tag:blogger.com,1999:blog-2344651255053592442024-03-13T03:03:48.690-07:00Lean TransformationHelping enterprise technology knowledge workers become awesome.
Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.comBlogger180125tag:blogger.com,1999:blog-234465125505359244.post-3753809066329913142020-06-08T10:30:00.002-07:002020-06-08T10:30:49.267-07:00Check out my article on <a href="https://agilebydesign.com/re-thinking-agile-organizing-principle/">Agile Organizational Design Principles</a> over at the Agile By Design Blog.<br />
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Also feel free to have a look at my latest book on <a href="https://agilebydesign.com/blog/">Agile Organizational Design,</a> still at work in progress, but there is a lot of material fleshed out already.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgkSVbzqKdsTxd11POgRhcLfUHXcAz37kYx8elRTILbUobxL2W3KjK84SQodkJUMvtX282OuyPQTne5ZWiPAqqm6ZoT0zB6Uw5c5ljIdTDo4Ip13iDt81V2yIaxi-GEeuTMeNye8qAIUmfg/s1600/cover.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="546" data-original-width="573" height="304" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgkSVbzqKdsTxd11POgRhcLfUHXcAz37kYx8elRTILbUobxL2W3KjK84SQodkJUMvtX282OuyPQTne5ZWiPAqqm6ZoT0zB6Uw5c5ljIdTDo4Ip13iDt81V2yIaxi-GEeuTMeNye8qAIUmfg/s320/cover.png" width="320" /></a></div>
<br /><div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-89520556573481305372016-06-11T15:33:00.003-07:002016-06-11T15:33:50.245-07:00New SiteIn case anyone still comes here looking for my posts, check out <a href="http://agilebydesign.com/">agilebydesign.com</a>. It's the site being used to represent the new company that I have co-founded along with a couple of my old crew from Deloitte LEAN.<div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-44706371142476481412014-07-03T08:07:00.003-07:002014-07-03T09:37:32.040-07:00Think Visually When Building an Agile Enterprise Change Plan<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhBOdhVcM4-uCiKX-jvK3-JL1dWQxK9mD3Y09HlnuObS5vzqdE7XP81OFeXrILPvjGi36m8PxvmJp1ZGhTvyc9An_CePqAhenekgq0z7QJwTsT2_w4wExr0yH-93s9Bwo1qnYcc-62CI_4p/s1600/silo+cubicle.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhBOdhVcM4-uCiKX-jvK3-JL1dWQxK9mD3Y09HlnuObS5vzqdE7XP81OFeXrILPvjGi36m8PxvmJp1ZGhTvyc9An_CePqAhenekgq0z7QJwTsT2_w4wExr0yH-93s9Bwo1qnYcc-62CI_4p/s1600/silo+cubicle.jpg" height="200" width="198" /></a></div>
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</span> <span style="font-family: Comic Sans MS;">A picture is definitely worth 1000 words when trying to articulate the true north for an organization undergoing massive change. </span><br />
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</span> <span style="font-family: Comic Sans MS;">Here are some examples of how someone with even a modicum of artistic skills (i.e. me) to use visual thinking to increase the chance that people in the organization will notice, and even provide feedback on your change plan.</span><br />
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Here is an atypical, if somewhat generic example of an agile transformation plan using a simpler canvas format, you can see a lot of visual metaphors used to represent the different parts of the canvas. </span><br />
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg23HlcUBN7oK3Gln7U6UvmZLfgg7etzMJbZ8VVsOLUkcterNJS631p2gpFXymYxrHXFTGkwDhPBjqucPlMcxL-CLSW2vMYQ-MNfIcs4KdFXqBqoghjCE95XEslBz8V9lnXi_yRtkmkPCkq/s1600/transformation+canvas+sample.png" imageanchor="1" style="margin-left: auto; margin-right: auto; text-align: center;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg23HlcUBN7oK3Gln7U6UvmZLfgg7etzMJbZ8VVsOLUkcterNJS631p2gpFXymYxrHXFTGkwDhPBjqucPlMcxL-CLSW2vMYQ-MNfIcs4KdFXqBqoghjCE95XEslBz8V9lnXi_yRtkmkPCkq/s1600/transformation+canvas+sample.png" width="950" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><i>A Transformation Canvas laid out to support a linear narrative</i></td></tr>
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<span style="font-family: Comic Sans MS;">The format of this canvas is quite different than the ones I have previously shown on my blog and my book. The sections follow a simpler, more straightforward path daily typically seen a lot of canvases including ones that I previously designed.</span><br />
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<span style="font-family: Comic Sans MS;">I like this canvas format as it allows somebody new to the canvas to look at the content in a linear narrative by simply following the canvas horizontally or vertically. I've tried to organize the canvas the following almost Connextra style storytelling approach, For each column of the canvas could be followed according to the following format:</span><br />
