…Like diving in without knowing the depth Agile Transformation without Change Management? …Like diving in without knowing the depth

Research – The effects of OCM on Agile Transformation AGENDA Why Agile Transformations Flop What Changes Lie Beneath the Surface? Exercises/Areas for discussion Cultural Factors and the Agile Mindset – Explore current organizational norms vs Agile principles Research – The effects of OCM on Agile Transformation Impacts to Your Organization– Identify key role shifts for managers and executives Ideal Form for a Clean Entry – Key Factors in Successful Transformations

Why Agile Transformations Flop 3 “Which of the following are barriers to your organization’s Agile adoption?” Base: 170 professionals with knowledge of their firm’s Agile practices. Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey 3

What Changes Lie Beneath the Surface? 4 Stage One: Information Denial Stage Two: Support Anger Stage Three: Direction Stage Four: Reinforcement Performance Confidence, Morale, and Effectiveness Thinking about the past Thinking about the future Time Exploring Status Certainty Autonomy Relationships Fairness Status is about relative importance to others. Certainty concerns being able to predict the future. Autonomy provides a sense of control over events. Relatedness is a sense of safety with others and Fairness is a perception of fair exchanges between people SCARF: https://neuroleadership.com/.../scarf-a-brain-based-model

Exercise 1 – Cultural Factors and the Agile Mindset 5 Norms and Beliefs What’s the corresponding big assumption? Your customers collaborate with project teams and provide feedback on deliverables Process improvement work starts with headquarters Decisions are made by consensus, so no decision is made if there’s disagreement The organization’s approach to project prioritization is coordinated and done in a predictable and transparent manner Program-Customer linkages are strongest at the executive level Employees are empowered to manage their own work without management intervention Look at Agile principles ID current norms and beliefs that support/hinder the principles Come back together to discuss – agree/disagree with norm and then answer What’s the underlying big assumption?

Recent Research on the Benefits of OCM to Agile Transformation 7 Themes Prosci Research Findings CapTech’s Experience Significant Resistance to Agile Eighty-seven percent (87%) surveyed reported experiencing resistance when managing the Agile transition Sixty percent (60%) experienced moderate to severe resistance When company leaders articulate a clear case for change and a future state vision, resistance to Agile practice is far less significant Forms of Resistance Both vocal resistance or simply refusing to engage in new Agile processes Cultural factors – related to customer-alignment, budgeting and recognition – can also undermine Agile adoption Most Common Resistors Groups that most resisted Agile were, in order: Project Managers, Technical Groups, Middle Managers, Sales and Business Teams Resistance by technical groups and middle managers resulted in the most significant roadblocks to overall Agile transformation Success Factors Respondents cited having a strong executive sponsor as the top contributor to successfully managing the transition to Agile Communications, training and sponsor effectiveness were cited as the most effective methods to manage resistance Experienced Agile coaches, with a high-level understanding of the people side of change, as well as strong executive sponsorship and consistent Agile practices (no customization) lead to rapid and successfully Agile transformation Prosci Research: http://blog.prosci.com/research-study-launch-change-management-and-agile

Exercise 2 – Impacts to Your Organization 8 Significant Impact Major Impact Moderate Impact Role Data Mgt = Support = Neutral = Oppose Finance PMO Process UX Team Info Architects Task LOBs Ent. Architects Developers Data Architects UI or Definition This is two dimensions. Consider also the third dimension of groups that are very resistant to the changes being proposed. Management Team Dimen-sion(s) of Change Small Medium Large Size of Gap Between Current and Future State

Key Factors in Successful Transformation 9 Steps Agile Objectives Create a Sense of Urgency Focused readiness across the workforce Build a Guiding Coalition An accountable, diverse group aligned to opportunity, strategy and action Form Strategic Vision & Initiatives A single credible and authoritative vision of the future crafted by a diverse set of employees and validated by senior leaders Enlist a Volunteer Army Sizable body of employees excited and able to act on important business initiatives Enable Action by Removing Barriers Evidence of employee innovation stemming from new ways of working together Generate Short-term Wins Telling the story of transformation in validated, quantifiable terms Sustain Acceleration Org fitness and stamina that bolsters the mission and the organization to stay the course Institute Change Collective recognition that the org has agility and innovation to produce strategically important business results 8 common Anti-patterns Kotter Model: https://www.kotterinc.com/8-steps-process-for-leading-change/