"At the Intersection of Agile and Change Management" - ACMP USA
TimCreasey
1,947 views
79 slides
Nov 09, 2018
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About This Presentation
Delivered by Tim Creasey for the closing keynote of the ACMP USA conference in Atlanta, GA on November 2, 2018. [email protected] | www.prosci.com
Slide Content
November 2, 2018
At the Intersection of
Agile and Change Management
CHANGE MANAGEMENT
A
I
L
E
Tim Creasey, Prosci Chief Innovation Officer
[email protected]/in/timcreasey
At the Intersection of
Agile and Change Management
CHANGE MANAGEMENT
A
I
L
E
Tim Creasey, Prosci Chief Innovation Officer
[email protected]/in/timcreasey
© Prosci. All Rights Reserved. 2
At the Intersection of Agile and CM
The challenge:
We keep delivering to specs
on time and on budget, but we
aren’t delivering expected
results, outcomes and value
because the people keep
getting in the way…
We keep delivering to the specs
we created 18 months ago
when we started this effort,
but what the people need today
is different, so we aren’t
delivering expected results,
outcomes and value
At the Intersection of Agile and CM
The challenge:
We keep delivering to specs
on time and on budget, but we
aren’t delivering expected
results, outcomes and value
because the people keep
getting in the way…
We keep delivering to the specs
we created 18 months ago
when we started this effort,
but what the people need today
is different, so we aren’t
delivering expected results,
outcomes and value
© Prosci. All Rights Reserved. 3
At the Intersection of Agile and CM
GOAL: To improve change results and outcomes
By driving employee adoption
and usage of solutions
(Change Management)
Through inclusive, iterative
solution development
(Agile)
How will we drive adoption
and usage of our iteratively
developed solutions?
Agile+CM
At the Intersection of Agile and CM
GOAL: To improve change results and outcomes
By driving employee adoption
and usage of solutions
(Change Management)
Through inclusive, iterative
solution development
(Agile)
How will we drive adoption
and usage of our iteratively
developed solutions?
Agile+CM
© Prosci. All Rights Reserved. 4
Plan
Traditional
Plan Discover Design Develop Deploy Sustain
Current Transition Future
C T FF TF TF
Sustain
Sprint
#1
Sprint
#3
Sprint
#2Release Release Release
+ Agile
Plan
Traditional
Plan Discover Design Develop Deploy Sustain
Current Transition Future
C T FF TF TF
Sustain
Sprint
#1
Sprint
#3
Sprint
#2Release Release Release
+ Agile
© Prosci. All Rights Reserved. 5
© Prosci. All Rights Reserved. 6
© Prosci. All Rights Reserved. 7
YOUR OWN
high
low
low high
CM
Agile
38% 35%
19% 8%
n = 616
Webinar poll results
high
low
low high
CM
Agile
18% 9%
59%
15%
n = 622YOUR ORG
YOUR OWN
high
low
low high
CM
Agile
38% 35%
19% 8%
n = 616
Webinar poll results
high
low
low high
CM
Agile
18% 9%
59%
15%
n = 622YOUR ORG
© Prosci. All Rights Reserved. 8
Current
state
Transition
state
Future
state
Technical Side
People Side
Results
Outcomes
Success
Design
Deliver
Develop
Embrace
Use
Adopt
Unified Value Proposition
Current
state
Transition
state
Future
state
Technical Side
People Side
Results
Outcomes
Success
Design
Deliver
Develop
Embrace
Use
Adopt
Unified Value Proposition
© Prosci. All Rights Reserved. 9
TF
Technical Side
People Side
Results
Outcomes
Success
Design
Deliver
Develop
Unified Value Proposition + Agile
Current
state
TFT F
Embrace
Use
Adopt
TF
Technical Side
People Side
Results
Outcomes
Success
Design
Deliver
Develop
Unified Value Proposition + Agile
Current
state
TFT F
Embrace
Use
Adopt
© Prosci. All Rights Reserved. 10
The achievements
of an organization
are the results of the
combined effort of
each individual.
Vince Lombardi
The achievements
of an organization
are the results of the
combined effort of
each individual.
Vince Lombardi
© Prosci. All Rights Reserved. 11
Current Transition Future
TC F
CCCCC
CCCCC
CCCC
CCCCC
CCCCC
TTT
TT TT
TTT
T TTT
TTT
FF
FF F
F
F F
F
T
T
F
F
F
Made up of individual changes
Organizational change
Current Transition Future
TC F
CCCCC
CCCCC
CCCC
CCCCC
CCCCC
TTT
TT TT
TTT
T TTT
TTT
FF
FF F
F
F F
F
T
T
F
F
F
Made up of individual changes
Organizational change
© Prosci. All Rights Reserved. 12
Individual Change + Agile
CC
CC
CC
CC
CC
T
TT
TT
TT
F
FF
F
F
F
F
T
T
T
TT
F
F
F
FF
T
T
T
TT
F
F
F
FF
F
F
F
F
Plan
C T FF TF TF
Sustain
Sprint
#1
Sprint
#3
Sprint
#2Release Release Release
Individual Change + Agile
CC
CC
CC
CC
CC
T
TT
TT
TT
F
FF
F
F
F
F
T
T
T
TT
F
F
F
FF
T
T
T
TT
F
F
F
FF
F
F
F
F
Plan
C T FF TF TF
Sustain
Sprint
#1
Sprint
#3
Sprint
#2Release Release Release
CHANGE MANAGEMENT
A
I
L
E
The Research
A
I
L
E
The Research
© Prosci. All Rights Reserved. 14
© Prosci. All Rights Reserved. 15
Purpose and Participant Profile
The objective of this study is
to uncover and identify
challenges, lessons learned,
tips and suggestions for
practitioners working to bring
iterative development into
their organization and to
support employee adoption
and usage of initiatives using
iterative development Agile
techniques.