<span style="font-family: Comic Sans MS;">where each column of the canvas could be followed according to the following format:</span><br />
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<span style="font-family: Comic Sans MS;"><b>We want to achieve <i><vision></i></b></span></div>
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<b><b><span style="font-family: Comic Sans MS;">through <i><target options> </i> </span></b></b></div>
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<b><b><span style="font-family: Comic Sans MS;">which will produce <i><benefits></i></span></b></b></div>
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<b><b><span style="font-family: Comic Sans MS;">that are validated through <i><success criteria></i></span></b></b></div>
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<b><b><span style="font-family: Comic Sans MS;">and enabled through <i><change personas></i></span></b></b></div>
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<b><b><span style="font-family: Comic Sans MS;">who are motivated to change because of <i><urgency></i></span></b></b></div>
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<b><b><span style="font-family: Comic Sans MS;">which will inspire <i><action></i></span></b></b></div>
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<span style="font-family: Comic Sans MS;">Here's another example of a transformation canvas template that I've also been experimenting with, in this case the format is less linear, and elements are grouped together according to how closely related they are to each other.</span><br />
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<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjLtS9-v4BEWjkQqZS0oUHMc7uzSFQh-LXu5ykcQUec27YGJTdMwrpxdurHsNCBgZw2DccWQvDacnm8HXkGHgRK4E0WPxwa8PThFalAH-vBcLF9T-zCxxqH-kwylTfYN-0saFAPrQ-XCEjM/s1600/transformation+canvas+template.png" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjLtS9-v4BEWjkQqZS0oUHMc7uzSFQh-LXu5ykcQUec27YGJTdMwrpxdurHsNCBgZw2DccWQvDacnm8HXkGHgRK4E0WPxwa8PThFalAH-vBcLF9T-zCxxqH-kwylTfYN-0saFAPrQ-XCEjM/s1600/transformation+canvas+template.png" width="950" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><i>Including specific instructions and samples for each section</i></td></tr>
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<span style="font-family: Comic Sans MS;">In this template, I've tried to provide some guidance around how to fill each section, so that change agents and change participants alike can use structured language to distill the really important points of each section. I've also used some visual narratives to show examples for each section.</span><br />
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</span> <span style="font-family: Comic Sans MS;">Below is an example using this template.</span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQIVWBNtssCt6aWW1jm9zkt4aGomBs5LOu9oY_y-1B07kFp5mIjMJuessUdhR5LGw17_5TUsE56myWZ8iL729NpV1x1fEGQyt5mEgDNO64Va_OG_5FCg9iRMidpUm1yOfkGtnz5av3ng3u/s1600/transformation+canvas+sample+2.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiQIVWBNtssCt6aWW1jm9zkt4aGomBs5LOu9oY_y-1B07kFp5mIjMJuessUdhR5LGw17_5TUsE56myWZ8iL729NpV1x1fEGQyt5mEgDNO64Va_OG_5FCg9iRMidpUm1yOfkGtnz5av3ng3u/s1600/transformation+canvas+sample+2.png" width="950" /></a></div>
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</span> <span style="font-family: 'Comic Sans MS';">Taking visual thinking to its extreme, I decided to place an immense, wall sized visualization of a transformation canvas in the most public place I could find in my client's organization (no I didn't ask for permission first). This caused people to actually stop, and take a look at what was being planned for the organization, Given the several thousand people impacted, wanted to explore all options when it came to socializing the transformation model.</span><br />
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiCVD5W0wnNmIEAPrusKlPpacbfcI5GDwDN3AJQlaTYRDh79k7UQhlKGFTC-WIeNpjtd4B-Hp8kJFEdcVAy9yHJt1FAD7w8PIVEhKHBUwI3eC2kUw8zYZxAbmNHwNHn3NyhGsaDJHlB9QUu/s1600/canvas.JPG" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiCVD5W0wnNmIEAPrusKlPpacbfcI5GDwDN3AJQlaTYRDh79k7UQhlKGFTC-WIeNpjtd4B-Hp8kJFEdcVAy9yHJt1FAD7w8PIVEhKHBUwI3eC2kUw8zYZxAbmNHwNHn3NyhGsaDJHlB9QUu/s1600/canvas.JPG" width="950" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><i>Graffiti-ing up our client's wall with a transformation canvas</i></td></tr>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhOolAGxcEnJaIg6ELg7dKCyn-yOqMhMD2FovhGdSDJGdKB0ffymXmhuJ8XjMkCmS0aju-HacGQHcCl1AjaY4d9eAHLYM5KuYNl4_NoO5BYWqPcOTGhbhR5BymnVGiLzj4rUzDCJihCxDYY/s1600/to.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhOolAGxcEnJaIg6ELg7dKCyn-yOqMhMD2FovhGdSDJGdKB0ffymXmhuJ8XjMkCmS0aju-HacGQHcCl1AjaY4d9eAHLYM5KuYNl4_NoO5BYWqPcOTGhbhR5BymnVGiLzj4rUzDCJihCxDYY/s1600/to.jpg" width="950" /></a></div>
