Intersection of Prosci Change Management and Agile - Webinar

CHANGE MANAGEMENT
A
I
L
E
An overview of the intersection of change management
and Agile iterative development from Prosci.
www.prosci.com | solutions@prosci.com | 1-970-203-9332

© Prosci. All Rights Reserved. 2© Prosci Inc. All rights reserved.
Agenda
Foundation
Agile
Change Management
Intersection of Prosci CM and Agile
ADKAR
5 Levers of CM
Roles in CM
+ Agile

Clarifying what we mean when we say the word agile
Lower case “a”
agile
Upper case “A”
Agile
An embedded trait/attribute:
characterized by durability,
resilience, speed, flexibility,
attunement, preparedness
(becoming a core
competency and source of
competitive advantage)
An iterative development
approach utilizing
collaborative effort through
self-organizing originating in
software development
(being extended into
project management)

Comparing Waterfall to Agile
Plan Discover Design Develop Deploy Sustain
Plan SustainSprint
#1
Sprint
#3
Sprint
#2
Waterfall Method
Agile Method
Release
Release
Release

People Side of Change: TO and IN Agile
Plan SustainSprint
#1
Sprint
#3
Sprint
#2
Waterfall Method
Agile Method
Release
Release
Release
IN Agile
TOAgile

Plan
Three States of Change
Current Transition Future
C T FF T F T F
SustainSprint
#1
Sprint
#3
Sprint
#2
Release
Release
Release
+ Agile

Current
state
Transition
state
Future
state
Technical Side
People Side
Results
Outcomes
Success
Design
Deliver
Develop
Embrace
Use
Adopt
Unified Value Proposition

T F
Technical Side
People Side
Results
Outcomes
Success
Design
Deliver
Develop
Unified Value Proposition + Agile
Current
state
T F T F
Embrace
Use
Adopt

Current Transition Future
TC F
C C C C C
C C C C C
C C C C
C C C C C
C C C C C
T T T T
T T T T T
T T T
T T T T
T T T T T
F F F
F F F F
F F
F F F
F F F F
T
T
T
F
F
F
F
F
F
F
F
Made up of individual changes
Organizational change

Individual Change + Agile
C C
C C
C C
C C
C C
T
T T
T T
T
T T
T
T
F
F F
F
F
F
F
F
F
F
T
T T
T T
T
T T
T
T
F
F F
F
F
F
F
F
F
F
T
T T
T T
T
T T
T
T
F
F F
F
F
F
F
F
F
F
F
F F
F
F
F
F
F
F
F
Plan
C T FF T F T F
SustainSprint
#1
Sprint
#3
Sprint
#2
Release
Release
Release

Origins of the Agile Manifesto
February 2001 – Snowbird, Utah
The Agile Alliance
Kent Beck
Mike Beedle
Arie van Bennekum
Alistair Cockburn
Ward Cunningham
Martin Fowler
James Grenning
Jim Highsmith
Andrew Hunt
Ron Jeffries
Jon Kern
Brian Marick
Robert C. Martin
Steve Mellor
Ken Schwaber
Jeff Sutherland
Dave Thomas
Learn more:
www.agilemanifesto.org
Source: Agile Manifesto, agilemanifesto.org

The Four Values of The Agile Manifesto
1
Individuals and
Interactions Over
Processes and Tools
2
Working Software Over
Comprehensive
Documentation
3
Customer Collaboration
Over Contract
Negotiation
4
Responding to
Change Over
Following a Plan
Organizations don’t change,
individuals do
Without adoption and usage
we end up getting
“solutions without results”
Individual change impacts
are what need to be defined
and can be managed
Enabling successful individual
change is the key to delivering
organizational outcomes
Parallel CM Value

The Twelve Principles of Agile Development
1
Customer satisfaction
through early and
continuous software delivery
2
Accommodate changing
requirements throughout the
development process
3 Frequent delivery of working
software
4
Collaborationbetweenthebusiness
stakeholdersanddevelopers
throughouttheproject
5 Support, trust, and motivate
the people involved
6 Enable face-to-face
interactions
Adoption and usage at the table
from the beginning and throughout
Individual change journeys through
ADKAR set the pace
Frequently supporting individuals
through ADKAR
Encouraging employee engagement
and participation
Yup!
Communications, coaching, and sponsorship
include face-to-face interactions