“
PART 1
PART 2
Purpose and Participant Profile
The objective of this study is
to uncover and identify
challenges, lessons learned,
tips and suggestions for
practitioners working to bring
iterative development into
their organization and to
support employee adoption
and usage of initiatives using
iterative development Agile
techniques.
“
PART 1
PART 2
© Prosci. All Rights Reserved. 16
© Prosci. All Rights Reserved. 17
Purpose and Participant Profile
Types of projects using Agile
development process
2%
5%
11%
47%
35%
0%
Only non-IT
projects
Few IT; mostly
non
Equal IT and
non
Primarily IT;
few non
Only IT project
Completely adopt the Agile methodology
or incorporate some aspects of Agile into
your current waterfall approach?
Completely
adopted
9%
14%
8%
10%
18%
11%
2%
11%
2%
0%
10%20%30%40%50%60%70%80%90%
For those who incorporated, about what percent of your
current approach incorporates an Agile methodology:
Incorporated
28%
72%
Purpose and Participant Profile
Types of projects using Agile
development process
2%
5%
11%
47%
35%
0%
Only non-IT
projects
Few IT; mostly
non
Equal IT and
non
Primarily IT;
few non
Only IT project
Completely adopt the Agile methodology
or incorporate some aspects of Agile into
your current waterfall approach?
Completely
adopted
9%
14%
8%
10%
18%
11%
2%
11%
2%
0%
10%20%30%40%50%60%70%80%90%
For those who incorporated, about what percent of your
current approach incorporates an Agile methodology:
Incorporated
28%
72%
© Prosci. All Rights Reserved. 18
Banking 14%
Consulting 11%
Information Services 8%
Government –Federal 6%
Insurance 6%
Finance 6%
Health Care 6%
Purpose and Participant Profile
Number of employees
25%
15%
13%
11%
11%
5%
20%
0% 20%
Less than 1000
1,000 - 2,499
2,500 - 4,999
5,000 - 9,999
10,000 - 19,999
20,000 - 34,999
More than 35,000
Banking 14%
Consulting 11%
Information Services 8%
Government –Federal 6%
Insurance 6%
Finance 6%
Health Care 6%
Purpose and Participant Profile
Number of employees
25%
15%
13%
11%
11%
5%
20%
0% 20%
Less than 1000
1,000 - 2,499
2,500 - 4,999
5,000 - 9,999
10,000 - 19,999
20,000 - 34,999
More than 35,000
© Prosci. All Rights Reserved. 19
❑Motivation
❑Structure
❑Contributors
❑Obstacles
❑Engagement
❑Resistance
❑Duration
❑Sustainment
❑Impact
❑Contributors
❑Obstacles
❑Adaptations
❑Do Differently
❑Practice Areas * 10
❑Adaptations
❑Challenges
❑Do Differently
❑Motivation
❑Structure
❑Contributors
❑Obstacles
❑Engagement
❑Resistance
❑Duration
❑Sustainment
❑Impact
❑Contributors
❑Obstacles
❑Adaptations
❑Do Differently
❑Practice Areas * 10
❑Adaptations
❑Challenges
❑Do Differently
© Prosci. All Rights Reserved. 20
Adding Real Depth and Direction
CM Practice Areas10
Challenges you faced
applying in Agile
Adaptations you made
applying in Agile
What you’d do differently
next time in Agile
Sponsorship Approach
Resistance Mgmt
Reinforcement
Training
Resources
Integration
with PM
Employee
Engagement
Manager
Engagement
Communication
Adding Real Depth and Direction
CM Practice Areas10
Challenges you faced
applying in Agile
Adaptations you made
applying in Agile
What you’d do differently
next time in Agile
Sponsorship Approach
Resistance Mgmt
Reinforcement
Training
Resources
Integration
with PM
Employee
Engagement
Manager
Engagement
Communication
© Prosci. All Rights Reserved. 21
1N73LL1G3NC3 15
7H3 4B1L17Y 70
4D4P7 70 CH4NG3.
Stephen Hawking
INTELLIGENCE IS
THE ABILITY TO
ADAPT TO CHANGE.
Stephen Hawking
1N73LL1G3NC3 15
7H3 4B1L17Y 70
4D4P7 70 CH4NG3.
Stephen Hawking
INTELLIGENCE IS
THE ABILITY TO
ADAPT TO CHANGE.