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<span style="font-family: 'Comic Sans MS';">It certainly was a lot of fun (and a lot of work!) creating visualizations for each canvas element. Drop me a line if you want any of these templates, I'm happy to share.</span></div>
<br /><div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com5tag:blogger.com,1999:blog-234465125505359244.post-67022721290683431272014-01-02T20:48:00.002-08:002014-01-02T20:48:45.096-08:00Lean Product Development Part 1<div class="separator" style="clear: both; text-align: left;">
Recently, I've been helping some clients apply lean startup inspired concepts to their work. I'm a big believer that a lot of the concepts made famous by lean startup, such as validated learning, minimum viable products, continuous innovation, etc. are widely applicable outside of the startup world.</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj-sIc7nWieZfYdY3d9sGXCLWNl0txwfkPhyphenhyphenza1X1cnG4kO8s6dNn71pWGfo5RsvR_5HiDLVudLRWpj5p1eAB8L-iMVrnhQRF6u1qlcL2GXwYDzL9V8Zr4ByfB0H0eIdQFC5Xz_NdX9zY4R/s1600/Untitled.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="360" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj-sIc7nWieZfYdY3d9sGXCLWNl0txwfkPhyphenhyphenza1X1cnG4kO8s6dNn71pWGfo5RsvR_5HiDLVudLRWpj5p1eAB8L-iMVrnhQRF6u1qlcL2GXwYDzL9V8Zr4ByfB0H0eIdQFC5Xz_NdX9zY4R/s640/Untitled.png" width="640" /></a></div>
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I have been using two lean startup inspired tools that I have designed with help from a couple of clients, the Product Canvas, and the Product Experimental Design Factory. I have attached a short video which provides an overview of each of these tools.</div>
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<iframe allowfullscreen='allowfullscreen' webkitallowfullscreen='webkitallowfullscreen' mozallowfullscreen='mozallowfullscreen' width='320' height='266' src='https://www.youtube.com/embed/ffNDfK6WQgU?feature=player_embedded' frameborder='0'></iframe></div>
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Here are some screenshots of the canvas and factory respectively. </div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiDv7RgfRysj3grbTOs3iLpp88ATXVl0whgEkp64AS9Eexprur99XpD9PB6iDE8mfAWcp4DOejWMvhUvByz-pip_1gtXWEeuxZG2P_ZVLUZV-e1i4AWL4jlTXmIQW9dq9YI2ibqPPJLn_fE/s1600/product+canvas.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="358" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiDv7RgfRysj3grbTOs3iLpp88ATXVl0whgEkp64AS9Eexprur99XpD9PB6iDE8mfAWcp4DOejWMvhUvByz-pip_1gtXWEeuxZG2P_ZVLUZV-e1i4AWL4jlTXmIQW9dq9YI2ibqPPJLn_fE/s640/product+canvas.png" width="640" /></a><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgWpUrFM4GZgvKHzKSszE7_8xc1HIXXOz-C3wW_RiE9IQq1MoPCQoWk4enLiTWFyhqzZTY1od-cWcNGK6M-oX3P-wX9EOiYgHuM7c6P4GrEnFUE5vai4KuyUeprUPkROrLTXMGXF0e8gaqI/s1600/product+experimental+design+factory.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgWpUrFM4GZgvKHzKSszE7_8xc1HIXXOz-C3wW_RiE9IQq1MoPCQoWk4enLiTWFyhqzZTY1od-cWcNGK6M-oX3P-wX9EOiYgHuM7c6P4GrEnFUE5vai4KuyUeprUPkROrLTXMGXF0e8gaqI/s1600/product+experimental+design+factory.png" /></a></div>
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Stay tuned, I'll be releasing another video with a real example shortly.</div>
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<div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-28918578350768865982013-11-24T12:49:00.001-08:002013-11-24T12:49:52.057-08:00Shift the Focus of Learning Depending on Where You Are in Your Agile Transformation<p>When looking at the catalog of <a href="http://agileconsulting.blogspot.ca/2013/08/using-change-canvas-to-illustrate-agile.html">agile change patterns</a> together, they form a pattern language that helps you focus, where you're learning should be depending on the progress your organization is made in adopting agile. </p> <p><a href="http://lh6.ggpht.com/-iTotzSXItWM/UpJmW6hsdSI/AAAAAAAAIGY/j2c-g4wLPPM/s1600-h/image%25255B6%25255D.png"><img style="border-bottom: 0px; border-left: 0px; display: inline; border-top: 0px; border-right: 0px" title="image" border="0" alt="image" src="http://lh6.ggpht.com/-bAIIhjMpXpk/UpJmXyo0xRI/AAAAAAAAIGg/d9K37UD9g7k/image_thumb%25255B4%25255D.png?imgmax=800" width="903" height="772"></a> </p> <p>When starting to adopt agile or lean in your organization it makes the most sense to focus change on enabling <em><b>Quick Wins</b></em>. Rather than trying to validate whether you have the exact right set of target options for your exact context, focus on helping a small portion of the organization adopt a set of lightweight agile methods like Kanban or Scrum. This will identify major obstacles to change, some examples of these obstacles include an uninvolved executive, inattentive business owners, overly specialized organizational structure, or extremely poor morale. With quick wins you are -trying to determine if the organization is ready to adopt "any" amount of agile. And if not, what are the major obstacles, and countermeasures that can be put in place.