The Association Management Center perspective Driving and Leading Technical Change
TMAR’s Promise <ul><li>While change is inevitable, helping your staff get on board with senior managements’ decisions is n...
Intro <ul><li>Ronald M Moen </li></ul><ul><li>[email_address]  |  847.375.4774 </li></ul><ul><li>Director, AMC & CoreSourc...
 
wisdomquotes.com <ul><li>Axe   [Albert Einstein] </li></ul><ul><li>Enemies   [Woodrow Wilson] </li></ul><ul><li>Unlearn   ...
wisdomquotes.com <ul><li>Irrelevance   [Shinseke] </li></ul><ul><li>Already Knows   [Epictetus] </li></ul><ul><li>Responsi...
Roadmap <ul><li>Commentary on Change </li></ul><ul><li>Change for Technical Products [Stuff] </li></ul><ul><li>Change for ...
Change Theory  (A) <ul><li>Three Stages of Change (1950s Lewin) </li></ul><ul><li>[google ‘three stages of change’ for mor...
U – C – R: Steps <ul><li>U nderstand Need  Support from Top  Address Doubts </li></ul><ul><li>C ommunicate Often  Dispel R...
Change Theory  (B) <ul><li>Five Stages of Change (1970s URI) </li></ul><ul><li>Contemplate (uncertain) </li></ul><ul><li>P...
Change Theory  (B)
Key Ingredients  (A & B) <ul><li>Clarity of Purpose </li></ul><ul><li>Time to Adapt & Adopt </li></ul><ul><li>Communicatio...
Change  [Technical Product] <ul><li>AMC’s Product: Conference Connection v2 </li></ul><ul><li>Partitioning the Design </li...
Partitioning the Design
Revision Control Check OUT Check IN TEST
Template System
Formal Verification Dev Team Test Customer Accept Test
Change  [Technical People] <ul><li>AMC’s Product: Conference Connection v2 </li></ul><ul><li>Food & Candy </li></ul><ul><l...
Change  [Technical People] <ul><li>The smart ones are always trouble… </li></ul>
Leading  Traditional  Change From Leading Geeks / P Glen WHO
Leading  Technical  Change From Leading Geeks / P Glen WHAT
Change  [Technical People] <ul><li>AMC’s Product: Conference Connection v2 </li></ul><ul><li>Internal Facilitation </li></...
Challenges to Change <ul><li>Tendency to repeat the old way </li></ul><ul><li>New way takes extra time </li></ul><ul><li>L...
Lessons Learned <ul><li>Regular reviews are essential </li></ul><ul><li>Group buy-in needed  before  work began </li></ul>...
Success ! <ul><li>Understand Technical People </li></ul><ul><li>Do not delegate change </li></ul><ul><li>Not everyone is i...
Recommended Reading <ul><li>Leading Geeks (Glen) </li></ul><ul><li>The Art of the Start (Kawasaki) </li></ul><ul><li>Lewin...
 
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Taug09 leading change_amc_rmm

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Presentation at the TMA Resources Annual Group conference May 2009. Connect with Ron Moen for details (contact info in presentation)

Publicada em: Negócios, Tecnologia
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  • Change is like a wave cresting on the shore. Beautiful, powerful, dangerous, and part of life’s rhythm.
  • Technological change is like an axe in the hands of a pathological criminal. [Albert Einstein] If you want to make enemies, try to change something. [Woodrow Wilson] The first problem for all of us, men and women, is not to learn, but to unlearn. [Gloria Steinem] Some minds are like concrete; thoroughly mixed up and permanently set. [Anonymous] It is impossible for a person to learn what he thinks he already knows. [Epictetus] It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. [Darwin] They say that time changes things, but you actually have to change them yourself. [A Warhol] If you don&apos;t like change, you&apos;re going to like irrelevance even less. [Shinseki, Chief of Staff]
  • Technological change is like an axe in the hands of a pathological criminal. [Albert Einstein] If you want to make enemies, try to change something. [Woodrow Wilson] The first problem for all of us, men and women, is not to learn, but to unlearn. [Gloria Steinem] Some minds are like concrete; thoroughly mixed up and permanently set. [Anonymous] It is impossible for a person to learn what he thinks he already knows. [Epictetus] It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change. [Darwin] They say that time changes things, but you actually have to change them yourself. [A Warhol] If you don&apos;t like change, you&apos;re going to like irrelevance even less. [Shinseki, Chief of Staff]
  • Kurt Lewin 1950’s 3 stages of change Unfreeze – Change – ReFreeze Data from MindTools.com
  • 1970s university of rhode island studying smokers and addition Contemplation: not sure if ready or willing to change Preparation: mentally preparing to change Action: the change
  • 1970s university of rhode island studying smokers and addition Must give people the time to move between the phases Early adopters to change often become frustrated with the others needing time at each stage Contemplation: not sure if ready or willing to change Preparation: mentally preparing to change Action: the change
  • This is the concept of creating separate files for the display code and the code which performs logic and data manipulation.  By separating these two major functions and grouping by the type of person editing those files we can implement changes faster and with less risk to the overall design.  The HTML editors can make changes to the display code while the programmer is making logic changes to the other files.  Depending on the change requests, many times a simple text change can be implemented without disturbing tested logic code.  Thus reducing the need to test.  This results in a more robust design and quicker turn-around times for change requests.
  • This is the concept of having backups for all files along with timestamp and revision number for each file.  This ensures control around which files should be grouped together and labeled as &amp;quot;tested good code&amp;quot;.  This is critical for software releases and very beneficial for backups.  Any team coding environment would be chaos without this.
  • This is the specific way Display Code and Logic Code get separated.  Sometimes this system actually has a language of its own.  It is how we make the code separate.  There are many choices for a system here.  Choosing the right system impacts the whole design process.  We started out with one system, and switched to an easier system half way through the project.
  • This is how we test our releases before turning the code live to the customer.  This is a very critical step because lack of adequate testing leads to unhappy members and unhappy customers.  There must be a &amp;quot;formal&amp;quot; process and procedure to follow to know what to test, and ensure the same thing is tested each time a change is made.
  • From Leading Geeks by Paul Glen
  • From Leading Geeks by Paul Glen
  • Taug09 leading change_amc_rmm

