LESSONS LEARNED IN AGILE TRANSFORMATION

Transcription

1 LESSONS LEARNED IN AGILE TRANSFORMATION Construx COPYRIGHT NOTICE These presentation materials are 2016 Construx Software Builders, Inc. All Rights Reserved. No part of the contents of this presentation may be reproduced or transmitted in any form or by any means without the written permission of Construx Software Builders, Inc. Construx Construx Software Builders, Inc. Page 1

2 STEVE MCCONNELL Construx NE 8th Street, Suite 1350 Bellevue, WA (866) Construx LESSONS LEARNED IN AGILE TRANSFORMATION Introduction Construx Construx Software Builders, Inc. Page 2

3 Agile Transformation Models Based on Construx s: 10 years of experience helping companies with Agile transformations 20 years of experience helping companies with software development transformations 5 Two Interpretations of Agile Transformation 6 Construx Software Builders, Inc. Page 3

4 Agile Transformation The emphasis is on Agile This is the most common interpretation of the phrase There is little focus on transformation There is lots of focus on detailed Agile practices Transformations that see the primary challenge as the details of agile often struggle or fail 7 Agile Transformation The emphasis is on transformation Agile is important, but the make or break focus is transformation This is the topic we re going to talk about 8 Construx Software Builders, Inc. Page 4

5 What This Talk is Not About The best unit testing tool How to use Kanban How to hold a daily standup meeting How to perform the Product Owner role How to use Scrum How to Scale How to do continuous integration How to Do Agile Etc. 9 Focus of this Talk Transformation, i.e., Organizational Change 10 Construx Software Builders, Inc. Page 5

6 Agile Transformation You will run into the set of transformation issues in this talk no matter what kind of agile transformation you have in mind: Scrum, Kanban other team level practices SAFe, Nexus, LeSS, DAD other organization level scaling practices Other transformations, both Agile and non Agile 11 Two and a Half Models to Guide Your Agile Transformation Talk Roadmap Part 1: Change Model Part 2: Adoption Model Part 3: Combining the Models 12 Construx Software Builders, Inc. Page 6

7 LESSONS LEARNED IN AGILE TRANSFORMATION Part 1: Change Model Construx Change Model Specific model inspired by Mary Lippitt & Tim Knoster 14 Construx Software Builders, Inc. Page 7

8 Lippitt/Knoster Change Model = Change 15 Change Model What happens if any of these elements is missing? 16 Construx Software Builders, Inc. Page 8

9 Lippitt/Knoster Change Model = Change = Confusion = Sabotage = Anxiety = Frustration = Resistance = Treadmill 17 THE CHANGE MODEL APPLIED TO AGILE TRANSFORMATIONS Construx Construx Software Builders, Inc. Page 9

10 VISION Construx Change Model = Change = Confusion 20 Construx Software Builders, Inc. Page 10

11 Agile Transformation Issues Lack of Vision Confusion Management and technical staff often have different visions of Agile transformation Individual managers and individual technical staff often have different visions People work toward different end states 21 Agile Transformation Issues Lack of Vision Confusion Example: What is meant by Agile? Related: What is meant by Transformation? 22 Construx Software Builders, Inc. Page 11

12 Agile is an Overloaded Term Redesign the business to be more nimble? (i.e., fundamental culture change) 23 Agile is an Overloaded Term Redesign technical teams to be more responsive? (i.e., fundamental engineering practices change) 24 Construx Software Builders, Inc. Page 12

13 Agile is an Overloaded Term Do the same work as before, but in shorter iterations? (i.e., incremental engineering change) 25 Agile is an Overloaded Term Implement Scrum company wide? (adoption of a specific practice) 26 Construx Software Builders, Inc. Page 13

14 Agile is an Overloaded Term We cannot assume shared vision just because everyone is committed to Going Agile 27 Agile Transformation Issues Lack of Vision Other sources of Confusion Why do we need to transform? What are the expected benefits? How deep and widespread will the transformation be? 28 Construx Software Builders, Inc. Page 14