<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgipvcgCwU837S-Wg-GVlMu0dc64zJwOox0ffgsQONssm6gCYbRlXwhtG5z6TTaT_IXJMNKqguKqKcXSGou3hEOQpyPrZjm3-GAn8czY-4kpfv3Rm7hU1kS8-Iqbb63yT3Rv-DRIMOJecT6/s1600-h/clip_image003%25255B6%25255D%25255B4%25255D.png"><img style="border-bottom: 0px; border-left: 0px; display: inline; margin-left: 0px; border-top: 0px; margin-right: 0px; border-right: 0px" title="clip_image003[6]" border="0" hspace="12" alt="clip_image003[6]" align="right" src="http://lh4.ggpht.com/-GPokj0OZ9Pg/UpJmZbWMmvI/AAAAAAAAIGw/j5cXZQ1o6gM/clip_image003%25255B6%25255D_thumb.png?imgmax=800" width="244" height="142"></a> <p>Once learning increases through a successive of quick wins set of quick Win, you can start experimenting with introducing a more fulsome representation of your candidate target state. Introducing a <em><b>Kernel Pilot</b></em> involves introducing the set of organizational target state options representing the vision for the overall enterprise. This can include a number of agile methods, changes to organizational structure, and modifications to roles and responsibilities. While this change is bigger than the Quick Win, the focus here is still on learning. Focus has now changed from learning about resistance to learning about whether assumptions behind the solution is correct. <p>As one or more kernel pilot's are introduced into the organization, the change initiative switches from piloting to adopting. A change based on the <em><b>Kernel Adoption</b></em> pattern is focused on introducing the future state using successive, rolling waves. As we uncover more and more understanding of how the organization accepts change, and what approach is ideal for the organizational context, we can gradually switch learning from "what" is the target state, to "how" we can best facilitate adoption. This can be a subtle, and permeable distinction. The main point here is that it is okay to spend more time working with people and really understanding what's getting in the way of facilitating learning when starting down the road. At some point, we want to understand how to scale out our efforts to support a sustainable change plan. <p>Changes based on the <em><b>Self-Serve</b></em> pattern is another step in this direction. At this point, we should have enough understanding about what works in the organization, where we can standardize, where we can't. We should also understand what parts of our target state are relatively stable, and which parts continue to change rapidly. This allows us to start figuring out how to publish our knowledge in a way that the organization can consume on their own with minimal support from agile coaches are agile consultants. Many change management consultants recommend starting with defining some type of delivery model and method publishing it out, and getting adoption going. It's really only at this point, but I found it useful to get thoughts around "how" the organization is meant to work. At this point in the transformation, a lot of learning has taken place based on on the ground adoption, we now want to switch our learning to understand how we can push change out to the edges of the organization, supporting it in a way that creates a self learning environment. <p>Changes based on the <em><b>Capability Modernization</b></em> pattern are really about cementing the change and ingraining it into the supporting structures of the organization. New specializations and competencies are modeled as appropriate using a combination of career ladders, capability models, job specifications, and incentives. Functions like Human Resources, Finance, and even Legal play a role, making sure that employees are on board, educated, and compensated according to the new "normal (if there is such a thing as normal for an agile organization). <p><a href="http://lh3.ggpht.com/-hPP6jpLZq_s/UpJmae0DTNI/AAAAAAAAIG4/5yrEjOXVls4/s1600-h/clip_image004%25255B6%25255D%25255B2%25255D.png"><img style="border-bottom: 0px; border-left: 0px; display: inline; border-top: 0px; border-right: 0px" title="clip_image004[6]" border="0" hspace="12" alt="clip_image004[6]" src="http://lh4.ggpht.com/-O0oSSRNZepA/UpJmbeK4vxI/AAAAAAAAIHA/oHF3rJ1jXCE/clip_image004%25255B6%25255D_thumb.png?imgmax=800" width="106" height="138"></a><i>For more check out the <a href="http://bit.ly/18bwfwP">Lean Change Method: Managing Agile Transformation with Kanban, Kotter, and Lean Startup Thinking</a></i> <div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-7791986914165603162013-10-27T06:13:00.003-07:002013-10-27T06:58:09.703-07:00Toronto Agile Tour 2013 Session<br />