Stephen Hawking
© Prosci. All Rights Reserved. 22
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
7
6
5
4
3
2
1
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
7
6
5
4
3
2
1
© Prosci. All Rights Reserved. 23
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
7
6
5
4
3
2
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
7
6
5
4
3
2
© Prosci. All Rights Reserved. 24
© Prosci. All Rights Reserved. 25
Clarifying what we mean when we say the word agile
Lower case “a”
agile
Upper case “A”
Agile
An embedded trait/attribute:
characterized by durability,
resilience, speed, flexibility,
attunement, preparedness
becoming a core competency and
source of competitive advantage
An iterative development approach
utilizing collaborative effort through
self-organizing teams originating in
software development
being extended into various
project execution approaches
Clarifying what we mean when we say the word agile
Lower case “a”
agile
Upper case “A”
Agile
An embedded trait/attribute:
characterized by durability,
resilience, speed, flexibility,
attunement, preparedness
becoming a core competency and
source of competitive advantage
An iterative development approach
utilizing collaborative effort through
self-organizing teams originating in
software development
being extended into various
project execution approaches
© Prosci. All Rights Reserved. 26
Lower case “a” agile Upper case “A” Agile
A trait A method/approach
Something we are Something we do
Practiced by everyone Practiced by teams and groups
Takes time to nurture Can start doing it tomorrow
Prepare to handle change velocity
Minimize disruption
Create competitive advantage
Increase visibility, adaptability,
and speed to business value
Reduce risk over time
Lower case “a” agile Upper case “A” Agile
A trait A method/approach
Something we are Something we do
Practiced by everyone Practiced by teams and groups
Takes time to nurture Can start doing it tomorrow
Prepare to handle change velocity
Minimize disruption
Create competitive advantage
Increase visibility, adaptability,
and speed to business value
Reduce risk over time
© Prosci. All Rights Reserved. 27
© Prosci. All Rights Reserved. 28
Webinar poll results
16%
24%
28%
23%
9%
0% 5% 10 % 15 % 20 % 25 % 30 %
Nope
Not much
Some
A lot
All the time
Are you running into
confusion about lower
case "a" agile and
upper case "A" agile?
n = 442
Webinar poll results
16%
24%
28%
23%
9%
0% 5% 10 % 15 % 20 % 25 % 30 %
Nope
Not much
Some
A lot
All the time
Are you running into
confusion about lower
case "a" agile and
upper case "A" agile?
n = 442
© Prosci. All Rights Reserved. 29
Does clarity matter?
First, chat with your neighbors:
What is the value of adding clarity
to the agile/Agile conversation?
Then, we’ll collect in a poll
pollev.com/prosci
Does clarity matter?
First, chat with your neighbors:
What is the value of adding clarity
to the agile/Agile conversation?
Then, we’ll collect in a poll
pollev.com/prosci
© Prosci. All Rights Reserved. 30
ACMP USA 2018 Poll Results –Value of adding clarity to agile/Agile
•Added clarity in a method versus an attribute. Expectations.
•Agile purists often forget to be agile.
•Aligning terms, goals, and results
•Anyone can be trained on Agile; being agile is a trait you may or
may not have
•Better understanding of "agile" on projects
•Build agile into expected behaviors
•Clarify what it means to be an agile org
•Clarity specifies an approach when we mean it
•Common language
•common language
•Common language is key
•Consistent understanding
•Different tactics to develop
•Ensuring it permeates the culture
•Faster change adoption
•Gives big A abad name when you say you're little a
•Having a shared understanding
•Helps people learn how they need to behave as an individual versus
what you do as a team
•Helps understand the level of Agile transformation that's needed
•Helps with meeting objectives
•individuals will know they own the "a"
•IT methodology vs an org being adaptable/flexible... I say choose 2
different words or be more descriptive with context
•Know whether we are talking about our methodology or a mindset.
•Learn from the mistakes
•More clarity on the change role
•Providing the right 'ask' to the right audience
•Resource allocation
•role clarity
•Same language
•Speaking the same language
•Synergy
•To avoid confusion
•To prepare to manage change velocity and share the tools and
methods to contribute to org agility
ACMP USA 2018 Poll Results –Value of adding clarity to agile/Agile
•Added clarity in a method versus an attribute. Expectations.
•Agile purists often forget to be agile.
•Aligning terms, goals, and results
•Anyone can be trained on Agile; being agile is a trait you may or
may not have
•Better understanding of "agile" on projects
•Build agile into expected behaviors
•Clarify what it means to be an agile org
•Clarity specifies an approach when we mean it
•Common language
•common language
•Common language is key
•Consistent understanding
•Different tactics to develop
•Ensuring it permeates the culture
•Faster change adoption
•Gives big A abad name when you say you're little a
•Having a shared understanding
•Helps people learn how they need to behave as an individual versus
what you do as a team
•Helps understand the level of Agile transformation that's needed
•Helps with meeting objectives
•individuals will know they own the "a"
•IT methodology vs an org being adaptable/flexible... I say choose 2
different words or be more descriptive with context
•Know whether we are talking about our methodology or a mindset.