15 Agile Transformation Issues Lack of Vision Leadership Implication Pushing a change without clear vision leads to the perception that Management does not know what it is doing 29 Agile Transformation Issues Attaining Vision What is a Vision? 30 Construx Software Builders, Inc. Page 15

16 Detailed Articulation of the Desired End State 31 Detailed Articulation for an Agile Transformation What specifically do we mean by Agile? Why do we need to transform? What are the expected benefits? How deep and widespread will the transformation be? How will the transformation affect me specifically? 32 Construx Software Builders, Inc. Page 16

17 CONSENSUS Construx Change Model = Change = Sabotage 34 Construx Software Builders, Inc. Page 17

18 Agile Transformation Issues Absence of Consensus Sabotage Examples of sabotage Scrummerfall Scrum but Little or no energy exerted to overcome minor obstacles Grumbling Passive resistance 35 Agile Transformation Issues Absence of Consensus Leadership Implication Pushing a change without consensus leads to the perception that, Management does not care about us 36 Construx Software Builders, Inc. Page 18

19 Agile Transformation Issues Attaining Consensus Clearly articulating a vision is essential to obtaining consensus 37 Agile Transformation Issues Attaining Consensus Building consensus is a leadership activity (not a management activity) 38 Construx Software Builders, Inc. Page 19

20 Agile Transformation Issues Attaining Consensus Building consensus involves lots of communication 39 Agile Transformation Issues Attaining Consensus A true consensus process may affect the vision, i.e., change the vision 40 Construx Software Builders, Inc. Page 20

21 SKILLS DEVELOPMENT Construx Change Model = Change = Anxiety 42 Construx Software Builders, Inc. Page 21

22 Agile Transformation Issues Absence of Skills Anxiety You can t compel someone to do something they are not capable of Trying to compel people to do something they don t have the skills to do creates anxiety 43 Agile Transformation Issues Absence of Skills Leadership Implication Pushing a change without building necessary skills creates the perception that, Management is unreasonable 44 Construx Software Builders, Inc. Page 22

23 Agile Transformation Issues Building Skills Actually building the skills requires basic nuts and bolts professional development Formal training Classroom training OnDemand learning Discussion groups / lunch n learn / etc. Internal and/or external Coaching Mentoring 45 RESOURCES Construx Construx Software Builders, Inc. Page 23

24 Change Model = Change = Frustration 47 Agile Transformation Issues Lack of Resources Frustration Staff may want to make the change, but, without necessary resources, they feel they are being prevented from making the change 48 Construx Software Builders, Inc. Page 24

25 Agile Transformation Issues Lack of Resources Frustration Pushing a change without providing adequate resources creates the perception that, Management does not really mean it 49 Agile Transformation Issues Providing Resources Types of resources needed Access to training Access to coaching Licenses for tools Explicit permission to work on the transformation Full time staff driving the transformation (in larger organizations) 50 Construx Software Builders, Inc. Page 25

26 INCENTIVES Construx Change Model = Change = Resistance 52 Construx Software Builders, Inc. Page 26

27 Agile Transformation Issues Lack of Incentives Resistance People won t make change that is not in their selfinterest Most people feel that the comfort of the status quo is in their self interest Any change requires justification 53 Agile Transformation Issues Lack of Incentives Leadership Implication Pushing a change without incentives creates the perception that Management is taking advantage of us 54 Construx Software Builders, Inc. Page 27

28 Agile Transformation Issues Creating Incentives The concept of Incentives is a broad concept Incentives do not have to be money Incentives do not have to be tangible 55 Agile Transformation Issues Creating Incentives Most important concept: Each person needs to understand why the change is in their personal self interest This is related to articulating the vision in detail This is a lot of work This requires more leadership 56 Construx Software Builders, Inc. Page 28

29 ACTION PLAN Construx Change Model = Change = Treadmill 58 Construx Software Builders, Inc. Page 29

30 Agile Transformation Issues Lack of Action Plan Treadmill If people don t know what to do, they aren t going to do it! 59 Agile Transformation Issues Lack of Action Plan Leadership Implication Pushing a change without an action plan creates the perception that, Management is not committed to the change 60 Construx Software Builders, Inc. Page 30

