AGILE Change Management - PROSCI

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CHANGE MANAGEMENT
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An overview of the intersection of change management
and Agile iterative development from Prosci.
www.prosci.com | [email protected] | 1-970-203-9332

Agenda
Foundation
Agile
Change Management
Intersection of Prosci CM and Agile
ADKAR
5 Levers of CM
Roles in CM
+ Agile
© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 2

Foundation
Clarifying what we mean when we say the word agile
Lower case “a” Upper case “A”

agile Agile
An embedded trait/attribute: An iterative development
characterized by durability, approach utilizing
resilience, speed, flexibility, collaborative effort through
attunement, preparedness self-organizing originating in
(becoming a core software development
competency and source of (being extended into
competitive advantage) project management)

Comparing Waterfall to Agile
Waterfall Method
Plan Discover Design Develop Deploy Sustain
Release
Release
Release
Plan Sprint Sprint Sprint Sustain
#1 #2 #3
Agile Method

People Side of Change: TO and IN Agile
Waterfall Method
TO Agile
Release
Release
Release
Sprint
Plan
#1
INSprint
Agile
#2
Sprint
#3
Sustain
Agile Method

Three States of Change + Agile
Current Transition Future
Release
Release
Release
#1 #2 #3
C T F T F T F F

Unified Value Proposition
Design
Technical Side Develop
Deliver
Results
state state state
Outcomes
Success
Embrace
People Side Adopt
Use

Unified Value Proposition + Agile
Design
Technical Side Develop
Deliver
Results
Current
state
T F T F T F Outcomes
Success
Embrace
People Side Adopt
Use

Organizational change
Made up of individual changes

C C C C C T T T T T F F F F F

Individual Change + Agile
Release
Release
Release
#1 #2 #3
C T F T F T F F
C C T T F F T T F F T T F F F F

A
CHANGE MANAGEMENT
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Origins of the Agile Manifesto
February 2001 – Snowbird, Utah
The Agile Alliance

Kent Beck
Ron Jeffries
Mike Beedle
Jon Kern
Arie van Bennekum
Brian Marick
Alistair Cockburn
Robert C. Martin
Ward Cunningham
Steve Mellor
Martin Fowler
Learn more: James Grenning
Ken Schwaber
Jeff Sutherland
www.agilemanifesto.org Jim Highsmith
Dave Thomas
Andrew Hunt
Source: Agile Manifesto, agilemanifesto.org

The Four Values of The Agile Manifesto
Parallel CM Value
Individuals and
Organizations don’t change,
1 Interactions Over
Processes and Tools
individuals do
Working Software Over Without adoption and usage

2 Comprehensive
Documentation
we end up getting
“solutions without results”
Customer Collaboration Individual change impacts

3 Over Contract
Negotiation
are what need to be defined
and can be managed
Responding to Enabling successful individual

4 Change Over
Following a Plan
change is the key to delivering
organizational outcomes
The Twelve Principles of Agile Development
Customer satisfaction
Adoption and usage at the table
1 through early and
continuous software delivery
from the beginning and throughout
Accommodate changing
Individual change journeys through
2 requirements throughout the
development process
ADKAR set the pace
Frequent delivery of working Frequently supporting individuals

3 software through ADKAR
Collaboration between the business Encouraging employee engagement

4 stakeholders and developers
throughout the project
and participation
Support, trust, and motivate

5 the people involved
Yup!
Enable face-to-face Communications, coaching, and sponsorship

6 interactions include face-to-face interactions

The Twelve Principles of Agile Development
Working software is the Adoption and usage is the primary
7 primary measure of progress measure of CM progress
Agile processes to support a

8 consistent development pace
Attention to technical detail Attention to answering peoples questions

9 and design enhances agility and need enhances adoption and usage
10 Simplicity ADKAR…
Self-organizing teams
11 encourage great architectures,
requirements, and designs
Regular reflections on how to Regular ADKAR pulse checks, PCT

12 become more effective and BP Audit to improve effectiveness

The “Why” of Agile
Source: https://www.versionone.com/agile-101/agile-software-development-benefits/
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CHANGE MANAGEMENT
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The achievements
of an organization
are the results of the
combined effort of
each individual.
Vince Lombardi

Change management:
Preparing, equipping and supporting

individuals through the change journeys they
experience as part of your organization
Capturing people-dependent project ROI

Defining Individual Change Impact
Location Processes
Compensation Systems
Performance Reviews Aspects of a Tools

Person’s Job You
Can Impact
Reporting Structure Job Roles
Mindset/Attitudes/Beliefs Critical Behaviors

Defining Individual Change Impact
Size of
Yesterday Job Aspect Tomorrow impact
Processes
Systems
Tool
Job Roles
Critical Behaviors
Mindset/Attitudes/Beliefs
Reporting Structure
Performance Reviews
Compensation
Location

Defining Individual Change Impact + Agile
Sprint 1 Sprint 2 Sprint 3
Group 1
Group 2
Group 3
Group 4
Group 5
Group 6
Group n

Delivering People-Dependent Results
F F F F
What percent of the overall
F F F
value and results depend on F F
people changing how they F
do their jobs? F F
= Lower = Less Benefit = Unachieved = Not What We

Return Realization Improvement Expected/
Hoped For
In both Waterfall and Agile,
we need to intentionally
ensure that change is
embraced, adopted and used.
It is not a question of Agile or CM,
but instead how we will
adjust and adapt CM in Agile.
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CHANGE MANAGEMENT
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The Intersection
managing the
people side
of change
IN Agile
Impact of Agile’s Iterative Nature on CM
1 2
Change management CM plans become

becomes iterative living documents
3 4
More up front Less time and

work required faster pace
Source: Prosci Intersection of Change Management and Agile report

Prosci Research: How to adapt and adjust
change management in an Agile setting
Middle Manager
Sponsorship
Engagement 10 CM practice areas
Employee
X
Approach
Engagement
Adaptation
Challenges
Resources Training
Do Differently
Integration Resistance
with PM Management
Result: improved CM
Communication Reinforcement
on Agile efforts

Prosci Methodology in an Agile Environment
A ADKAR
G 5 Levers of CM
PROSC I Roles in CM
L
E

ADKAR
in Agile
Prosci® ADKAR® Model Foundation
ADKAR element: Definition
A Awareness Of the need for change
To participate and
D Desire support the change
K Knowledge On how to change
To implement required
A Ability skills and behaviors
R Reinforcement To sustain the change

Why?
Awareness Why now?
What if we don’t?
WIIFM
Desire Personal motivators
Organizational motivators
Within context (after A&D)

Knowledge Need to know during
Need to know after
Size of the K-A Gaps

Ability Barriers/Capacity
Practice/Coaching
Mechanisms
Reinforcement Measurements
Sustainment

Prosci® ADKAR® Model Foundation
When you create: You hear:
A Awareness “I understand why…”
D Desire “I have decided to…”
K Knowledge “I know how to…”
A Ability “I am able to…”
R Reinforcement “I will continue to…”

ADKAR + Agile
How does ADKAR support individual

transitions in an incremental change
environment / Agile?

ADKAR – Project/Sprint Split
Project
Level
A D K A R
Sprint
Level

ADKAR Milestones in Waterfall
A D K A R

ADKAR Milestones in Agile
Project
A D R
Level

#1 #2 #3
A D K A R
Sprint A D K A R
Level
A D K A R

5 Levers of CM
in Agile
5 Levers of CM Foundation
Sponsor Outlines the actions required by senior leaders to

Roadmap fulfill their ABC roles and responsibilities
Communication Right message; Right audience; Right time

Plan Right sender; Right channel
Coaching Outlines middle manager engagement with

Plan direct reports to fulfill their CLARC role
Training Build skills required during the change,

Plan after the change, in order to change
Resistance Preventative, Proactive, Reactive

Management Plan approaches to mitigate resistance impact

5 Levers of CM Foundation
A D K A R
Sponsor
Roadmap
Communication
Plan
Coaching
Plan
Training
Plan
Resistance
Management Plan
5 Levers of CM + Agile
How are the five levers of change

management leveraged in
an Agile project?

5 Levers of CM – Agile Project/Sprint Split
Project
Level
Spons Comm Coach Train Resist
Sprint
Level

5 Levers of CM in Waterfall
Communication plan
Sponsor roadmap
Coaching plan
Training plan
Resistance mgmt plan

5 Levers of CM in Agile
Comms
Project Sponsor
Level
Resistance mgmt plan

#1 #2 #3
Comms Comms Comms
Coaching Coaching Coaching

Sprint
Level Training Training Training
Resist Mgmt Resist Mgmt Resist Mgmt

5 Levers of CM Adaptations when IN Agile
Research Findings
Lever Adaptations when IN Agile
1. Higher level of active engagement across the project
Sponsorship 2. Enforce ambiguity
3. Embrace the Agile mindset
1. More frequent communication

Communications 2. More precise communication
3. Communicating on Agile
1. More individual communication

Coaching 2. Provided resources
* Engaging mangers is harder in Agile
1. More focused training

2. Increased frequency
Training 3. Agile training
4. Just in time training
1. More frequent communications to dispel myths

Resistance
2. Focus on key resistors
Management 3. Fail quickly, learn quicker

Roles in CM
in Agile
Roles in CM Foundation
Key Change Enabling Roles Responsibilities During Change
Senior Leaders Effectively sponsor change (ABCs)
Change Practitioners Apply structure and empower others
Project Teams Design and develop for adoption and usage
People Managers Effectively support direct reports in change (CLARC)
Front Line Employees Engage, adopt and use change (lean forward)

Roles in CM + Agile
Responsibilities
Key Change Enabling Roles During Change Adaptations in Agile:
Effectively sponsor change Sponsor both the effort and Agile (itself)
Senior Leaders (ABCs) Requires more precision and efficiency
Apply structure and Intensity of CM needs will vary

Change Practitioners empower others Identify and pivot resources
Design and develop for More collaboration and autonomy

Project Teams adoption and usage More intense integration
Effectively support direct Evaluate needs f2f at each sprint

People Managers reports in change (CLARC) Provide Agile Knowledge and Ability
Engage, adopt and use More but less formal engagement

Front Line Employees change (lean forward) Manage expectations
Agile Practitioners Apply Agile! Engage the other roles.
© Prosci. All Rights Reserved. Source: Prosci Intersection

© Prosci of
Inc.Change
All rightsManagement
reserved. and Agile report 49
Agenda
Foundation
Agile
Change Management
Intersection of Prosci CM and Agile
ADKAR
5 Levers of CM
Roles in CM
+ Agile

Bringing it all together: Prosci CM + Agile
Sponsor Activity
Communication
Coaching
Training
Resistance Mgmt
Overall Sprint 1 Sprint 2 Sprint 3 Sustain
Group 1 A D A D K A A D K A R A D K A R R
Group n
s o l u t i o n s @ p ro s c i . co m
Connect with Prosci about CM+Agile
[email protected]
CM+Agile Conference
CM+Agile eLearning
CM+Agile Workshop
Prosci Solutions
Delivering organizational results by
catalyzing individual transitions
http://www.prosci.com
[email protected]
Build individual
http://www.prosci.com change competencies
| http://blog.prosci.com
Apply change management on initiatives
[email protected]
Embed organizational change capability

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What is the difference between lower case 'a' agile and upper case 'A' Agile?

What is the difference between lower case 'a' agile and upper case 'A' Agile?

How does the Agile method compare to the Waterfall method?

How does the Agile method compare to the Waterfall method?

A

www.prosci.com | [email protected] | 1-970-203-9332

Intersection of Prosci CM and Agile

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 2

Lower case “a” Upper case “A”

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 4

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 5

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 6

Plan Discover Design Develop Deploy Sustain

Current Transition Future

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 7

Technical Side Develop

People Side Adopt

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 8

Technical Side Develop

People Side Adopt

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 9

Current Transition Future

Made up of individual changes

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 10

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 11

The Agile Alliance

Source: Agile Manifesto, agilemanifesto.org

Working Software Over Without adoption and usage

Customer Collaboration Individual change impacts

Responding to Enabling successful individual

Frequent delivery of working Frequently supporting individuals

Collaboration between the business Encouraging employee engagement

Support, trust, and motivate

Enable face-to-face Communications, coaching, and sponsorship

Source: Agile Manifesto, agilemanifesto.org

Agile processes to support a

Attention to technical detail Attention to answering peoples questions

Regular reflections on how to Regular ADKAR pulse checks, PCT

Source: Agile Manifesto, agilemanifesto.org

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 19

Preparing, equipping and supporting

Capturing people-dependent project ROI

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 20

Performance Reviews Aspects of a Tools

Mindset/Attitudes/Beliefs Critical Behaviors

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 21

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 22

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 23

= Lower = Less Benefit = Unachieved = Not What We

Change management CM plans become

More up front Less time and

Source: Prosci Intersection of Change Management and Agile report

Source: Prosci Intersection of Change Management and Agile report

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 30

A Awareness Of the need for change

K Knowledge On how to change

R Reinforcement To sustain the change

© Prosci. All Rights Reserved. © Prosci Inc. All rights reserved. 32

Within context (after A&D)

Size of the K-A Gaps