I'll be presenting at #att13 this year. Well not so much presenting as running a workshop. I'll be joined with a team of both peers and clients of mine to help workshop attendees build a change canvas. The idea is to work with anyone coming to the workshop to help map out an agile change using the canvas.<br />
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If you are part of an agile change, or want to get one started come to the workshop and will help you put a change model together. Here is a video describing the workshop below.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjoQk7WRYSVPcQc_49egDAtwHrF-6f46RNo2qS27JWKMP8KeS9S-rzS0YLT-8Yaq6cEeWGbSs1c4c7lmFqg252Kt08c96g5bsMsNKnR08l8kkKs1bkdYkCU6SX6UledJhIze89cAzq2k0xp/s1600/cover_thumbnail.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjoQk7WRYSVPcQc_49egDAtwHrF-6f46RNo2qS27JWKMP8KeS9S-rzS0YLT-8Yaq6cEeWGbSs1c4c7lmFqg252Kt08c96g5bsMsNKnR08l8kkKs1bkdYkCU6SX6UledJhIze89cAzq2k0xp/s1600/cover_thumbnail.png" /></a></div>
<i style="mso-bidi-font-style: normal;"><span lang="EN" style="color: #333333; font-family: "Helvetica","sans-serif"; font-size: 10.5pt; mso-ansi-language: EN;">For more check out the <a href="http://bit.ly/1eJfcbh">Lean Change Method: ManagingAgile Transformation with Kanban, Kotter, and Lean Startup Thinking</a></span></i><br />
<div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-32469841809404340252013-10-26T11:51:00.001-07:002013-10-26T19:28:43.017-07:00Updating Your Canvas Based on Your Improvement ExperimentsAt some point you will want to take the time to update the Change Canvas to reflect any new learning that resulted from the Improvement Experiment. This could include rebalancing benefits and commitments, desired target options, or any other component on the canvas.<br />
I recommend setting an explicit Kanban style policy concerning when to take the time to update the Change Canvas. Options include whenever an experiment is finished, or on a set cadence, perhaps biweekly or monthly.<a href="http://bit.ly/1eJfcbh"><img align="right" alt="clip_image001" border="0" height="142" hspace="12" src="http://lh4.ggpht.com/-sL6CQ5O2gPs/UmwPKHf_kTI/AAAAAAAAH5w/iH9mX5AhSnk/clip_image001%25255B3%25255D.png?imgmax=800" style="border-color: -moz-use-text-color; border-style: none; border-width: 0px; display: inline; margin-left: 0px; margin-right: 0px;" title="clip_image001" width="244" /></a> <br />
I often run a session with change participants to annotate the canvas for correctness, again using green, yellow, and red markers for portions of the change model that are believed to be correct, partially correct, and completely incorrect. Participants may also annotate the canvas with a statement that describes "why" a certain assumption is not turning out to be true. <br />
<a href="http://lh4.ggpht.com/-jx51A0CZ0E0/UmwPKlWBNyI/AAAAAAAAH54/xACHwxqZ5kg/s1600-h/clip_image002%25255B8%25255D.png"><img alt="clip_image002" border="0" height="448" src="http://lh3.ggpht.com/-JdO8sI41bvk/UmwPLIEie_I/AAAAAAAAH6A/r-CM0YvPxvQ/clip_image002_thumb%25255B5%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image002" width="644" /></a> <br />
The Change Canvas can then be updated to reflect the latest understanding and newest learning. This can include looking at the existing Improvement Experiment backlog and re-factoring it to consider the new information added to the Change Canvas. <br />
<a href="http://lh3.ggpht.com/-XoM96Ve3xOQ/UmwPLlYo7vI/AAAAAAAAH6I/Dcwn297-eyU/s1600-h/clip_image003%25255B8%25255D.png"><img alt="clip_image003" border="0" height="374" src="http://lh3.ggpht.com/-KEwfTocirJA/UmwPMA7WMuI/AAAAAAAAH6M/07esdYMz3gs/clip_image003_thumb%25255B5%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image003" width="644" /></a> <br />
<h5>
Performing a Change Pivot </h5>
When a large number of experiments do not meet expectations, then it is time to consider a change pivot. A change pivot involves wholesale modifications to the Change Canvas, and underlying change model. When executing a change pivot, one key aspect of the change model is altered, while keeping another aspect intact. Examples of a change pivot include: <br />
1. Choosing a different set of change participants <br />
2. Selecting a different set of methods, tools or techniques to adopt <br />
3. Switching up actions and tactics, perhaps going from light touch to high touch or vice versa <br />
4. Scaling back benefits to better reflect time commitments that your change participants can make <br />
