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Lean Change Management (part II) - IAD 2014

Lean Change Management (part II) - IAD 2014

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Lean Change Management (part II) - IAD 2014

  1. 1. IAD2014 fabioarmani
  2. 2. IAD2014 fabioarmani
  3. 3. in detail
  4. 4. 8. Required Investment Constraints around time, cost and effort 7. Wins Moral Performance Capability 1. Urgency Top 3 drivers, and what needs to change Capability of Org to execute: 5. Target State Strategic pillars, common enablers, etc. 6. Success Criteria Change will stick when … 3. Vision Single compelling statement that describes what the “destination“ looks like Key Behaviours: 4. Communication 2 way path of communication 9. Action Key methods used to implement change 2. Change Recipients Who is impacted by the change Guiding Teams: Lean Change Canvas XYZ Company 04-Jan-2013 This is a sample text, insert your own text, This is a sample text, insert your own text, This is a sample text, insert your own text, This is a sample text, insert your own text, This is a sample text, insert your own text, This is a sample text, insert your own text, This is a sample text, insert your own text, This is a sample text, insert your own text, This is a sample text, insert your own text, This is a sample text, insert your own text, This is a sample text, insert your own text, This is a sample text, insert your own text, This is a sample text, insert your own text,
  5. 5. MVC - 1
  6. 6. MVC - •  Root Cause Analysis •  Five Whys •  Value Stream Mapping •  Waste: –  Partially done work –  Extra features –  Delays –  Defects –  …
  7. 7. MVC # •  Articulate Urgency for your MVC by performing root cause analysis –  Collaborate with your change participants to outline a set of benefits that will matter to them –  Chose some qualitative benefits, such as morale, improved capability … customer satisfaction –  Select some quantitative benefits, improvements in lead time …
  8. 8. MVC - 2
  9. 9. MVC - •  Locate Change Participants within the Organization •  MVC that could be targeted at change participants include: –  Helping Managers and executives improve organizational agility (Jurgen Appelo’s Managemnt 3.0 framework) –  Helping developer achieve better agility through adoption of CI and test driven development –  Piloting particular Agile method (e.g Kanban, Scrum, eXtreme Programming …) or practice (TDD, story mapping …) to help a specific team improve their delivery
  10. 10. MVC # •  Associate your MVC Canvas with a set of Change Participants 1.  Annotate your stream map and/or 5 Whys analysis with impacted participants 2.  Evaluate specific change participants in terms of their willingness and capability to serve as a change champion and part of a guiding team 3.  Add the the appropriate change participants to your Change Canvas, segmenting by role (impacted or acting as stakeholders) 4.  Annotate each participant to associate them with the problem/ countermeasure in the urgency section
  11. 11. MVC - 3
  12. 12. MVC - •  The Vision portion is all about articulating the objectives of your MVC in a single compelling statement that resonate with recipients –  Fat a minimum, the Vision section requires a single, bold statement –  A good Vision is short and memorable –  Determine an overall cadence/heartbeat for each of your communications –  Create an initial backlog of communication : send out
  13. 13. Vision – LEGO Movie
  14. 14. MVC # •  Formulate a Vision for your MVC 1.  Conduct a workshop with your recipients to come up with a Vision statement that is concise, bold and encourages action! 2.  See if you can encourage one of your recipients to engage in some visual thinking. 3.  Create a drawing or a Change Sculpture (e.g. with LEGO) that represents the change Vision
  15. 15. MVC – 4
  16. 16. MVC – •  Target Options represent what the working environment may look after the change initiative has been successfully implemented –  Consider a number of elements in telling the story of variuos target options •  Value Network Design –  Helps articulate and refine target options •  Knowledge workers organization –  Jurgen Appelo –  Don Reinersten –  David J. Anderson
  17. 17. Target Op9ons
  18. 18. ValueNetworkDesign
  19. 19. ValueNetworkDesign •  The atomic unit is a cross- functional team •  Feature teams / Components teams •  Community of Practices •  Disciplines
  20. 20. MVC # •  Design a Value Network for your MVC for one Target Option and summarize on the Change Canvas 1.  Collaborate with your change participants to outline a set of benefits that will matter to them 2.  Chose some qualitative benefits, such as morale, improved capability … customer satisfaction 3.  Select some quantitative benefits, improvements in lead time …
  21. 21. MVC - 4
  22. 22. MVC - •  Determine how you will support your MVC with Communication –  Figure out your overall flow of communication –  Consider channels of communication –  Determine an overall cadence/heartbeat for each of your communications –  Create an initial backlog of communication : send out