31 Agile Transformation Issues Creating an Action Plan Details count! Who, What, When, Where, Why, How Communication (and overcommunication) is essential 61 SUMMARY OF THE CHANGE MODEL Construx Construx Software Builders, Inc. Page 31

32 Lippitt/Knoster Change Model = Change = Confusion = Sabotage = Anxiety = Frustration = Resistance = Treadmill 63 LESSONS LEARNED IN AGILE TRANSFORMATION Part 2: Adoption Model Construx Construx Software Builders, Inc. Page 32

33 A Common Transformation Pattern Organization commits to a change Initial pilot project for the change succeeds Organization wants to expand use of that change 65 The Transformation Pattern The second or third projects to attempt the change stumble or fall: Project fails outright Project team abandons the change; the change withers on the vine No project teams can be found who are willing to make the change 66 Construx Software Builders, Inc. Page 33

34 ADOPTION MODEL Specific model inspired by Everett Rogers and Geoffrey Moore Construx Innovation Diffusion Model (Rogers) Innovators Adopters Late Laggards 68 Construx Software Builders, Inc. Page 34

35 The Chasm (Moore) The Chasm Innovators Adopters Late Laggards 69 Innovation Diffusion Typical applications Diffusion of new agricultural technologies Market adoption of innovations 70 Construx Software Builders, Inc. Page 35

36 Innovation Diffusion in Agile Transformations The pattern applies to diffusion of a new innovation within a single organization For example, diffusion of an Agile Transformation Different adopters within a single organization exhibit different preferences and behaviors 71 Change Adoption and Adopters Innovators Adopters Late Laggards 72 Construx Software Builders, Inc. Page 36

37 Innovators Adventurous Eager to try new technologies or practices Can cope with a high degree of uncertainty Highly risk tolerant Fail often Innovators Adopters Late Laggards May not be respected by people in other categories 73 Adopters Highly risk tolerant Looking for a big win Respected opinion leaders in their organizations Innovators Adopters Late Laggards Role models for other adopters 74 Construx Software Builders, Inc. Page 37

38 Commonalities Among Innovators and Adopters Attracted to innovation for sake of novelty Looking for big win Highly risk tolerant Approach to change 75 Innovators, Adopters Highly motivated to see the change work 76 Construx Software Builders, Inc. Page 38

39 Innovators, Adopters Willing to exert substantial personal energy and personal initiative to make the change work 77 Innovators, Adopters Motivated to learn about the change per se, read, seek out colleagues, etc. 78 Construx Software Builders, Inc. Page 39

40 Innovators, Adopters See challenges with the change as opportunities to make the new thing work before others do 79 Innovators, Adopters Bottom Line These people can succeed with little external support 80 Construx Software Builders, Inc. Page 40

41 Guess Who Typically Works on Pilot Projects? Innovators and Adopters! 81 and Later Cautious Want to see someone else succeed with the change first Do not like uncertainty Not risk tolerant Innovators Adopters Late Laggards Do not like to fail 82 Construx Software Builders, Inc. Page 41

42 and Later Note, we are not talking just about laggards We are talking about most of the people Innovators Adopters Late Laggards 83 vs. Later Adopters Innovators/ Adopters Attracted to innovation for the sake of innovation & Later Attracted to innovation for sake of improved quality or productivity Innovators Adopters Late Laggards 84 Construx Software Builders, Inc. Page 42

43 vs. Later Adopters Innovators/ Adopters Looking for revolutionary, game changing gains & Later Looking for low risk, safe incremental gains Innovators Adopters Late Laggards 85 vs. Later Adopters Innovators/ Adopters Risk tolerant or highly risk tolerant & Later Either not very risk tolerant, risk averse, or highly risk averse Innovators Adopters Late Laggards 86 Construx Software Builders, Inc. Page 43

44 Implications The support needed to make change successful shifts over time Earlier adopters require little support Later adopters require moderate to extensive support 87 Implications Experience with earlier adopters is misleading about the level of support needed to be successful with later adopters 88 Construx Software Builders, Inc. Page 44