The Twelve Principles of Agile Development
7 Working software is the
primary measure of progress
8 Agile processes to support a
consistent development pace
9 Attention to technical detail
and design enhances agility
10 Simplicity
11
Self-organizing teams
encourage great architectures,
requirements, and designs
12 Regular reflections on how to
become more effective
Adoption and usage is the primary
measure of CM progress
Attention to answering peoples questions
and need enhances adoption and usage
ADKAR…
Regular ADKAR pulse checks, PCT
and BP Audit to improve effectiveness

The “Why” of Agile
Source: https://www.versionone.com/agile-101/agile-software-development-benefits/

The achievements
of an organization
are the results of the
combined effort of
each individual.
Vince Lombardi

Change management:
Preparing, equipping and supporting
individuals through the change journeys they
experience as part of your organization
Capturing people-dependent project ROI

Defining Individual Change Impact
Processes
Tools
SystemsCompensation
Performance Reviews
Reporting Structure
Critical Behaviors
Job Roles
Location
Mindset/Attitudes/Beliefs
Aspects of a
Person’s Job You
Can Impact

Job Aspect
Processes
Systems
Tool
Job Roles
Critical Behaviors
Reporting Structure
Performance Reviews
Compensation
Location
Yesterday Job Aspect Tomorrow
Size of
impact
Processes
Systems
Tool
Job Roles
Critical Behaviors
Reporting Structure
Performance Reviews
Compensation
Location
Defining Individual Change Impact

Defining Individual Change Impact + Agile
Sprint 1 Sprint 2 Sprint 3
Group 1
Group 2
Group 3
Group 4
Group 5
Group 6
Group n

= Lower
Return
= Not What We
Expected/
Hoped For
= Less Benefit
Realization
= Unachieved
Improvement
Delivering People-Dependent Results
F F
F F F
F
F
F
F
F
F
F
What percent of the overall
value and results depend on
people changing how they
do their jobs?

In both Waterfall and Agile,
we need to intentionally
ensure that change is
embraced, adopted and used.
It is not a question of Agile or CM,
but instead how we will
adjust and adapt CM in Agile.

CHANGE MANAGEMENT
A
I
L
E
The Intersection

managing the
people side
of change
IN Agile

More up front
work required
CM plans become
living documents
Change management
becomes iterative
Less time and
faster pace
Impact of Agile’s Iterative Nature on CM
1 2
43
Source: Prosci Intersection of Change Management and Agile report

Sponsorship
Middle Manager
Engagement
Approach
Employee
Engagement
Resources Training
Integration
with PM
Resistance
Management
Communication Reinforcement
Prosci Research: How to adapt and adjust
change management in an Agile setting
10 CM practice areas
X
Adaptation
Challenges
Do Differently
Result: improved CM
on Agile efforts

Prosci Methodology in an Agile Environment
PROSC
A
G
I
L
E
ADKAR
5 Levers of CM
Roles in CM

Prosci® ADKAR® Model Foundation
A Awareness Of the need for change
R Reinforcement To sustain the change
A Ability
To implement required
skills and behaviors
K Knowledge On how to change
D Desire
To participate and
support the change
ADKAR element: Definition

Awareness
Why?
Why now?
What if we don’t?
Awareness
Why?
Why now?
What if we don’t?
Desire
WIIFM
Personal motivators
Organizational motivators
Awareness
Why?
Why now?
What if we don’t?
Desire
WIIFM
Personal motivators
Knowledge
Within context (after A&D)
Need to know during
Need to know after
Awareness
Why?
Why now?
What if we don’t?
Desire
WIIFM
Personal motivators
Knowledge
Need to know during
Need to know after
Ability
Size of the K-A Gaps
Barriers/Capacity
Practice/Coaching
Awareness
Why?
Why now?
What if we don’t?
Desire
WIIFM
Personal motivators
Knowledge
Need to know during
Need to know after
Ability
Size of the K-A Gaps
Barriers/Capacity
Practice/Coaching
Reinforcement
Mechanisms
Measurements
Sustainment

Prosci® ADKAR® Model Foundation
A Awareness “I understand why…”
R Reinforcement “I will continue to…”
A Ability “I am able to…”
K Knowledge “I know how to…”
D Desire “I have decided to…”
When you create: You hear:

ADKAR + Agile
How does ADKAR support individual
transitions in an incremental change
environment / Agile?

