How do we sell Agile to senior managers?- A talk by by Melanie Franklin for the Psychology of Agile Scrum meetup.
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For those of us working with Agile, the benefits are obvious. We have already gone through the transition from waterfall to agile projects and strongly believe that agile is intuitively the right way to work. But....not all of our stakeholders are in the same place. If we want our organisations to further adopt Agile we are going to have to persuade decision makers and those with authority and governance responsibilities that it's the best way to work. This workshop helps to understand how to create the most effective messages to persuade non-Agile managers to become more Agile!
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How do we sell Agile to senior managers?- A talk by by Melanie Franklin for the Psychology of Agile Scrum meetup.
- 1. melanie@agilechangemanagement.co.uk 1 How do we “sell” Agile to senior managers?
- 2. Shape the “sell” message to the audience • Objectives • Learning preferences • Waves of mutually reinforcing changes 2
- 3. 3 What do senior managers care about Develop empathy by understanding the senior management perspective: • Cost efficiencies • Revenue growth • Margin improvement • Customer service levels • Product and service innovations • Succesful implementation of corporate initiatives – systems; regulatory requirements
- 4. Activity: extrapolate your project successes to the highest level. 4
- 5. Learning preferencesGive me all of the background Reassure me about the best practice credentials Have we got an expert view? Tell me who else is doing this. Give me some examples of success elsewhere. Why are other organisations choosing an agile approach? Give me a demonstration. Walk me through one of our projects and show me how Agile is different. I will attend a daily stand up and see how it works. How does this fit with our objectives? How does this support our customers? How does this impact on our governance structure? 5
- 6. Theorists 6 Give me all of the background. Reassure me about the best practice credentials Have we got an expert view?
- 7. Reflectors Why are other organisations choosing an agile approach? Give me some examples of success elsewhere. Tell me who else is doing this.
- 8. Activist 8 I will attend a daily stand up and see how it works. Walk me through one of our projects and show me how Agile is different. Give me a demonstration.
- 9. Pragmatist 9 How does this impact on our governance structure? How does this support our customers? How does this fit with our objectives?
- 10. Activity: Come up with an action to sell the benefits of agile that meets one of these learning styles 10
- 11. Waves of mutually reinforcing change 11 Emotional Leadership Procedural Environmental
- 12. Waves of mutually reinforcing change Emotional levers: • Create a competitive element – which other organisations in the same industry have moved to an agile approach? • Create the impression that your organisation is being left behind. • Arm yourself with research and case studies of successful adoptions of agile. Procedural levers: • Tie agile techniques into existing processes so that the approach becomes part of the ‘norm’ e.g. all team meetings are to be held as a standup; all progress reporting is to be in the form of a burn down chart Environmental levers: • Good housekeeping over your physical environment to ensure that there is visual reporting at the project/portfolio level, not just the scrum level e.g. make sure there are lots of whiteboards • Make it easy for executives to visit your area by letting them know when you are having stand-ups and retrospectives so they don’t feel as if they are intruding Leadership levers: • Demonstrate the most useful and relevant elements of agile to give real examples of the benefits • Senior leaders explain strategy and commercial perspective at key meetings • Be selective, and concentrate on the provision of information, the reassurance about the evaluation of criteria before decisions are taken and don’t bore executives with all of the details about how projects are managed! 12
- 13. Activity: Come up with an example of your favourite type of leverage. 13
- 14. Twitter: @AgileMelanie Linkedin: Melanie Franklin YouTube: AgileCM melanie@agilechangemanagement.co.uk 07960 995262 www.agilechangemanagement.co.uk Further resources Next course: 1-4 August Next course: 22-26 August
Notas del editor
- Design notes: Wherever possible, this course contains original diagrams – they are not a replacement of what is in the book, they are a different perspective to give delegates a different view of the material. All activities have been given a placeholder in this slide deck, even if the activity is a facilitated discussion. The emphasis on this course is participation and learning by doing. So although there are a lot of slides, a significant proportion either explain where we are in the course or indicate where delegates are involved.
- The further up the hierarchy you get, the less you care about how things get done, and the more you care about what gets done Harsh but true There are so many calls on your time, and whilst I need to know things are being done in the ‘best way’ I don’t want to know the details – I need the brain space to step back and join the dots – I need time to be thinking about how one achievement links to another achievement – how different initaitives link together, whose toes I am likely to tread on if I take the lead with a particular initiative, whether or not my guesses about the what the organisation need align with the other executives. So the one thing that will not work in selling agile to senior leaders is to give them all of the detail. Very few of them have an extensive knowledge of how waterfall projects are managed, they just know they get certain documents – and we shouldn’t overlook the comfort blanket that this documentation provides – after all, documents have been authored by someone, so it means that someone has got some idea of what is going on, and a document gives me the information to bring myself up to speed when I become interested – which isn’t necessarily when the project manager wants me to become interested: I am interested when I need to claim a success in front of other senior leaders and confirm that something has been completed and we can move onto the next situation, or when I have to explain why something is not completed and what we are going to do about it So you get the idea – the further up the management tree we go, the more we are interested in completion – we haven’t got time to hear about the destination, we just want to know you have arrived because we are already planning the next stopover…
- Keep these in mind and have an answer for how what is happening at any point in your project ties back to the overarching objective It might be that you have to play the game – 7 degrees of separation So you are developing a new database and you have piloted it with a particular team – extrapolate the results to the wider objective This team has halved the time it takes to answer customer queries Customers are getting their answers within 24 hours This means we are at the top end of the benchmarking for customer responsiveness We antiiciate an increase in customer satisfaction and customer recommendations
- These are the little persuasions, the little thoughts that help us achieve real buy-in Its about creating an environment where everyone is accepting of the agile approach
- These are the little persuasions, the little thoughts that help us achieve real buy-in Its about creating an environment where everyone is accepting of the agile approach