•Learn from the mistakes
•More clarity on the change role
•Providing the right 'ask' to the right audience
•Resource allocation
•role clarity
•Same language
•Speaking the same language
•Synergy
•To avoid confusion
•To prepare to manage change velocity and share the tools and
methods to contribute to org agility
© Prosci. All Rights Reserved. 31
Value of adding clarity to agile/Agile
“Alignment”
“Clarity of purpose”
“Gets us on same page”
“Shared understanding and
common vocabulary”
“Two different change needs
in an organization”
“Clarifying expectations”
“Communication and
understanding”
“Level setting”
“Speaking a common language”
“Valuable to start from common
ground and understanding”
Value of adding clarity to agile/Agile
“Alignment”
“Clarity of purpose”
“Gets us on same page”
“Shared understanding and
common vocabulary”
“Two different change needs
in an organization”
“Clarifying expectations”
“Communication and
understanding”
“Level setting”
“Speaking a common language”
“Valuable to start from common
ground and understanding”
© Prosci. All Rights Reserved. 32
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
7
6
5
4
3
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
7
6
5
4
3
© Prosci. All Rights Reserved. 33
© Prosci. All Rights Reserved. 34
Impact of Agile
development’s
iterative nature
on CM
Flexibility is key and not panicking with the uncertain nature
of Agile delivery. Keep the basics but be prepared to negotiate
on other aspects of the traditional change approach. Know that
every day is different, and that's okay.
“
1.CM became iterative
2.CM plans became living documents
3.CM required more upfront work
4.CM needed to be done in less time
and at a faster pace
Impact of Agile
development’s
iterative nature
on CM
Flexibility is key and not panicking with the uncertain nature
of Agile delivery. Keep the basics but be prepared to negotiate
on other aspects of the traditional change approach. Know that
every day is different, and that's okay.
“
1.CM became iterative
2.CM plans became living documents
3.CM required more upfront work
4.CM needed to be done in less time
and at a faster pace
© Prosci. All Rights Reserved. 35
© Prosci. All Rights Reserved. 36
Largest
adaptations to
accommodate
Agile
“I have designed an Agile communication cycle that was based on the
events within the product iteration cycle (6 weeks). Managed expectations of
the user community that we do not have all the details they are asking for -
due to the fact that unlike in a classical waterfall project we did not have all
requirements defined/approved in the beginning. Otherwise I was trying to
keep all the elements of a change approach covered -e.g. change
sponsorship/leadership, change impact assessment, stakeholder assessment
and management aligned with communication planning, just in time and
"bite size"training.
“
1.Focus on iterative change management
2.Redefine success measures
3.Test new approaches
Largest
adaptations to
accommodate
Agile
“I have designed an Agile communication cycle that was based on the
events within the product iteration cycle (6 weeks). Managed expectations of
the user community that we do not have all the details they are asking for -
due to the fact that unlike in a classical waterfall project we did not have all
requirements defined/approved in the beginning. Otherwise I was trying to
keep all the elements of a change approach covered -e.g. change
sponsorship/leadership, change impact assessment, stakeholder assessment
and management aligned with communication planning, just in time and
"bite size"training.
“
1.Focus on iterative change management
2.Redefine success measures
3.Test new approaches
© Prosci. All Rights Reserved. 37
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
7
6
5
4
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
7
6
5
4
© Prosci. All Rights Reserved. 38
`
“We’re not
so different,
you and I”
`
“We’re not
so different,
you and I”
© Prosci. All Rights Reserved. 39
Origins of the Agile Manifesto
February 2001
Snowbird, Utah
The Agile Alliance
Kent Beck
Mike Beedle
Arievan Bennekum
Alistair Cockburn
Ward Cunningham
Martin Fowler
James Grenning
Jim Highsmith
Andrew Hunt
Ron Jeffries
Jon Kern
Brian Marick
Robert C. Martin
Steve Mellor
Ken Schwaber
Jeff Sutherland
Dave Thomas
Source: Agile Manifesto, agilemanifesto.org
We are uncovering better ways of developing
software by doing it and helping others do it.
“
Origins of the Agile Manifesto
February 2001
Snowbird, Utah
The Agile Alliance
Kent Beck
Mike Beedle
Arievan Bennekum
Alistair Cockburn
Ward Cunningham
Martin Fowler
James Grenning
Jim Highsmith
Andrew Hunt
Ron Jeffries
Jon Kern
Brian Marick
Robert C. Martin
Steve Mellor
Ken Schwaber
Jeff Sutherland
Dave Thomas
Source: Agile Manifesto, agilemanifesto.org
We are uncovering better ways of developing
software by doing it and helping others do it.
“
© Prosci. All Rights Reserved. 40
1
2
3
4
The Four Values of The Agile Manifesto with Parallel CM Values
Individuals and Interactions
Over Processes and Tools
Working Software Over
Comprehensive Documentation
Customer Collaboration
Over Contract Negotiation
Responding to Change
OverFollowing a Plan
Organizations don’t change,
individuals do
Without adoption and usage
we end up getting
“solutions without results”
Individual change impacts
are what matter and
what need to be managed
Enabling successful individual
change is the key to delivering
organizational outcomes
1
2
3
4
The Four Values of The Agile Manifesto with Parallel CM Values
Individuals and Interactions
Over Processes and Tools
Working Software Over
Comprehensive Documentation
Customer Collaboration
Over Contract Negotiation
Responding to Change
OverFollowing a Plan
Organizations don’t change,
individuals do
Without adoption and usage
we end up getting
“solutions without results”
Individual change impacts
are what matter and
what need to be managed
Enabling successful individual
change is the key to delivering
organizational outcomes
© Prosci. All Rights Reserved. 41
The Twelve Principles of Agile Development and CM Parallels
1
Customer satisfaction
through early and
continuous software delivery
2
Accommodate changing
requirements throughout the
development process
3
Frequent delivery of working
software
4
Collaboration between the business
stakeholders and developers
throughout the project
5
Support, trust, and motivate
the people involved
6
Enable face-to-face
interactions
Adoption and usage at the table
from the beginning and throughout
Individual change journeys through
ADKAR set the pace
Frequently supporting individuals
through ADKAR
Encouraging employee engagement
and participation
Yup!