45 One More Thing about this Diagram Innovators Adopters Late Laggards These proportions are meant to be taken literally 89 Staff Profile Over Time for Transformation 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Earlier Adopters (15%) Later Adopters (85%) Later Adopters (85%) Time 90 Construx Software Builders, Inc. Page 45

46 Level of Support Needed for Transformation 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Higher Support Later Adopters (85%) Low Support Earlier Adopters (15%) Support Needed Time 91 When Do You Make Your Transformation Plan? 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Pilot Complete! Transformation Plan? Expectation of Low Support Earlier Adopters (15%) Later Adopters (85%) Time Support Needed 92 Construx Software Builders, Inc. Page 46

47 Transformation Plan These dynamics lead to organizations being highly optimistic about the level of effort needed to make an Agile Transformation successful 93 SUMMARY OF THE ADOPTION MODEL Construx Construx Software Builders, Inc. Page 47

48 Summary Many Agile Transformations stumble or fail due to overgeneralizing from pilot projects staffed with innovators and early adopters 95 LESSONS LEARNED IN AGILE TRANSFORMATION Part 3: Combining the Models Construx Construx Software Builders, Inc. Page 48

49 What Happens When We Combine These Two Models? Innovators Adopters Late Laggards 97 Combining the Two Models Vision Innovators Adopters Late Laggards Innovators/ Adopters Will own and drive the vision themselves Challenge: The vision might not be aligned with the organization s business goals & Later Need a clearly articulated vision detailed articulation of the desired end state This is a leadership activity Vision needs to be communicated, communicated, communicated 98 Construx Software Builders, Inc. Page 49

50 Combining the Two Models Consensus Innovators Adopters Late Laggards Innovators/ Adopters Pilot projects are usually small groups of like minded individuals Highly motivated to make the change work Little work required to achieve consensus & Later Group is larger and more diverse Group s values are different (especially, not enthusiastic about new for the sake of new ) Moderately motivated to see the change work or motivated to see the change fail (i.e., motivated to keep things the same) Achieving consensus requires a great deal of leadership work 99 Combining the Two Models Skills Innovators Adopters Late Laggards Innovators/ Adopters Enjoy acquiring the new skills needed to make the work succeed and will take the initiative to do so & Later Response to acquiring new skills will range from willingness to acquire new skills to resistance Will generally not show initiative to learn new skills Nuts and bolts training, mentoring, coaching, etc. will be required 100 Construx Software Builders, Inc. Page 50

51 Combining the Two Models Resources Innovators Adopters Late Laggards Innovators/ Adopters Highly willing to exert substantial personal energy and initiative to make the change work See challenges with the change as opportunities to make the new thing work before others do Resources needed to succeed can mostly be found internally to the group itself E.g., learning time will occur selfdriven, voluntarily & Later Possibly willing to exert some personal energy to make the change work See challenges with the change as evidence that the change won t work or is a bad idea Substantial resources need to made available E.g., learning time will need to occur during work hours 101 Combining the Two Models Incentives Innovators Adopters Late Laggards Innovators/ Adopters Permission to try the change (maybe) The Thrill of Victory is the only incentive really needed (i.e., attraction to novelty for its own sake) & Later Explicit permission and encouragement to try the change Incentives to try the change Leadership needs to define in detail What s in it for me? 102 Construx Software Builders, Inc. Page 51

52 Combining the Two Models Action Plan Innovators Late Laggards Adopters Innovators/ Adopters Small group = small plans, Group can self manage and self plan & Later Planning challenge is larger because the group is larger Planning challenge is larger because the group is not as easy Group will not self manage More leadership required 103 SUMMARY OF THE COMBINED MODELS Conclusion Construx Construx Software Builders, Inc. Page 52

53 Summary of the Combined Models Pilot projects don t tell you most of what you need to know to lead a successful transformation Later adopters need more support Most adopters are later adopters Elaborations of the details are important Innovators Adopters Late Laggards 105 hello@construx.com Construx NE 8th Street, Suite 1350 Bellevue, WA (866) Construx Software is committed to helping individuals and organizations improve their software development practices. For information about our training and consulting services, contact stevemcc@construx.com. Construx Construx Software Builders, Inc. Page 53