ADKAR – Project/Sprint Split
Project
Level
Sprint
Level
A D K A R

Plan Sustain
ADKAR Milestones in Waterfall
A D K A R
Discover Design Develop Deploy

ADKAR Milestones in Agile
Plan SustainSprint
#1
Sprint
#3
Sprint
#2
Project
Level
Sprint
Level
A D R
A D K A R
A D K A R
A D K A R

Communication
Plan
5 Levers of CM Foundation
Coaching
Plan
Training
Plan
Resistance
Management Plan
Sponsor
Roadmap
Outlines the actions required by senior leaders to
fulfill their ABC roles and responsibilities
Right message; Right audience; Right time
Right sender; Right channel
Outlines middle manager engagement with
direct reports to fulfill their CLARC role
Build skills required during the change,
after the change, in order to change
Preventative, Proactive, Reactive
approaches to mitigate resistance impact

Communication
Plan
5 Levers of CM Foundation
Coaching
Plan
Training
Plan
Resistance
Management Plan
A D K A R
Sponsor
Roadmap

5 Levers of CM + Agile
How are the five levers of change
management leveraged in
an Agile project?

5 Levers of CM – Agile Project/Sprint Split
Project
Level
Sprint
Level
Spons Comm Coach Train Resist

5 Levers of CM in Waterfall
Plan SustainDiscover Design Develop Deploy
Communication plan
Sponsor roadmap
Coaching plan
Training plan
Resistance mgmt plan

5 Levers of CM in Agile
Plan SustainSprint
#1
Sprint
#3
Sprint
#2
Project
Level
Sprint
Level
Comms
Sponsor
Comms
Coaching
Training
Resistance mgmt plan
Resist Mgmt
Comms
Coaching
Training
Resist Mgmt
Comms
Coaching
Training
Resist Mgmt

5 Levers of CM Adaptations when IN Agile
Research Findings
Lever Adaptations when IN Agile
Sponsorship
1. Higher level of active engagement across the project
2. Enforce ambiguity
3. Embrace the Agile mindset
Communications
1. More frequent communication
2. More precise communication
3. Communicating on Agile
Coaching
1. More individual communication
2. Provided resources
* Engaging mangers is harder in Agile
Training
1. More focused training
2. Increased frequency
3. Agile training
4. Just in time training
Resistance
Management
1. More frequent communications to dispel myths
2. Focus on key resistors
3. Fail quickly, learn quicker

Roles in CM Foundation
Key Change Enabling Roles
Senior Leaders
Change Practitioners
Project Teams
People Managers
Front Line Employees
Responsibilities During Change
Effectively sponsor change (ABCs)
Apply structure and empower others
Design and develop for adoption and usage
Effectively support direct reports in change (CLARC)
Engage, adopt and use change (lean forward)

Roles in CM + Agile
Key Change Enabling Roles
Senior Leaders
Change Practitioners
Project Teams
People Managers
Front Line Employees
Responsibilities
During Change
Effectively sponsor change
(ABCs)
Apply structure and
empower others
Design and develop for
adoption and usage
Effectively support direct
reports in change (CLARC)
Engage, adopt and use
change (lean forward)
Sponsor both the effort and Agile (itself)
Requires more precision and efficiency
Intensity of CM needs will vary
Identify and pivot resources
More collaboration and autonomy
More intense integration
Evaluate needs f2f at each sprint
Provide Agile Knowledge and Ability
More but less formal engagement
Manage expectations
Adaptations in Agile:
Agile Practitioners Apply Agile! Engage the other roles.

Agenda
Foundation
Agile
Change Management
Intersection of Prosci CM and Agile
ADKAR
5 Levers of CM
Roles in CM
+ Agile

Sponsor Activity
Communication
Coaching
Training
Resistance Mgmt
Overall Sprint 1 Sprint 2 Sprint 3 Sustain
Group 1
Group 2
Group 3
Group 4
Group 5
Group 6
Group n
A D A D K A A D K A R A D K A R R
Bringing it all together: Prosci CM + Agile
solutions@prosci.com

Connect with Prosci about CM+Agile
CM+Agile Conference
CM+Agile eLearning
CM+Agile Workshop

Prosci Solutions
Delivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://blog.prosci.com
changemanagement@prosci.com
Build individual change competencies
Apply change management on initiatives
Embed organizational change capability
http://www.prosci.com

Intersection of Prosci Change Management and Agile - Webinar

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