Communications, coaching, and sponsorship
include face-to-face interactions
The Twelve Principles of Agile Development and CM Parallels
1
Customer satisfaction
through early and
continuous software delivery
2
Accommodate changing
requirements throughout the
development process
3
Frequent delivery of working
software
4
Collaboration between the business
stakeholders and developers
throughout the project
5
Support, trust, and motivate
the people involved
6
Enable face-to-face
interactions
Adoption and usage at the table
from the beginning and throughout
Individual change journeys through
ADKAR set the pace
Frequently supporting individuals
through ADKAR
Encouraging employee engagement
and participation
Yup!
Communications, coaching, and sponsorship
include face-to-face interactions
© Prosci. All Rights Reserved. 42
The Twelve Principles of Agile Development
7
Working software is the
primary measure of progress
8
Agile processes to support a
consistent development pace
9
Attention to technical detail
and design enhances agility
10
Simplicity
11
Self-organizing teams
encourage great architectures,
requirements, and designs
12
Regular reflections on how to
become more effective
Adoption and usage is the primary
measure of CM progress
Attention to answering peoples questions
and need enhances adoption and usage
ADKAR…
Regular ADKAR pulse checks, PCT
and BP Audit to improve effectiveness
ADKAR focused milestones drive
consistent people journey pace
Adoption-centricity enables holistic
view of change requirements/actions
The Twelve Principles of Agile Development
7
Working software is the
primary measure of progress
8
Agile processes to support a
consistent development pace
9
Attention to technical detail
and design enhances agility
10
Simplicity
11
Self-organizing teams
encourage great architectures,
requirements, and designs
12
Regular reflections on how to
become more effective
Adoption and usage is the primary
measure of CM progress
Attention to answering peoples questions
and need enhances adoption and usage
ADKAR…
Regular ADKAR pulse checks, PCT
and BP Audit to improve effectiveness
ADKAR focused milestones drive
consistent people journey pace
Adoption-centricity enables holistic
view of change requirements/actions
© Prosci. All Rights Reserved. 43
We value RESULTS We value PEOPLE
We value RESULTS We value PEOPLE
© Prosci. All Rights Reserved. 44
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
7
6
5
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
7
6
5
© Prosci. All Rights Reserved. 45
We’re on the same team!
We’re on the same team!
© Prosci. All Rights Reserved. 46
Research insights
on CM and
Agile teams
#1 “Greatest contributor to success”
Early engagement of change manager
#3 “What to do differently”
Engage the project team earlier
and more frequently
Adaptations:
-Communication
-Collaboration
-Cross-training
Research insights
on CM and
Agile teams
#1 “Greatest contributor to success”
Early engagement of change manager
#3 “What to do differently”
Engage the project team earlier
and more frequently
Adaptations:
-Communication
-Collaboration
-Cross-training
© Prosci. All Rights Reserved. 47
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
7
6
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
7
6
© Prosci. All Rights Reserved. 48
Time and place. Time and place.
Time and place. Time and place.
© Prosci. All Rights Reserved. 49
Research insights
on CM approach
“
Align with functionality deliveries
Vary based on sprints and releases
Reevaluate constantly
Be more selective in your CM activities
Time and place! Time and place!
Less details in the structure at first. Create the
high level structure and save the details to be filled
in as you execute and learn from experiences.
Research insights
on CM approach
“
Align with functionality deliveries
Vary based on sprints and releases
Reevaluate constantly
Be more selective in your CM activities
Time and place! Time and place!
Less details in the structure at first. Create the
high level structure and save the details to be filled
in as you execute and learn from experiences.
