Transcript
Page 1: Agile and Beyond 2016 Rethinking Agile Transformation

RethinkingAgileTransformation

JasonLittle|@jasonlittle

leanintuit.com

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PMONowwe’llknowwhat’shappeningwithourprojects!

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HRHeywait,weneedPerformanceManagement!

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SixSigmaNah,it’scontinuousimprovementthatweneed!

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ChangeManagementTheproblemis,nooneismanagingthechange!

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being Agile

doing Agile

Scrum Guy

Kanban Guy

evil PMI dude

biased for action

Agile mindset dude

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Agile Insta

llation

1 of 12

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Spotify Installation Process

Please wait while the system copies the DNA of all Spotify employees, and invents a way to replicate how people think and interact from a companythat is completely different from the utterly fucked company that is yours.

Renaming Communities of Practices to Guilds…

Purchasing enterprise JIRA because stickies don’t work here…

Implementing punishment scheme for squads that underperform…

Installing mandatory innovation time at 1pm every tuesday…

Renaming functional departments to Chapters…

done

Critical Error: Tried Doing Agile instead of Being Agile. Installation will now revert.

done

done

done

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Firing Agile Coaches…

Preparing bad performance reviews for managers and staff…

Preparing year end bonuses for executive team…

Unable to un-install Agile. Teams have gone rogue. Run for your life.

Spotify Un-Installation Process

Please wait while the system exercises the demons…

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Agile

An error has occurred. To continue:

Press Enter to download SAFe, or

Press CTRL-ALT-DEL to restart your organization. The people who get agile will quit, and all the PMP certified people will say ‘I TOLD YOU SO’

Press any key to continue _

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0%

25%

50%

75%

100%

2006 2007 2008 2010 2011 2012 2013 2014 2015

Manage Changing Priorities Accelerate Time to MarketAlign Business/IT Increase ProductivityEnhance Quality

Why Organizations are Choosing Agile

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0%

25%

50%

75%

100%

2010 2011 2012 2013 2014 2015

Failure to Change Culture Resistance to ChangeLack of Skill Lack of Management Support

What Barriers Exist?

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DoneExecutePlan

RefreezeChangeUnfreeze

FutureStateTransitionCurrentState

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HowChangeHappens

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Whatkindahippienonsenseisthat?

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Emergence

Coalescence

Bureaucratization

DeclineFailure Success Repression Co-Optation

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let’sgoagile!

sideofthedeskjob

weneedprocess

VPofAgile

Co-Optation

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You

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Modelthechangeyouwanttosee

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leaveeastereggs

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dotheoppositeofthenorm

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showpossibilities

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celebratevictories!

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helpcreatemeaning

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takeastance

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Makeityourown

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TheCanvasDoesn’tMatter.

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INTHEPAST…

StoryTellingCanvas

ANDWELIKEDITBECAUSE…

BUTTHENONEDAY…

ANDBECAUSEOFTHAT…

SOWEWANTTO…

WE’LLSUPPORTTHISBY… WENEEDHELPWITH… SOFARWE…

REMEMBER WHEN IT WAS EASY TO GET STUFF DONE? WHAT WAS THE ‘WAY THINGS WORKED AROUND HERE’ LIKE?

DESCRIBE THE EFFECT THAT WAY OF WORKING HAD ON CULTURE, MORALE, AND CUSTOMER SATISFACTION

MAYBE IT WASN’T ONE DAY…MAYBE OVER TIME EVENTS HAPPENED THAT CHANGED THE “WAY THINGS WORK” AROUND HERE.

WHAT IMPACT DID THAT HAVE? LOSS OF CUSTOMERS? LOWER MORALE? ‘BAD’ CULTURE?

MAKE THIS CHANGE…

COMMITTING TO THESE THINGS THESE UNCERTAIN THINGS ARE GETTING QUICK WINS…

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showpeoplethingsarehappening

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Tellstories

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Provokeconversations

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Provokeconversations

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Provokeconversations

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“Allmankindisdividedintothreeclasses

ofpeople…”

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“ThosewhoDOAgile…”

“ThosewhoBEAgile…”

“ThosewhothinkSAFeisagoodidea…”

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“Thosethatmove”

“Thosethataremoveable”

“Thosethatareimmoveable”

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wheredoesyourinfluenceend?

AndrewAnnett

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You

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RethinkingAgileTransformation

means….

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StufftoReadhttp://leanchange.org

Canvases, stories, tools and practical ideas to inspire change.

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StagesofaMovementEmergence

Dis-satisfactionwiththestatusquo

littletonoorganizationDoerstakeaction,Inspirersspread

propaganda,SkepticsandProtestersleavethe

organization

Coalescence

Smallsuccesses,DoersandInspirersbecome

knownas‘agilepeople’,teamsstartbumpingupagainstorganizational

boundaries

Bureaucratization

Someonewithpowernotices,hiresaVPof

AgileorcentralizesAgileto‘getitundercontrol’,centralizedprocessesget

created,DoersandInspirersleavethe

organization.

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HowMovements“Die”

Repression

Co-Optation

Failure

Success

Centralizationofcontrolgoestoofar

Momentumofsuccessesisforgotten

Changeagentsconformtotheold

valuesoftheorganization

Thedesireto‘bemoreAgile’getsinthewayofthepurposeof‘goingAgile’inthe

firstplace

AsmatteringofAgilepracticesmake

gettingworkdoneeasier


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