<a href="http://lh3.ggpht.com/-odnVYh3qr0Q/UmwPM3oHcNI/AAAAAAAAH6Y/tkMPLBY-JqE/s1600-h/clip_image004%25255B3%25255D.png"><img alt="clip_image004" border="0" height="174" src="http://lh3.ggpht.com/-b3SSBi_8_PM/UmwPNNwm9aI/AAAAAAAAH6c/ZoXB99k8k3o/clip_image004_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image004" width="222" /></a> <br />
<a href="http://lh3.ggpht.com/-9a6iTsSNF9Y/UmwPNl6g0ZI/AAAAAAAAH6k/V9AntBlaN7Y/s1600-h/clip_image005%25255B3%25255D.png"><img alt="clip_image005" border="0" height="138" hspace="12" src="http://lh3.ggpht.com/-B7faJ4cwusE/UmwPNzavrDI/AAAAAAAAH6w/IlEUpJOhW90/clip_image005_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image005" width="106" /></a><i>For more check out the <a href="http://bit.ly/1eJfcbh">Lean Change Method: Managing Agile Transformation with Kanban, Kotter, and Lean Startup Thinking</a></i> . <br />
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<div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-29703474391548060062013-10-26T08:09:00.001-07:002013-10-26T19:29:38.658-07:00Writing Good Improvement ExperimentsA good improvement experiment can take many forms, I design my Improvement Experiments so that they contain the following key items: <br />
1. Explicit activity or action <a href="http://bit.ly/1eJfcbh"><img align="right" alt="clip_image001" border="0" height="142" hspace="12" src="http://lh6.ggpht.com/-Yv6NcdrmYxs/Umva7qxQOZI/AAAAAAAAH34/yPWyHxzxZTM/clip_image001%25255B3%25255D.png?imgmax=800" style="border-color: -moz-use-text-color; border-style: none; border-width: 0px; display: inline; margin-left: 0px; margin-right: 0px;" title="clip_image001" width="244" /></a><span id="goog_107828716"></span><a href="http://www.blogger.com/"></a><span id="goog_107828717"></span> <br />
2. The roles and/or people being affected by the change <br />
3. An outcome or effect as perceived by the people be impacted by the change <br />
4. A constraint, such as a number of sessions, or a time. Where the experiment expires <br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjeyLRgRpiN6316_t6gfyplORhQn_1pipPUQetV3J59_vt8ZUIP2UwG2WZ6C1X_sNr-3fsmIBvegfL-YThheMAkQSzdA5inU9yX8obx2DoDY7oxQALK6BEfj1D_GwYwu9799VDTaE_y8qFK/s1600-h/clip_image003%25255B3%25255D.jpg"><img alt="clip_image003" border="0" height="191" src="http://lh4.ggpht.com/-5g_-zKT8_S4/Umva8pNWmfI/AAAAAAAAH4I/31B1vCk6p6w/clip_image003_thumb.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image003" width="190" /></a> <a href="http://lh5.ggpht.com/-94yuaAK43mc/Umva9Ifp2NI/AAAAAAAAH4Q/MOlnhQyQKcI/s1600-h/clip_image005%25255B3%25255D.jpg"><img alt="clip_image005" border="0" height="82" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgq176MsnfGgmczPnP5MdBAO_UZrNJvlS_pT-YdLK0nmkg4J00zu8LRuzqzixfs82swkJBh-MRA-KyhVP4kttOCQ5_lyRmfHAOqMh4Ds7JibISebL3HP_sJs2sKVY3dBG8y91Wsy0gMzsUo/?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image005" width="91" /></a> <a href="http://lh3.ggpht.com/-1eGtqXvPgYA/Umva-QtaRaI/AAAAAAAAH4g/xypEFaj5e3k/s1600-h/clip_image007%25255B3%25255D.jpg"><img alt="clip_image007" border="0" height="81" src="http://lh5.ggpht.com/-v7XeSq_v-LU/Umva-87GZFI/AAAAAAAAH4o/zJ92OS9kiHc/clip_image007_thumb.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image007" width="85" /></a> <a href="http://lh6.ggpht.com/-znkmLOG9jS4/Umva_dARHtI/AAAAAAAAH4w/1xZhaYIAQ8c/s1600-h/clip_image009%25255B3%25255D.jpg"><img alt="clip_image009" border="0" height="105" src="http://lh6.ggpht.com/-N7NSdYLQoyc/Umva_y-DGDI/AAAAAAAAH44/s7Xf2KqfWUg/clip_image009_thumb.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image009" width="69" /></a> <br />
Change agents should feel free to experiment with the exact format of an Improvement Experiment ticket, I tend to work with the following format: <br />
-an action- -with/for- - a specific change participant- -will result in- -an outcome- -within some constraint- <br />
an example could be: <br />
"co-facilitated story mapping sessions with the business analysts and business subject matter experts will result in them feeling that they can effectively determine solution scope and structure after 3 supported sessions" <br />
The <i>activity</i> is an explicit action that the change agent is going to execute in collaboration with change participants. <br />
The <i>specific change participant</i> is simply the one or more of the change participants listed on the canvas that will be participating in the Improvement Experiment. <br />
The <i>outcome</i> is the expected results, this can be in the form of improved capability, improved performance, or some other benefit. It's a good practice to write the outcome from the perspective of the change participants, how they perceive improvement is taking place (or not). <br />
The <i>constraint</i> can be expressed in the form of a time period, i.e. "after two weeks" or a number of instances of a certain activity, i.e. "after three sessions". A constraint can also be specified as the occurrence of a specific event, iwhen the emergency defect occurs". <br />