© Prosci. All Rights Reserved. 50
Plan Sustain
ADKAR Milestones in Waterfall
A D K A R
Discover Design Develop Deploy
Plan Sustain
ADKAR Milestones in Waterfall
A D K A R
Discover Design Develop Deploy
© Prosci. All Rights Reserved. 51
ADKAR –Initiative/Sprint Split
Initiative
Level
Release/
Sprint
Level
A D K A R
ADKAR –Initiative/Sprint Split
Initiative
Level
Release/
Sprint
Level
A D K A R
© Prosci. All Rights Reserved. 52
ADKAR Milestones in Agile
Plan Sustain
Sprint
#1
Sprint
#3
Sprint
#2
Initiative
Level
AD R
ADKAR
ADKAR
ADKAR
Release/
Sprint
Level
Release Release Release
ADKAR Milestones in Agile
Plan Sustain
Sprint
#1
Sprint
#3
Sprint
#2
Initiative
Level
AD R
ADKAR
ADKAR
ADKAR
Release/
Sprint
Level
Release Release Release
© Prosci. All Rights Reserved. 53
5 Levers of CM in Waterfall
Plan SustainDiscover Design Develop Deploy
Communication plan
Sponsor roadmap
Coaching plan
Training plan
Resistance mgmtplan
5 Levers of CM in Waterfall
Plan SustainDiscover Design Develop Deploy
Communication plan
Sponsor roadmap
Coaching plan
Training plan
Resistance mgmtplan
© Prosci. All Rights Reserved. 54
5 Levers of CM in Agile
Plan Sustain
Sprint
#1
Sprint
#3
Sprint
#2
Initiative
Level
Comms
Sponsor
Comms
Coaching
Training
Resistance mgmtplan
Resist Mgmt
Comms
Coaching
Training
Resist Mgmt
Comms
Coaching
Training
Resist Mgmt
Release Release Release
Release/
Sprint
Level
5 Levers of CM in Agile
Plan Sustain
Sprint
#1
Sprint
#3
Sprint
#2
Initiative
Level
Comms
Sponsor
Comms
Coaching
Training
Resistance mgmtplan
Resist Mgmt
Comms
Coaching
Training
Resist Mgmt
Comms
Coaching
Training
Resist Mgmt
Release Release Release
Release/
Sprint
Level
© Prosci. All Rights Reserved. 55
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
7
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
7
© Prosci. All Rights Reserved. 56
© Prosci. All Rights Reserved. 57
Communication
building blocks
Training
building blocks
Quick video
“News flash” –1-screen of info + link
Google Plus / Microsoft Teams pages
Demos
Lunch & Learns
Brunch & Browse
Key messages
Gallery walk
Template-izework
Playbook for PMs
1–pager talking points
Storytelling
Social channels
Chatter/complaint dumping ground
Info session/ Q&A –“What”
FAQs (“Ask Andy”)
Agile SME
Microlearning
Self-directed
eLearning
Help Desk Ticket review
Retrospective learning
Incentivized learning
Playlists with optional training
Radio program
Huddles
Super users
Desk-side support
Simulation video
Reoccurring learning
Recorded demos
In-line learning prompts
Communication
building blocks
Training
building blocks
Quick video
“News flash” –1-screen of info + link
Google Plus / Microsoft Teams pages
Demos
Lunch & Learns
Brunch & Browse
Key messages
Gallery walk
Template-izework
Playbook for PMs
1–pager talking points
Storytelling
Social channels
Chatter/complaint dumping ground
Info session/ Q&A –“What”
FAQs (“Ask Andy”)
Agile SME
Microlearning
Self-directed
eLearning
Help Desk Ticket review
Retrospective learning
Incentivized learning
Playlists with optional training
Radio program
Huddles
Super users
Desk-side support
Simulation video
Reoccurring learning
Recorded demos
In-line learning prompts
© Prosci. All Rights Reserved. 58
ACMP USA 2018 Poll Results –Rapid building block brainstorm
Communication building blocks Training building blocks
•"Ask Met Anything" forum on a
topic
•answer desk
•Ask a Fluxxpert!
•banners
•blogs
•Cafe chat
•Case for Change
•Change Champions
•change network
•change network
•change network
•Collaboration website
•common website for updayes
•Communication app
•communication templates
•communities of practice
•company social media template
for quick updates
•department whiteboards
•elevator speech
•FAQ and comment templates
•FAQs
•Forums for q&a
•gallery walk
•Gallery walk
•giveaways
•Intranet Communications page
•Key "why" messages
•Leadership talking points
•live feed
•Live feed
•Media release
•Micro site with initiative and
sprint info
•newsblasts
•office hours
•open house meeting
•open house/gallery walk
•open office hours
•overview of change template
•podcasts to provide updates
•poster
•pre recorded sponsorship
podcasts
•q&asessions
•regular newsletter
•roundtable
•screen savers
•skit
•Sponsor message
•Talking Points
•Town hall meetings
•Town Halls
•Town halls on calendar
•trinkets
•use all avenues available
•vlog video blog by CEO or
sponsor
•warehouse of key messages
•what and why of initiative
•what and why of the project
•Why Agile
•WIIFM
•asynchronous FAQs
•Demos
•elearning
•get screenshots steach sprint
•infrastructure
•invites to training
•Office hours for training pre
scheduled
•open house
•Process of
•roles and responsibilities
•Scavenger Hunt (complete x tasks to
receive reward)
•Simulations
•Training documentation
•Training videos
•Video
•video
•video infrastructure, contracts in
place
•Videos
•walk me
•webinars
ACMP USA 2018 Poll Results –Rapid building block brainstorm
Communication building blocks Training building blocks
•"Ask Met Anything" forum on a
topic
•answer desk
•Ask a Fluxxpert!