    1. 1. The Association Management Center perspective Driving and Leading Technical Change
    2. 2. TMAR’s Promise <ul><li>While change is inevitable, helping your staff get on board with senior managements’ decisions is not impractical. </li></ul><ul><li>Learn how other executives help staff cope with change. </li></ul><ul><li>TMA Resources’ clients will share how they managed staff expectations during large feats such as upgrading to a new system to smaller changes such as implementing new processes. </li></ul>
    3. 3. Intro <ul><li>Ronald M Moen </li></ul><ul><li>[email_address] | 847.375.4774 </li></ul><ul><li>Director, AMC & CoreSource </li></ul>
    4. 5. wisdomquotes.com <ul><li>Axe [Albert Einstein] </li></ul><ul><li>Enemies [Woodrow Wilson] </li></ul><ul><li>Unlearn [Gloria Steinem] </li></ul><ul><li>Concrete [Anonymous] </li></ul>
    5. 6. wisdomquotes.com <ul><li>Irrelevance [Shinseke] </li></ul><ul><li>Already Knows [Epictetus] </li></ul><ul><li>Responsive [Charles Darwin] </li></ul><ul><li>Time [Andy Warhol] </li></ul>
    6. 7. Roadmap <ul><li>Commentary on Change </li></ul><ul><li>Change for Technical Products [Stuff] </li></ul><ul><li>Change for Technical Peoples [Geeks] </li></ul><ul><li>Recommended Reading </li></ul>
    7. 8. Change Theory (A) <ul><li>Three Stages of Change (1950s Lewin) </li></ul><ul><li>[google ‘three stages of change’ for more…] </li></ul>U C R
    8. 9. U – C – R: Steps <ul><li>U nderstand Need Support from Top Address Doubts </li></ul><ul><li>C ommunicate Often Dispel Rumor Involve Many </li></ul><ul><li>R einforcement Training Celebration </li></ul>
    9. 10. Change Theory (B) <ul><li>Five Stages of Change (1970s URI) </li></ul><ul><li>Contemplate (uncertain) </li></ul><ul><li>Prepare (certain) </li></ul><ul><li>Change (action) </li></ul><ul><li>[google ‘stages of change’ for more…] </li></ul>
    10. 11. Change Theory (B)
    11. 12. Key Ingredients (A & B) <ul><li>Clarity of Purpose </li></ul><ul><li>Time to Adapt & Adopt </li></ul><ul><li>Communication </li></ul>
    12. 13. Change [Technical Product] <ul><li>AMC’s Product: Conference Connection v2 </li></ul><ul><li>Partitioning the Design </li></ul><ul><li>Revision Control </li></ul><ul><li>Template System </li></ul><ul><li>Formal Verification </li></ul>
    13. 14. Partitioning the Design
    14. 15. Revision Control Check OUT Check IN TEST
    15. 16. Template System
    16. 17. Formal Verification Dev Team Test Customer Accept Test
    17. 18. Change [Technical People] <ul><li>AMC’s Product: Conference Connection v2 </li></ul><ul><li>Food & Candy </li></ul><ul><li>Margarita Mondays </li></ul><ul><li>Consultant Bartenders </li></ul><ul><li>No swine </li></ul>
    18. 19. Change [Technical People] <ul><li>The smart ones are always trouble… </li></ul>
    19. 20. Leading Traditional Change From Leading Geeks / P Glen WHO
    20. 21. Leading Technical Change From Leading Geeks / P Glen WHAT
    21. 22. Change [Technical People] <ul><li>AMC’s Product: Conference Connection v2 </li></ul><ul><li>Internal Facilitation </li></ul><ul><li>Manage Ambiguity </li></ul><ul><li>Nurture Motivation </li></ul><ul><li>External Representation </li></ul>
    22. 23. Challenges to Change <ul><li>Tendency to repeat the old way </li></ul><ul><li>New way takes extra time </li></ul><ul><li>Limited ability to see benefit of new way </li></ul><ul><li>Prior negative experience with change </li></ul><ul><li>Resistant to system they did not choose </li></ul>
    23. 24. Lessons Learned <ul><li>Regular reviews are essential </li></ul><ul><li>Group buy-in needed before work began </li></ul><ul><li>Leader on the team to enforce new way </li></ul><ul><li>More complete research on options </li></ul><ul><li>Communicate the research and reasoning behind decision to the team </li></ul>
    24. 25. Success ! <ul><li>Understand Technical People </li></ul><ul><li>Do not delegate change </li></ul><ul><li>Not everyone is in same readiness </li></ul><ul><li>Five deposits for every one withdrawal </li></ul><ul><li>Develop a process to step the change </li></ul><ul><li>Celebrate iterative success along the way </li></ul>
    25. 26. Recommended Reading <ul><li>Leading Geeks (Glen) </li></ul><ul><li>The Art of the Start (Kawasaki) </li></ul><ul><li>Lewin: 3 Stages of Change </li></ul><ul><li>Five Stages of Change (URI) </li></ul><ul><li>How Not To Lead Geeks: Top 10 </li></ul><ul><li>Head In, Hands On (Ram Charan) </li></ul><ul><li>Leadership Focus on Customer (Field) </li></ul>

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