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Instilling an Agile Culture in Elephants v1.1

Brian Wills uses this Prezi to illustrate how he combines culture change and scaling techniques to successfully implement Agile for his clients. v1.1
by Brian Wills on 7 January 2014

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Transcript of Instilling an Agile Culture in Elephants v1.1

Value Delivery Engine
Agenda
1) Changing the Culture
2) Scaling Agile
3) Telling the Story
Instilling an Agile Culture
Brian Wills
Agile-Scrum Coach

brian.wills@cognizant.com
@DaikiboAgile
linkedin.com/in/brianmwills
in Elephants
About me
... and, no, we're not
Waterfall's great for everything!
When we're done, you'll all be
CEWs (Certified Elephant Whisperers)
Changing the Culture
Telling the Story
Abstract: Macro-technology trends are changing the world and IT organizations everywhere must become more agile and adopt new service models. It feels like the end of the world as we know it. In this session, Brian Wills will illustrate how his company responded to these hurricane-like changes and successfully scaled one of their Fortune 50 clients to use a fusion of Agile best practices that they call “Daikibo.” You’ll learn how their hybrid, “large-scale” Agile framework was adopted for over 1,000 people to do global, distributed application development. Find out the details of what we believe is one of the best approaches to scale Agile to overcome challenges of culture, technical complexity, and geography to address W. Edwards Deming warning, “It is not necessary to change. Survival is not mandatory.”
Fixed-scope, fixed-schedule approach
You have the power to change the world.
- Nancy Duarte
Don't just do Agile. Be Agile.
ADKAR
Connors and Smith Results Pyramid
Lewin's Change Management Model
Beckhard and Harris Change Equation
Kotter's 8-step Change Model
Kotter's 8-step Change Model
Tip
Really
Big Problems

This is a huge mountain
Revenues down 20%
Weak demand for products
Competitor gaining share
Cost cutting not working
Reductions in force
Shrinking margins
Lurking just below the surface
(you know, large companies)
Road Warrior
It is not necessary to change.
Survival is not mandatory.
- W. Edwards Deming
Scrum of Scrums is infinitely scalable.
I sat here.
Scrum of Scrums is essentially useless.
Create a compelling story
Case study
Create a compelling story
Here's our compelling story of "How we instilled an Agile Culture into an Elephant using our Value Delivery Engine."
#8
Create a New Culture
#7
Build on the Change
#6
Create
Short-term Wins
#5
Remove Obstacles
#4
Communicate Vision
#3
Create Vision
#2
Form Coalition
(cc) photo by theaucitron on Flickr
(cc) photo by theaucitron on Flickr
#1
Create Sense of Urgency
Kotter's Eight Step Process of Successful Change

Set the Stage
1. Create a Sense of Urgency. Help others see the need for change and the importance of acting immediately. *75% buy in required!*
2. Pull Together the Guiding Team. Make sure there is a powerful group guiding the change— one with leadership skills, credibility, communications ability, authority, analytical skills, and a sense of urgency. *Team must be diverse, influential; Continue to build urgency; Check team often.*

Decide What to Do
3. Develop the Change Vision and Strategy. Clarify how the future will be different from the past, and how you can make that future a reality. *Create 90-second interview.*

Make it Happen
4. Communicate for Understanding and Buy In. Make sure as many others as possible understand and accept the vision and the strategy. *Lead by example!*
5. Empower Others to Act. Remove as many barriers as possible so that those who want to make the vision a reality can do so.
6. Produce Short-Term Wins. Create some visible, unambiguous successes as soon as possible. *Low $ investments; Reward/Recognize.*
7. Don’t Let Up. Press harder and faster after the first successes. Be relentless with initiating change after change until the vision is a reality. *Inspect & adapt thru Lessons Learned; Set goals; Use Kaizen (Japanese business philosophy of continuous improvement); Use new change agents/leaders.*

Make It Stick
8. Create a New Culture. Hold on to the new ways of behaving, and make sure they succeed, until they become strong enough to replace old traditions. *Discuss progress often; Align new staff to change ideas; Recognize key members; As key members transition, create a plan to replace them.*
Q&A

Message: URGENT - Far behind the competition and need to leapfrog!
- Adrian Cho, Author, The Jazz Process: Collaboration, Innovation and Agility
Multiply
Scrum of Scrums
Get started!
Product Owner
= Bottleneck?
Start Small!
(cc) image by nuonsolarteam on Flickr
Scaling Agile - The Journey
Yay, we're Agile!
OK, now how do we integrate?
Value
Delivery Engine
Speaking of Daikibo ...
Agile2012
How we instilled an Agile Culture in an Elephant
Brought in Agile-savvy VP
Fortune 50 corporation scaled up to 110 Agile Delivery Teams consisting of over 1,000 people
Reorganized by Product Line
Planned for 9 months before announcing "conversion"
Directors given 6 weeks to determine approach
95% selected Daikibo/Scrum + 5% Kanban/FDD
Ran Agile teams for 5 years first
... and a miss!
Elephant Culture Change Tools
Scrumming with an Elephant
Team Scrum
Scrum of Scrums for projects
Program-level Scrum
Executive-level Scrum

Arbitrary release dates dictated by business
Multiple-vendor integration problems
Pass-the-buck attitude toward defects
Can't accommodate change well
Jeff & Ron's recommendations for scaling & culture change:
Top Retrospective item for Manifesto signers:
Make excellent software!
Use 360 reviews each quarter vs yearly appraisals
Put new person on team every year (latest research)
Manage yourself with a personal Scrum board
Start small & build
Good stories have a pattern.
Books
See the full transcript