Presented at the Intel Malaysia Agile Conference in October, 2017, the session presented several models that help address organizational resistance to change.
3. 3
Vernon is a Scrum Alliance Certified Scrum Trainer
(CST) and an International Coaching Federation
Professional Certified Coach. Vernon has 30 years of
software development, IT, and operations experience
including over 20 years leading award-winning teams in
China.
Vernon is a recognized expert on the practical
application of Agile processes and engineering practices
and is a frequent speaker at project, process, and Agile
conferences globally.
Vernon Stinebaker
Principal, Agile Practices
Certified Scrum Trainer
Professional Certified Coach
5. 5
$487 Million in revenue 2016
1997Founded
PRFT Listed on NASDAQ
95% Repeat Business Rate
Employees
3000+
N. America locations
23
Global US, EU, China + India
6. 6
Global Development Centers
Hangzhou, China
100% Scrum
CMMI Level 5
Lafayette, LA
100% Scrum
Chennai, India
100% Scrum
CMMI Level 5
Nagpur, India
100% Scrum
CMMI Level 3
2,600+ Total Employees
7. 7
History of Agile@Perficient
1997/1998
2008
Our methodology was first assessed at CMMI
Level 5 for our Hangzhou, China office in April
2008.
2010
Delivered Scrum Alliance certified
training to our organization.
2017
Delivered Certified Scrum Training to
CNO
eXtreme
Delivery
CMMI L5
Reassessed through full SCAMPI Class A
(again, the most rigorous approach) 4 times
Reassess
Before Agile, Perficient contracted Kent Beck,
the founder of eXtreme Programming (XP) to
consult in developing our delivery
methodology
2016
Our Chennai, India office has been
assessed at CMMI Level 5
Enable Methodology
13. 13
Challenges to Agile Adoption
Company philosophy/culture at odds with core agile values
Lack of experience with agile methods
Lack of management support
General organization resistance to change
Lack of business/customer/product owner
Insufficient training
Pervasiveness of traditional development
Inconsistent agile practices and process
Fragmented tooling, data, and measures
Ineffective collaboration
Regulatory compliance and governance
Don't know
0% 18% 35% 53% 70%
11th State of Agile Report
VersionOne.com
14. 14
Challenges to Agile Adoption
Company philosophy/culture at odds with core agile values
Lack of experience with agile methods
Lack of management support
General organization resistance to change
Lack of business/customer/product owner
Insufficient training
Pervasiveness of traditional development
Inconsistent agile practices and process
Fragmented tooling, data, and measures
Ineffective collaboration
Regulatory compliance and governance
Don't know
0% 18% 35% 53% 70%
11th State of Agile Report
VersionOne.com
25. Growing into a new form of consciousness
is always highly personal, unique, and
somewhat mysterious process. It cannot
be forced onto somebody. Nobody can
be made to evolve in consciousness…
- Laloux (2014)
27. 27
Challenges to Agile Adoption
Company philosophy/culture at odds with core agile values
Lack of experience with agile methods
Lack of management support
General organization resistance to change
Lack of business/customer/product owner
Insufficient training
Pervasiveness of traditional development
Inconsistent agile practices and process
Fragmented tooling, data, and measures
Ineffective collaboration
Regulatory compliance and governance
Don't know
0% 18% 35% 53% 70%
11th State of Agile Report
VersionOne.com
28. 28
Challenges to Agile Adoption
Company philosophy/culture at odds with core agile values
Lack of experience with agile methods
Lack of management support
General organization resistance to change
Lack of business/customer/product owner
Insufficient training
Pervasiveness of traditional development
Inconsistent agile practices and process
Fragmented tooling, data, and measures
Ineffective collaboration
Regulatory compliance and governance
Don't know
0% 18% 35% 53% 70%
11th State of Agile Report
VersionOne.com
32. Bureaucracies are built by and for people
who busy themselves proving they are
necessary, especially when they suspect
they aren’t.
- Ricardo Semler (1995)
35. 35
Challenges to Agile Adoption
Company philosophy/culture at odds with core agile values
Lack of experience with agile methods
Lack of management support
General organization resistance to change
Lack of business/customer/product owner
Insufficient training
Pervasiveness of traditional development
Inconsistent agile practices and process
Fragmented tooling, data, and measures
Ineffective collaboration
Regulatory compliance and governance
Don't know
0% 18% 35% 53% 70%
11th State of Agile Report
VersionOne.com
36. 36
Challenges to Agile Adoption
Company philosophy/culture at odds with core agile values
Lack of experience with agile methods
Lack of management support
General organization resistance to change
Lack of business/customer/product owner
Insufficient training
Pervasiveness of traditional development
Inconsistent agile practices and process
Fragmented tooling, data, and measures
Ineffective collaboration
Regulatory compliance and governance
Don't know
0% 18% 35% 53% 70%
11th State of Agile Report
VersionOne.com
40. The best architectures, requirements, and
designs emerge from self-organizing
teams.
- Agile Manifesto
2001
41. 41
Transitioning to Self-organizing Teams
Level 1 Hierarchical structure where leader provides one-on-one supervision
Level 2 Leader begins transitioning to team coach
Level 3
Leader as coach provides structure for self-organizing team
to receive necessary training to take on more leadership tasks
Level 4
Team assumes most management duties,
leader becomes boundary interface
Level 5 Leader supports the team (Servant/Leader)
Adapted from Zawacki and Norman (1994)
42. 42
Can Self-organizing Work?
What company in the general IT
space has the highest revenue
per employee?
hint:
it’s not publicly traded
43. 43
It Does
Valve Makes More Money Per Employee
Than Google Or Apple
- https://techcrunch.com
February 15, 2011
- http://www.forbes.com
February 15, 2011
Valve and Steam Worth Billions
45. 45
But It Challenges Organizational Culture Norms
Well known and planned
transition to Holacracy
And yet
14% resigned
during final step of
transformation
49. 49
References
Zawacki, R. A. and C. A. Norman. "Successful Self-Directed Teams and Planned Change: A Lot in Common."
OD Practitioner, Spring, 1994, pp. 33-38.