10. Accelerate time to market
Managing changing priorities
Better align IT/Business
Increase productivity
Enhance software quality
Project visibility
Reduce risks
11.
12.
13. Lack of up-front planning
Loss of management control
Management opposition
Lack of documentation
Lack of predictability
Lack of engineering discipline
21. CollecVng Insights
• Insights: before you can plan any change,
you need to understand the current state of
the organization
• Tools, models and assessments:
– ADKAR
– Lean Coffee
22. well not well
retrospectives at all levels
AGILE TOOLS
ADKAR
CHANGE MANAGEMENT
TOOLS
KOTTER’s8 Steps
Insights
CollecVng Insights
CULTURE AND PEOPLE
OCAI Assessment
Schneider Culture Model
RoundPegg
Control
Competence
CulVvaVon
CollaboraVon
Insights & MBTI
satir
23.
24. GeneraVng OpVons
• Options: once you’ve gained enough
Insights to start planning, you need Options
• Options have:
– Cost
– Value
– Impact
• Options include one or more hypotheses
and expected benefits
• Options è Experiments
27. Options and Benefits
• Lean Coffee: Low Cost, High Value. Simple
logistically speaking … if people showed up!
• QMO Team Blog: Medium-to-High Cost,
Medium Value. Had a great value but a variable
cost.
• Newsletter: Low Cost, Medium Value.
Impersonal in comparison to Lean Coffee.
29. MVC or Experiments?
• Experiments (MVC): At this point you have
learned enough about your current state and
considered multiple Options
• Now it’s time to introduce a change and see
if it works out the way you thought it would
31. MVC or Experiments?
• Experiments (MVC): At this point you have
learned enough about your current state and
considered multiple Options
• Now it’s time to introduce a change and see
if it works out the way you thought it would
• Experiments has a sub cycle
32. • Prepare: planning stage of the
experiment
• Use lightweight planning &
sense-making tools
• In this step you validate your
approach with people affected
by the change before you
implement it
Experiments è Prepare
33. • Introduce: start working the
people affected by the change
• Once a change has reached this
stage, it’s considered to be in
process
• Limit the number of changes
happening at the same time
Experiments è Introduce
34. • Review: the outcomes of the
Experiment
• Typically after the amount of
time you thought would be
needed for the change to stick
Experiments è Review
52. Kotter’s 8-Step Process for Leading
Change
• Over decades, Dr. Kotter
observed the behavior and
results of hundreds of
organizations and thousands of
leaders at all levels when they
were trying to transform or
execute their strategies.
• He identified and extracted the
success factors and combined
them into a methodology, the 8-
Step Process.
69. 1.
2.
3.
4.
5.
6.
7.
8.
Create a Sense of Urgency
• Craft and use a significant opportunity as
a means for exciting people to sign up to
change their organization.
84. Form a Strategic Vision
• Shape a vision to help steer the change
effort and develop strategic initiatives to
achieve that vision.
1.
2.
3.
4.
5.
6.
7.
8.
89. Found the ETC (Enterprise Transition Community), elaborate our
Point of Improvements and create an ETC Backlog
KAIZEN
CONTEXT
PEOPLE
CHANGE
ETC product box
Courtesy of DADA ETC - 2012
90. Enlist a Volunteer Army
• Raise a large force of people who are
ready, willing and urgent to drive change.
1.
2.
3.
4.
5.
6.
7.
8.
96. Enable Action
• Remove obstacles to
change, change
systems or structures
that pose threats to
the achievement of
the vision.
1.
2.
3.
4.
5.
6.
7.
8.
101. Generate Short-Term Wins
• Consistently produce, track, evaluate and
celebrate volumes of small and large
accomplishments – and correlate them to
results.
1.
2.
3.
4.
5.
6.
7.
8.
107. Sustain Acceleration
• Use increasing credibility to change
systems, structures and policies that don’t
align with the vision;
• hire, promote and develop employees
who can implement the vision;
• reinvigorate the process with new
projects, themes and volunteers.
1.
2.
3.
4.
5.
6.
7.
8.
112. Institute Change
• Articulate the connections between the
new behaviors and organizational success,
and develop the means to ensure
leadership development and succession.
1.
2.
3.
4.
5.
6.
7.
8.