It's important to phrase validation from the <i>perspective of the change participants</i>, rather than using language that specifies achievement of some goal in a generic way. For example: <br />
"developers will become TDD ninjas after three weeks of coding dojo's" isn't as good as "developers will indicate their mastery of TDD after three coding dojo's". <br />
We want to structure our outcomes like this because it helps to enforce the idea that all validation of an Improvement experiment has to come from the change participant. It's not enough for a change agent to evaluate the impact of an improvement on change participants. Embedding language that hypothesizes how a <i>change participant will indicate his reaction to a change</i> encourages this mindset. <br />
<a href="http://lh5.ggpht.com/-cQAp3kmiT4E/UmvbAXQcbHI/AAAAAAAAH48/y4pvvkqlzi0/s1600-h/clip_image011%25255B3%25255D.jpg"><img alt="clip_image011" border="0" height="125" src="http://lh4.ggpht.com/-nX-8YcrlSDc/UmvbA0z9jNI/AAAAAAAAH5I/LGx-s8YxnTc/clip_image011_thumb.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image011" width="130" /></a> <br />
The nature of the experiment will vary depending on where a Minimum Viable Change is within the lifecycle. Here are some examples of improvement experiments that could be part of each of the 4 states within the validated chief lifecycle: <br />
<a href="http://lh3.ggpht.com/-YyAlFkbpLOw/UlFyo6uOzKI/AAAAAAAAGRg/_7Pv9-rqKsc/s1600-h/clip_image008%25255B9%25255D.png"><img alt="clip_image012" border="0" height="209" src="http://lh4.ggpht.com/-lTW5jIfHPjo/UmvbBpqyuOI/AAAAAAAAH5Q/B_UFA_duwpk/clip_image012%25255B9%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image012" width="611" /></a> <br />
· the online team can identify enough problem statements to provide a clear case for the adoption of agile technical practices after 3 facilitated workshops (agree on urgency) <br />
· the portal technology group can articulate and contextualize a more agile working model after 1 week of brainstorming (negotiate change) <br />
· analysts who are part of the International Teller Program Will tell me that they can perform agile style story analysis after 2 weeks of coaching (validated adoption) <br />
· including developers in detail story analysis will reduce defects by 50% after one month (verify performance) <br />
Regardless of whether you use the rest of the method in its entirety, running an agile adoption or transformation as a set of improvement experiments helps to reframe a change agent activity is something that can be put under constant scrutiny, helping the change agent examine his tactics, and possibly changing his strategy if necessary. <br />
<a href="http://lh5.ggpht.com/-w3gPPDPNuRA/UmvbCNQlLPI/AAAAAAAAH5Y/tc_-QN5fz5Y/s1600-h/clip_image013%25255B3%25255D.png"><img alt="clip_image013" border="0" height="138" hspace="12" src="http://lh6.ggpht.com/-pvFGB6YwfmI/UmvbCriEiuI/AAAAAAAAH5g/F6SItnZm4oU/clip_image013_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image013" width="106" /></a><i>For more check he <a href="http://bit.ly/1eJfcbh">Lean Change Method: Managing Agile Transformation with Kanban, Kotter, and Lean Startup Thinking</a></i> <br />
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<div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-71652466794844333122013-10-25T14:47:00.001-07:002013-10-26T19:30:52.582-07:00Improvement Experiments In Action - Continuing Our Story of Danny the DeveloperIn order to show how Improvement Experiments can be used, Let's continue following <a href="http://bit.ly/1eJfcbh"><img align="right" alt="clip_image001" border="0" height="142" hspace="12" src="http://lh6.ggpht.com/-N5Ykq7QSayg/UmrmwO1TMwI/AAAAAAAAH1c/cILqHnviwN4/clip_image001%25255B3%25255D.png?imgmax=800" style="border-color: -moz-use-text-color; border-style: none; border-width: 0px; display: inline; margin-left: 0px; margin-right: 0px;" title="clip_image001" width="244" /></a><a href="http://agileconsulting.blogspot.ca/2013/07/how-danny-developer-used-lean-change.html">Danny</a> as he works with his team to Improve delivery performance.<br />
<h3>
Filling the Backlog</h3>
After a couple of planning sessions Danny and his team come up with a set of Improvement Experiments That they feel will result in executing on their change model. The group then prioritizes these Improvement Experiments into various two-week blocks. <br />
They take care to put no more than 3 Improvement Experiments in each block, as the team feels that this is the maximum amount of change the team could absorb every two weeks. <br />
