant functionality 3. Workforce was used to legacy technology stack and long release cycles…. Siloed functional groups were inhibiting collaboration and bringing in inefficiencies…. Needed significant change in culture and approach..
- 1. Agile transformation in any organization is a big change … it is not just a shift / move to another methodology or framework.. impacted pretty much every function in the organization… 2. Changes like this cannot be implemented instantly or smoothly as these impact the culture of the organisation… Requires an effective OCM plan 2. This magnitude of change brings with it, its own set of challenges as well as opportunities for improvements
- 1. Did not effectively articulate big picture and the need for change 2. Did not engage with employees and relate value proposition; Too outward focused; 3. C-and-C was pretty prevalent and teams dependent on managers for key decisions. 4. Did not effectively partner and carry along HR in the transformation; Lacked understanding of Agile and its impact on the organization; 5. Performance Management practices were not conducive for team orientation / behaviors; Goals setting process was not aligned to driving team behaviors as well as product release objectives and timelines 6. Rewards and Recognition – encouraged and highlighted individual successes 7. Some roles were completely disengaged as expectations were not reset; 8. Functional orientation and structure in the organization encouraged siloed style of functioning; QA, Sustaining, PjM, Architects 9. Too much of focus on scrum events / mechanics / velocity… drove wrong behaviors…. Industry surveys also indicate that agile transformations fail due to lack management support, inability to change and availability of right skills and competencies
- Based on experiences from this journey, I have identified these areas which need focus and participation from leaders to make the transformation successful. Due to lack of time, I would like to pick few of this for discussions today and share what we did to address challenges and drive change in these areas.
- 1. Site leaders did lot of road shows to articulate and explain the long term plans 2. Site Charter - Engaged with employees in identifying and evolving areas for improvement in the site; Regular feedback through surveys on the current state of transformation and challenges faced; 3. Initiated town halls for sharing - progress updates on transformation plan, survey action plan, team successes, recognize and reward most improved teams 4. Conducted workshops for key roles / functions to reset expectations on roles/responsibilities; 5. Team building workshops – Focused on changing behaviors and encouraging team-oriented characteristics 6. Encouraged and supported Team successes / celebrations - team lunch / fun events end of sprint 7. Re-engaged functional managers with the teams through triage meetings with PO and SM to prepare teams
- 1. Moved from distributed team structure to a co-located team structure to empower and provide complete ownership for each site; Had to fill critical roles in the agile teams – PO, SM and in some areas UX designers… PO roles wee internally staffed by moving senior technical SMEs. 2. Enhanced job architecture to support career paths for – PO, SM, Agile Coach as well as changes to FM job description; 3. Revamped PMS to align with Agile and more weight-age to team work and success by introducing – Team based performance goals that were aligned to product / release charter objectives Team based performance reviews 4. Spent significant effort to educate and orient employees on the need for cross-functional skills 5. Enhanced R&R program to support team based recognitions
- Have a long term strategy for change… Invest and focus in the right areas organizations focus only on process / practices and rituals Need to shift focus to bringing about a cultural shift in the organization to change – mindset, engagement and feedback with employees and customers and how products are developed