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

2. 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

3. Why Agile Transformations Flop3
“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 Q Global Agile Software Application Development Online Survey 3

4. 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:

5. Exercise 1 – Cultural Factors and the Agile Mindset5
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?

7. Recent Research on the Benefits of OCM to Agile Transformation7
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:

8. Exercise 2 – Impacts to Your Organization8
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

9. Key Factors in Successful Transformation9
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: