Navigator Management Partners LLC, Confidential Brenda Sprite, MLIR, PMP, PMI-ACP Founder, Organizational Change Leadership Practice Navigator Management Partners Is Agile Change Management Redundant? IIBA Business Analyst Professional Development Day September 13, 2013

©2013 Navigator Management Partners Welcome Tell me about yourselves … How agile are you? 2

©2013 Navigator Management Partners Learning Objectives What’s in this session for you? Describe key concepts of Agile project management Recognize the parallels between Agile and organizational change management Gain the confidence to lead change in an Agile world Adapt traditional change management tools to Agile Cutting edge knowledge to impress your friends! 3

©2013 Navigator Management Partners KEY CONCEPTS OF AGILE 4 Key Concepts of Agile

©2013 Navigator Management Partners Four Key Values From the Manifesto for Agile Software Development, Individuals and interactions 2.Working software 3.Customer collaboration 4.Responding to change Over processes and tools Over comprehensive documentation Over contract negotiation Over following a plan 5

©2013 Navigator Management Partners Scrum is an Agile Method 6

©2013 Navigator Management Partners Scrum Team Roles 7 1. Product Owner 2. Development Team Members 3. Scrum Master 7

©2013 Navigator Management Partners Agile Teams Work Together Sprint Planning Meeting WHOWHENWHY Product Owner Scrum Master Development Team At the start of the Sprint Sprint Goal Sprint Backlog 8

©2013 Navigator Management Partners Agile Teams Work Together Daily Scrum Meetings WHOWHENWHY Product Owner Scrum Master Development Team DailyWhat have you done? What are you going to do? What’s in your way? 9

©2013 Navigator Management Partners Agile Teams Work Together Sprint Review Meeting WHOWHENWHY Product Owner Scrum Master Development Team Management Customers At the end of the Sprint Confirm completion: Sprint Goal Sprint Backlog ©Navigator Management Partners,

©2013 Navigator Management Partners Agile Teams Work Together Sprint Retrospective Meeting WHOWHENWHY Product Owner Scrum Master Development Team Immediately following the Sprint Review Meeting What should we Start doing? Stop doing? Keep doing? 11

©2013 Navigator Management Partners Potentially Shippable Software (PSS) Agile Teams Work Together Sprint Planning Meeting Daily Scrum Meetings Sprint Review Meeting Sprint Retrospective Meeting 12

©2013 Navigator Management Partners Putting It All Together … 13

©2013 Navigator Management Partners Putting It All Together … ©Mike Vizdos,

©2013 Navigator Management Partners KEY CONCEPTS OF AGILE 4 Agile and Change Management

©2013 Navigator Management Partners ocus peness espect ommitment xtreme Courage … is the force with you? FORCEFORCE 5 Values of Scrum

©2013 Navigator Management Partners People and Change

©2013 Navigator Management Partners ADKAR® Stage Related Scrum Attributes Awareness Communication of goals Clarification of roles Need to overcome “noise” Desire Respect for differences and diverse personalities Considers the customer (individual) point of view Target people instead of systems Parallel Universes?

©2013 Navigator Management Partners ADKAR® Stage Related Scrum Attributes Knowledge Develop leaders Learn from Product Owner Ability Team building High performing teams Reinforcement Daily feedback Sprint retrospectives Parallel Universes?

©2013 Navigator Management Partners KEY CONCEPTS OF AGILE 4 Leading Agile Change Management

©2013 Navigator Management Partners Five Key Points Arrive early2. Think small3. Act often4. Plan at the right level5. Stay flexible

©2013 Navigator Management Partners Five Key Points 1. Arrive early 21

©2013 Navigator Management Partners 2. Think small 22 Five Key Points

©2013 Navigator Management Partners 3. Act often 23 Five Key Points

©2013 Navigator Management Partners 4. Plan at the right level 24 Five Key Points

©2013 Navigator Management Partners 5. Stay flexible 25 Five Key Points

©2013 Navigator Management Partners KEY CONCEPTS OF AGILE 4 Adapting Your Change Management Toolkit

©2013 Navigator Management Partners Adaptation Means … The traditional waterfall approach is comfortable … 27

©2013 Navigator Management Partners Change! Are you telling me I have to change what I do?! 28

©2013 Navigator Management Partners Not Exactly … Once you get past the high level changes …  No detailed work plan or resource estimates  Incremental vs. completed phases  Design  Development  Testing  Delayed decisions … you can adapt existing tools 29

©2013 Navigator Management Partners 30 There are three key phases in an Agile project … Project Planning During the Sprints Implementation Adapting Your Toolkit

©2013 Navigator Management Partners Project Planning 30 Project Planning During the Sprints Implementation Define Your Organizational Change Strategy Define the Communications Strategy Define the Learning Strategy Design the Change Management Scorecard Prepare Your Teams Engage Your Sponsors

©2013 Navigator Management Partners During the Sprints 31 Project Planning During the Sprints Implementation Execute the Communications Plan Identify and Engage Additional Stakeholders Design and Execute User Readiness Program Execute the Learning Strategy Celebrate Successes

©2013 Navigator Management Partners 32 Project Planning During the Sprints Implementation Maintain Change Management Scorecard Conduct Learning Activities Transition Ongoing Support Implementation

©2013 Navigator Management Partners Agile CM Adaptation at a Glance… 34

©2013 Navigator Management Partners For Further Study If you want to learn more check out these links … Agile Management defined: Agile Project Manager Certification: “Manifesto for Agile Software Development” Scrum Training and Practitioner Support - Mike Vizdos Scrum Professional Sites: User Stories detailed information: Video Tutorial on Scrum:

©2013 Navigator Management Partners 37 … if you want to talk more! Brenda Sprite Navigator Management Partners Mobile – – Contact Me …