•banners
•blogs
•Cafe chat
•Case for Change
•Change Champions
•change network
•change network
•change network
•Collaboration website
•common website for updayes
•Communication app
•communication templates
•communities of practice
•company social media template
for quick updates
•department whiteboards
•elevator speech
•FAQ and comment templates
•FAQs
•Forums for q&a
•gallery walk
•Gallery walk
•giveaways
•Intranet Communications page
•Key "why" messages
•Leadership talking points
•live feed
•Live feed
•Media release
•Micro site with initiative and
sprint info
•newsblasts
•office hours
•open house meeting
•open house/gallery walk
•open office hours
•overview of change template
•podcasts to provide updates
•poster
•pre recorded sponsorship
podcasts
•q&asessions
•regular newsletter
•roundtable
•screen savers
•skit
•Sponsor message
•Talking Points
•Town hall meetings
•Town Halls
•Town halls on calendar
•trinkets
•use all avenues available
•vlog video blog by CEO or
sponsor
•warehouse of key messages
•what and why of initiative
•what and why of the project
•Why Agile
•WIIFM
•asynchronous FAQs
•Demos
•elearning
•get screenshots steach sprint
•infrastructure
•invites to training
•Office hours for training pre
scheduled
•open house
•Process of
•roles and responsibilities
•Scavenger Hunt (complete x tasks to
receive reward)
•Simulations
•Training documentation
•Training videos
•Video
•video
•video infrastructure, contracts in
place
•Videos
•walk me
•webinars
© Prosci. All Rights Reserved. 59
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
8
© Prosci. All Rights Reserved. 60
Material impact on
employees’ jobs is
where the rubber
meets the road.
Material impact on
employees’ jobs is
where the rubber
meets the road.
© Prosci. All Rights Reserved. 61
Defining Change Impact with 10 Job Aspects
Processes
Tools
SystemsCompensation
Performance Reviews
Reporting Structure
Critical Behaviors
Job Roles
Location
Mindset/Attitudes/Beliefs
Aspects of a
Person’s Job You
Can Impact
Defining Change Impact with 10 Job Aspects
Processes
Tools
SystemsCompensation
Performance Reviews
Reporting Structure
Critical Behaviors
Job Roles
Location
Mindset/Attitudes/Beliefs
Aspects of a
Person’s Job You
Can Impact
© Prosci. All Rights Reserved. 62
Yesterday-Tomorrow Exercise
Yesterday Job Aspect Tomorrow
Size of
impact
Processes
Systems
Tool
Job Roles
Critical Behaviors
Mindset/Attitudes/Beliefs
Reporting Structure
Performance Reviews
Compensation
Location
Yesterday-Tomorrow Exercise
Yesterday Job Aspect Tomorrow
Size of
impact
Processes
Systems
Tool
Job Roles
Critical Behaviors
Mindset/Attitudes/Beliefs
Reporting Structure
Performance Reviews
Compensation
Location
© Prosci. All Rights Reserved. 63
Plan Sustain
Sprint
#1
Sprint
#3
Sprint
#2Release Release Release
Plan Sustain
Sprint
#1
Sprint
#3
Sprint
#2Release Release Release
© Prosci. All Rights Reserved. 64
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
9
© Prosci. All Rights Reserved. 65
The backlog should give us foresight.
The backlog should give us foresight.
© Prosci. All Rights Reserved. 66
Watch the backlog:
Looking forward at expected material impactof each release by group to inform planning
Watch the backlog:
Looking forward at expected material impactof each release by group to inform planning
© Prosci. All Rights Reserved. 67
Specific steps to adapt CM in Agile
First, chat with your neighbors:
Identify one specific step you can
take to start adapting CM in Agile
Then, we’ll collect in a poll
pollev.com/prosci
Identify one specific step you can
take to start adapting CM in Agile
Specific steps to adapt CM in Agile
First, chat with your neighbors:
Identify one specific step you can
take to start adapting CM in Agile
Then, we’ll collect in a poll
pollev.com/prosci
Identify one specific step you can
take to start adapting CM in Agile
© Prosci. All Rights Reserved. 68
ACMP USA 2018 Poll Results –One specific step to start adapting CM in Agile
•be comfortable with MVP training products
•Change leader on scrum team
•Change person ride along agile team
•Collaborate on definitions, processes and workflows.
•Collaborate with my own team first
•Create list of tools.
•Create one-pager for org on CM in Agile world as they
already know impact on waterfall projects
•Day in the life for each material impact
•Expected material impact by sprint
•Get access to the backlog
•Get common awareness and desire
•Iterative, modular training development and delivery
•Joint training sessions to explore shared values
•OCM / Adoption key tasks must be completed before Sprint
can be considered complete
•participate in sprint planning and backlog refinement
•Presentation to key stakeholders/ leaders on OCM
integration with Agile
•Reassess each project
•Release "trains"
•Release to demand code to cadence
•Talk with IT on integration points between IT and OCM to
identify opportunities for collaboration
•Weave adoption and usage is concept of done and get the
Agile team used to doing that
•Yesterday/tomorrow exercise
•Yesterday/tomorrow exercise on everything we do
ACMP USA 2018 Poll Results –One specific step to start adapting CM in Agile
•be comfortable with MVP training products
•Change leader on scrum team
•Change person ride along agile team
•Collaborate on definitions, processes and workflows.
•Collaborate with my own team first
•Create list of tools.
•Create one-pager for org on CM in Agile world as they
already know impact on waterfall projects
•Day in the life for each material impact
•Expected material impact by sprint
•Get access to the backlog
•Get common awareness and desire
•Iterative, modular training development and delivery
•Joint training sessions to explore shared values
•OCM / Adoption key tasks must be completed before Sprint
can be considered complete
•participate in sprint planning and backlog refinement
•Presentation to key stakeholders/ leaders on OCM
integration with Agile
•Reassess each project
•Release "trains"
•Release to demand code to cadence
•Talk with IT on integration points between IT and OCM to
identify opportunities for collaboration
•Weave adoption and usage is concept of done and get the
Agile team used to doing that
•Yesterday/tomorrow exercise
•Yesterday/tomorrow exercise on everything we do
© Prosci. All Rights Reserved. 69
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
10
© Prosci. All Rights Reserved. 70
Getting work done end.
