Breaking Through with Agile Change Management
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The document discusses the challenges and solutions of implementing Agile change management within organizations. It highlights cultural barriers to Agile adoption and presents techniques such as translating Agile into business terms, demonstrating its applicability outside of IT, and measuring cultural transformation results. The author emphasizes the importance of collaboration, flexibility, and communication in promoting Agile practices across different business disciplines.
Breaking Through with Agile Change Management
- 1. Breaking Through with Agile Change Management Katy Saulpaugh, Agile Practice Lead
- 2. 1 Overheard on Agile You go ahead and do Agile, I’ll keep using my process that works for me Agile doesn’t work for the kind of creative work I do, which takes time I need to know what we’re delivering because I have to plan next year’s budget Can you show me how to matrix someone across 20 Agile projects?
- 3. • Limited collaboration • Out of sync with product cycles • Expectation setting becomes onerous 2 What’s the problem with keeping Agile in IT?
- 4. Managers • Don’t want to make decisions quickly. • Afraid of teams losing accountability. • Don’t want ownership without control. Team Members • Don’t want ownership of process improvement. • No longer rewarded for hero syndrome. • Afraid of being punished if an experiment fails. Cultural factors that make Agile adoption hard 3
- 5. Solutions to business barriers 4 1. Translate Agile to business terms 2. Show Agile can thrive outside IT 3. Show results of cultural transformation
- 6. #1: TRANSLATE AGILE TO BUSINESS TERMS
- 7. Definitions of Agile 6 An approach emphasizing learning and adapting with your customers A process or methodology to run IT projects
- 8. • Individuals and interactions over processes and tools. • Working software over comprehensive documentation. • Customer collaboration over contract negotiation. • Responding to change over following a plan. • Agile is more about interactions than technology. • Quality products and knowledge over quantity. • Don’t create in a silo. • Leave room in your plan for emergent solutions. 7 EK’s Take On the Agile Values – beyond software!
- 9. How Scrum and Agile are usually explained
- 10. 9 A more business-focused alternative
- 11. #2: SHOW AGILE CAN THRIVE OUTSIDE IT
- 12. Where is Agile appropriate? • When your project is long-term or complex. • When you expect the problem you are trying to solve will change during the course of the project. • When you need constant feedback from your clients, customers or users. 11
- 13. 12 Agile in other disciplines MANUFACTURING LEGAL MARKETING CUSTOMER SUPPORT
- 14. 13 Agile in other disciplines
- 15. #3: SHOW RESULTS OF CULTURAL TRANSFORMATION
- 16. How can you measure an Agile organization? 15 ControllingFlexible DestinyChoice DeliberationUrgency RewardRisk InformalFormal Individual focusedTeam focused
- 17. How can you measure an Agile organization? 16 ControllingFlexible DestinyChoice DeliberationUrgency RewardRisk InformalFormal Individual focusedTeam focused
- 18. • Spread awareness of why the change is taking place. • Helping people understand benefits to them of going Agile. • Create feedback loops, fostering trust and transparency. 17 How conversations around storytelling can help What’s in it for me?
- 19. Recap: Our three techniques 18 1. Translate Agile to business terms 2. Show Agile can thrive outside IT 3. Show results of transformation