Data Driven Change When to Steer Towards or Away From Data in Agile Transformations Michael S. McCalla

About Me President of Lean Agile Intelligence, an organizational change and learning platform that provides guidance to teams and organizations about Agile/Lean practice adoption based on desired business outcomes www.leanagileintelligence.com President of Achieving Agility, an Agile consulting firm that provides coaching, training, and transformation services www.achievingagility.com Board Member of Agile Uprising, a purpose-built network that focuses on the advancement of the agile mindset and global professional networking between leading Agilists www.agileuprising.com

Data Driven Change When to Steer Towards or Away From Data in Agile Transformations Michael S. McCalla

This is a Real Story “It is an experience report” “I have lived both sides of this coin”

What do I mean by data? For the purposes of this presentation, data is “information” collected from teams that can be used to gather insights about the state of the team and their needs

Legacy Data Mindset “We use data to drive behaviors and measure performance” “It allows us to judge and manipulate people” Command & Control”

Lets Brainstorm Command & Control Environment What do you think/seen happens to the “quality” of data collected from teams in an environment of command and control?

Data in a Command and Control Environment is… Fabricated Gamed Embellished Manipulated Easily Hidden

Lets Brainstorm Why?

Lack of Safety and Trust Transparency is the norm Honesty is necessary Constructive criticism is welcomed Failure is an option Saying “No” is Ok Trust No Fear of reprimand for honesty and transparency Our voices are heard and valued Confidence that leadership is acting in our best interest

The Result Organizations make decisions based off of data that does not reflect reality, typically compounding the dysfunction and chaos

As Change Agents in Agile Transformation When It Comes to Using Data to Drive Change

Better Business Outcomes Agile Transformation Timeline Better Business Outcomes Being Agile Agile Mindset Agile Transformation Success Doing Agile Time

Data Effectiveness for Change Leadership Command/Control Environment Unsafe Data Use Drive Behaviors/Judge Data Results Doesn’t Reflect Reality Impact More Dysfunction Data Effectiveness for Change Better Business Outcomes Being Agile Agile Mindset Agile Transformation Success Doing Agile Time

Being Agile vs. Doing Agile Just because we stand up a few scrum teams does not make you agile, especially with a legacy culture and leadership mentality

To achieve better business outcomes from utilizing agile The whole organization has to change Even Leadership Especially Leadership

SAFe Lean Agile Leadership

Leadership needs coaching And in all fairness, we, the agile community, have to do a better job in assisting them

"Carrots & Sticks are so last Century "Carrots & Sticks are so last Century. Drive says for 21st century work, we need to upgrade to autonomy, mastery and purpose.“ -Daniel Pink

Because once leadership acquires the mindset The sky is the limit And data becomes your ally

Data Effectiveness for Change Leadership Command/Control Environment Unsafe Data Use Drive Behaviors/Judge Data Results Doesn’t Reflect Reality Impact More Dysfunction Data Effectiveness for Change Better Business Outcomes Being Agile Agile Mindset Agile Transformation Success Doing Agile Time

Agile/Lean Data Mindset “We use data as an additional feedback loop” “We use data to help people and the organization achieve goals” Agile/Servant Leadership

An Environment of Agile Leadership Has Safety and Trust Transparency is the norm Honesty is necessary Constructive criticism is welcomed Failure is an option Saying “No” is Ok Trust No Fear of reprimand for honesty and transparency Our voices are heard and valued Confidence that leadership is acting in our best interest

Data in a Agile Leadership Environment is… Real Reliable Actionable Transparent A Powerful Feedback Loop

The Result Organizations use the data to identify constraint patterns, continuous improvement opportunities, and investment needs to help drive positive change and better business outcomes!

Data Effectiveness for Change Leadership Command/Control Agile (Servant) Leadership Environment Unsafe Trust and Safety Data Use Drive Behaviors/Judge Make Decisions and Help Data Results Doesn’t Reflect Reality Reflect Reality Impact More Dysfunction Identification of Organization Constraints Better Business Outcomes Being Agile Agile Mindset Agile Transformation Success Doing Agile Time

The Power of Data When safety and trust are existent in the environment, data becomes a change agent’s ally, and a powerful tool in the coaching toolkit to drive positive change

The Power of Data When safety and trust are existent in the environment, data becomes a change agent’s ally, and a powerful tool in the coaching toolkit to drive positive change

Data Gathering Techniques in a Safe Agile Environment

Insight Gathering Technique to Drive Change What: Self-Assessments When: Quarterly Who: Team with facilitator (Coach) Why: To identify coaching needs, behavioral patterns, continuous improvement opportunities, and investment needs How: Platform/Excel

Self-Assessments An agile assessment is not an audit Self-Assessments An agile assessment is not an audit! It’s an opportunity for teams to keep themselves accountable to one another and have passionate conversation about the state of the team and how things can be improved It s simply another retro exercise

Self-Assessments A powerful tool when done right! No-Value Add When Questionable Source One Size Fits All Non-Actionable Results Not-Aligned to Company Goals Results are Not Consolidated Used as An Audit Value Add When Source is Known & Credible Tailored to Team’s Unique Challenges and Objectives Results are Actionable Aligned to Company Goals Consolidated Results Used as a Learning and Collaboration tool

Source is Known and Credible

Tailored to Team’s Unique Challenges and Objectives

Results are Actionable

Aligned to Company Goals

Consolidated Results

Learning & Collaboration

Data Gathering Technique to Drive Change What: Retro-Rollups When: After Sprint Cycle Who: Scrum Masters Why: To identify organizational challenges and constraints How: Excel

Retro-Rollups Team 2 Retro Team 1 Retro Team 3 Retro Change: XXXXXX YYYYYY ZZZZZZZ NNNNN Out of Our Control AAAA (Env - 3) BBBB (Staff - 1) Team 2 Retro Change: XXXXXX YYYYYY ZZZZZZZ NNNNN Out of Our Control AAAA (Env - 2) BBBB (Staff - 2) Team 3 Retro Change: XXXXXX YYYYYY ZZZZZZZ NNNNN Out of Our Control AAAAA (Env - 3) CCCCC (Admin - 1) Organizational Constraint Board AAAA (Env – 8) BBBB (Staff - 4) CCCC (Admin - 1)

Team Impact Analysis -

Data Gathering Technique to Drive Change What: Happiness Index When: Minimum Twice a Day Who: Team Why: Happy people create great work environments where people thrive and productivity is high How: App

Happiness Index

Sprint Planning Monthly Recognition Prod Issue Prod Resolved Team Lunch Joe Resigns Sprinting   Still on Track Sprint Diary

Data Gathering Technique to Drive Change What: Metric Buffet When: During and/or End of Sprint Cycle Who: Business Agility Office Why: Encourages the teams to keep themselves accountable and measure what is important to them How: ALM Tool

Questions

Check Out…. www.achievingagility.com www.leanagileintelligence.com www.agileuprising.com