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

2. 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 President of Achieving Agility, an Agile consulting firm that provides coaching, training, and transformation services 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

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

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

5. 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

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

7. 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?

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

9. Lets Brainstorm Why?

10. 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

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

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

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

14. 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

15. 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

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

17. SAFe Lean Agile Leadership

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

19. "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

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

21. 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

22. 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

23. 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

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

26. 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!

27. 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

28. 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

29. 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

30. Data Gathering Techniques in a Safe Agile Environment

31. 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

32. 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

33. 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

34. Source is Known and Credible

35. Tailored to Team’s Unique Challenges and Objectives

36. Results are Actionable

37. Aligned to Company Goals

38. Consolidated Results

39. Learning & Collaboration

40. 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

41. 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)

42. Team Impact Analysis -

44. 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

45. Happiness Index

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

48. 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

49. Questions

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