  23. 23. MVC # •  Outline the benefits of your MVC on the Change Canvas 1.  Collaborate with your change participants to outline a set of benefits that will matter to them 2.  Chose some qualitative benefits, such as morale, improved capability … customer satisfaction 3.  Select some quantitative benefits, improvements in lead time …
  24. 24. MVC - •  Plan Change in a co-creative way •  Expect your change plan to be wrong
  25. 25. MVC # •  Determine how you will support your MVC with Communication 1.  Figure out your overall flow of communication 2.  Consider channels of communication 3.  Determine an overall cadence/heartbeat for each of your communications 4.  Create an initial backlog of communication : send out
  26. 26. Change Canvas •  Plan Change in a co-creative way •  Expect your change plan to be wrong
  27. 27. Plan Change in a co-creative way #leanChange
  28. 28. Adopting Agile methods leads to a profund change in thinking, values and capability These are both boats … But a steamboat … … is nothing like a motor boat
  29. 29. Adopting Agile methods leads to a profund change in thinking, values and capability •  A legacy organization ...
  30. 30. Adopting Agile methods leads to a profund change in thinking, values and capability … is not like an agile organization
  31. 31. Organizational Change •  The leads to a flawed view of organizational change Current state Desired state Assessment Gap Analysis Plan Vision
  32. 32. We need a different mental model •  The organization as a Complex Adaptive System (CAS)
  33. 33. Complex Adaptive System •  A dynamic network of many agents –  acting in parallel –  acting and reacting to what other agents are doing •  Control is highly dispersed and decentralized •  Overall system behavior is the result of a huge number of decisions made constantly by many agents
  34. 34. Local goals and gaps •  Local agents (individual, project teams, discipline coworkers) identify local gaps based on their local goals Vision Current state Desired state Local ac9ons Inspect Current state Desired state Local ac9ons Inspect Current state Desired state Local ac9ons Inspect
  35. 35. Different views of success •  Newtonian view –  Success = closing the gap with the desired state •  CAS view –  Success = achieving a good fit with the environment
  36. 36. ADAPTing to Agile Development
  37. 37. A D A P T Awareness that the current approach isn’t working Desire to change Ability to work in an agile manner Promote early successes to build momentum and get others to follow Transfer the impact of agile throughout the organiza9on so that it s9cks
  38. 38. Individual and group change •  All individuals will need to move through the Awareness, Desire, and Ability stages –  But will do so at different rates •  Early adopters and leaders: –  Use the Promote stage to build Awareness and Desire in later adopters –  Need to Transfer the impact of agile to groups like Human Resources or the transition will fail
  39. 39. 49 pilot projects
  40. 40. The Purpose of the Transforma9on Canvas •  Why do we need a Transformation Canvas? •  Change Canvas > Minimal Viable Change •  Change Agents can validate a MVC by moving it through the Validated Change Lifecycle
  41. 41. Transforma9on Canvas •  Ground and constrain various MVCs that pass through the organization •  Point of reference
  42. 42. Transforma9on Canvas •  Models the elements of an Enterprise/ Organizational Transformation •  Different in scope •  Models the the concern of: –  Entire organization –  Very large subset of it •  The TC can be validated through the implementation of one or more MVC
  43. 43. TC # •  Run a Transformation Canvas Workshop to plan an Agile Enterprise Transformation 1.  Determine who will participate in the workshop 2.  Decide if you need to run sessions for multiple groups 3.  Conduct your transformation generation workshop(s) : visual thinking
  44. 44. Traversing the Canvas based on Risk •  Common Transformation Risks: –  Resistance to change –  Correctness of change: incorrect changes > wrong for the organization –  Unsustainable change (revert to previous ways of working)
  45. 45. Across mul9ple Risks •  Risks will be mitigated by jumping across the canvas: –  Switching between risk types
  46. 46. Prioritizing MVCs for a Transformation
  47. 47. A documented, detailed process cannot match the complexity of the human brain! “
  48. 48. Agile and Lean provide a Vision for Success in today’s Complex Customer Driven World
  49. 49. Executing on Lean and Agile requires a fundamental shift in the way most organizations work
  50. 50. The Big C-Change traditionally used by Big C-Consulting firms is fundamentally wrong for Agile Change
  51. 51. Using Scrum to Inspect and Adapt – A better approach to agile change, but often results in to large a change that does not fit all context
  52. 52. Kanban – a viral, evolutionary approach to change management
  53. 53. Lean Change – combining Kanban, Kotter’s 8 Steps and Lean Startup Thinking
  54. 54. thanks
  55. 55. Fabio Armani www.open-ware.org f.armani@open-ware.org, @fabioarmani

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    May. 17, 2018

Lean Change Management (part II) - IAD 2014

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