Handle.
Getting work done end.
Handle.
© Prosci. All Rights Reserved. 71
Research findings
on accessibility
#1 “What to do differently”
Educate the organization on Agile
#2 “Consistent obstacles”
Organizational resistance to Agile
#1 “Do differently” for both sponsors and people managers
Understanding/training on Agile
Embracing the Agile mindset, managing
expectations, and embedding in the culture
Research findings
on accessibility
#1 “What to do differently”
Educate the organization on Agile
#2 “Consistent obstacles”
Organizational resistance to Agile
#1 “Do differently” for both sponsors and people managers
Understanding/training on Agile
Embracing the Agile mindset, managing
expectations, and embedding in the culture
© Prosci. All Rights Reserved. 72
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
© Prosci. All Rights Reserved. 73
Structuring the Agile transformation
Was there a
sponsorof the
transition to Agile
Was there a formal
projectfor the
transition to Agile
Was there a
project team
for the transition
Were there
dedicated CM
resources
Was there a
formal CM plan
for the transition
Was there a
dedicated
CM budget
71%
44%
44%
29%
25%
23%
Structuring the Agile transformation
Was there a
sponsorof the
transition to Agile
Was there a formal
projectfor the
transition to Agile
Was there a
project team
for the transition
Were there
dedicated CM
resources
Was there a
formal CM plan
for the transition
Was there a
dedicated
CM budget
71%
44%
44%
29%
25%
23%
© Prosci. All Rights Reserved. 74
Greatest
contributors to
successful
transformation
to Agile
Having a strong disruptive leader who has no doubt the
transition will work and is 100% committed to the transition.
“
1.Ensuring strong executive sponsorship
2.Communicating effectively
3.Training on Agile
4.Ensuring Agile experts were involved in the effort
Greatest
contributors to
successful
transformation
to Agile
Having a strong disruptive leader who has no doubt the
transition will work and is 100% committed to the transition.
“
1.Ensuring strong executive sponsorship
2.Communicating effectively
3.Training on Agile
4.Ensuring Agile experts were involved in the effort
© Prosci. All Rights Reserved. 75
What to do
differently next
time regarding
the transition to
Agile
Define and set expectations up-front.Define as a group what
Agile is and isn't because I believe people have different
definitions. Pick an Agile flavor that works best and stick with it.
Have experienced Scrum Masters as agile champions to
show/lead. To specifically train, coach, mentor and facilitate
the process.
“
1.Create a change management plan
2.Create buy-in from impacted groups
3.Deliver more coaching on Agile
“
What to do
differently next
time regarding
the transition to
Agile
Define and set expectations up-front.Define as a group what
Agile is and isn't because I believe people have different
definitions. Pick an Agile flavor that works best and stick with it.
Have experienced Scrum Masters as agile champions to
show/lead. To specifically train, coach, mentor and facilitate
the process.
“
1.Create a change management plan
2.Create buy-in from impacted groups
3.Deliver more coaching on Agile
“
© Prosci. All Rights Reserved. 76
TO Agile /
IN Agile
Interaction
How well we
managed the
change TOAgile
Challenges faced when
managing change INAgile
Very well
Not very well
Few Many
TO Agile /
IN Agile
Interaction
How well we
managed the
change TOAgile
Challenges faced when
managing change INAgile
Very well
Not very well
Few Many
© Prosci. All Rights Reserved. 77
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
1. Clarify lower case “a” agile and
upper case “A” Agile
6. Prepare your “building blocks”
for rapid deployment
2. Accept that you, change practitioner, must
change too when applying CM in Agile
7. Focus on “material impact” by
group and release
3. Leverage the aligned values of Agile
and change management
8. Watch the backlog
4. Deepen relationship with the Agile team9. Make Agile accessible
5. Match the pace and cadence of releases10. Manage the move TO Agile as a change
Top 10 Takeaways for Agile + CM
Source: https://www.linkedin.com/pulse/top-10-takeaways-agile-cm-tim-creasey/
Your organization needs to drive
employee adoption and usage
of solutions to improve
results and outcomes
Your organization needs to
leverage inclusive, iterative
solution development to
improve results and outcomes
You sit in a unique position to equip
your organization to succeed
at the intersection of Agile and change management
employee adoption and usage
of solutions to improve
results and outcomes
Your organization needs to
leverage inclusive, iterative
solution development to
improve results and outcomes
You sit in a unique position to equip
your organization to succeed
at the intersection of Agile and change management
Prosci Solutions
Delivering organizational results by
catalyzing individual transitions
http://www.prosci.com| http://blog.prosci.com
[email protected]
Build individual change competencies
Apply change management on initiatives
Embed organizational change capability
http://www.prosci.com
[email protected]
Delivering organizational results by
catalyzing individual transitions
http://www.prosci.com| http://blog.prosci.com
[email protected]
Build individual change competencies
Apply change management on initiatives
Embed organizational change capability
http://www.prosci.com
[email protected]
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