<a href="http://lh6.ggpht.com/-SKBjr7kA4u4/UmrmxZm6anI/AAAAAAAAH1k/FgpH2uMtfoM/s1600-h/clip_image002%25255B8%25255D.png"><img alt="clip_image002" border="0" height="453" src="http://lh3.ggpht.com/-hD7Y82d1Gs4/UmrmzYSzdyI/AAAAAAAAH1s/x3-TE5y_hzo/clip_image002_thumb%25255B5%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image002" width="644" /></a> <br />
<h3>
Preparing New Improvement Experiment</h3>
When December 1rst rolls around, tickets can start moving into the Next column, signifying that new improvement items should be started. Note that only two tickets are moved as this is the current Wip limit being set by the team. <br />
The team then decides to move the value stream mapping session into the Prepare state. <br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj084F0NMXNdZgr2D1pnbAsFn_eWOUGRlUwHMNBRPrpp2Tvj4yZuANAVxqUWjRVQyRF5PNbsn9SYcLMj3NINgCi0w-keot0pFT6QyN96x7QKZT5u9Zf5GcCkIvLLYAw6e82ESabwayhpX2H/s1600-h/clip_image003%25255B8%25255D.png"><img alt="clip_image003" border="0" height="484" src="http://lh3.ggpht.com/--GPqdODs8bQ/Umrm1nPyZpI/AAAAAAAAH18/Digm0NZohvQ/clip_image003_thumb%25255B5%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image003" width="611" /></a> <br />
As tickets are moved through the prepare state the first thing we do is rewrite the ticket so that it supports the notion of testability. Each test should validate the assumptions behind the change, represented in one or more sections of the Change Canvas. <br />
In this instance Danny and the team rewrite the value stream mapping Improvement Experiment so that it says "value stream mapping sessions will allow change participants to reveal urgencies after 3 sessions ". <br />
<a href="http://lh5.ggpht.com/-vH0dOA5lD0Y/Umrm2lzwPpI/AAAAAAAAH2E/hy3I6aGAzs4/s1600-h/clip_image004%25255B8%25255D.png"><img alt="clip_image004" border="0" height="484" src="http://lh5.ggpht.com/-QuuMyeqMVoU/Umrm3yvz2XI/AAAAAAAAH2M/N5by_Sbi0L0/clip_image004_thumb%25255B5%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image004" width="608" /></a> <br />
As an Improvement Experiment is moved into the Prepare column, it is rewritten using this experimental format. The change agent then does all the necessary preparation work to get the improvement ready. Examples include preparing for workshops, developing training guides, scheduling sessions, sending out communications, etc. <br />
In Danny's case he works with a new, external, agile consultant recently brought to the engagement. They work together to prepare workshop material, book rooms, and coordinate everybody's schedule to make sure that they are able to run three workshops dedicated to reviewing and suggesting some fixes using the value stream mapping process. <br />
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<h3>
Introducing the Experiment</h3>
Once this Improvement Experiment has been prepared, it can now be moved to the Introduce column, this is a signal that the team is now actively running sessions, trying out new techniques, etc., and potentially even benefits from the improvement items. This benefit could be in the form of validation of change assumptions, or actual realization of benefits on the change canvas. <a href="http://lh5.ggpht.com/-uaw3iyJjPBQ/Umrm4uZoSMI/AAAAAAAAH2U/Xxavp_61vaU/s1600-h/clip_image005%25255B9%25255D.png"><img align="left" alt="clip_image005" border="0" height="484" src="http://lh4.ggpht.com/-azBxHY8pMBA/Umrm5yoqo2I/AAAAAAAAH2c/Z4KQq-qXV_4/clip_image005_thumb%25255B6%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline; margin-left: 0px; margin-right: 0px;" title="clip_image005" width="609" /></a> <br />
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The Improvement Experiment continues until either the experiment has proven true or false, or the constraint has elapsed. <br />
In Danny's case, the value stream mapping Improvement Experiment is moved into the Learn column after three sessions have been completed. <br />
<h3>
</h3>
<h3>
Learning from the Experiment</h3>
At this point the experiment is moved to the Learn column, and evaluated for success. <br />
It is important for change agents not to fall into the trap of evaluating experiments on their own, ultimately it is the change participant who needs to make the call about whether an Improvement Experiment is successful or not. In our experience Improvement Experiments do not always simply pass or fail, for this reason we have used A three outcome approach. Success, fail, and partial success. (and tagged with, green, red, or orange markers) <br />
As various Improvement Experiments are passed through the Learn column, the canvas can be evaluated for correctness. Failed experiments are to be expected, and will indicate a need to modify certain sections of the canvas. <br />
If we continue to follow Danny's progress, we can see that the value stream mapping experiment was successful in that he was able to come up with a good set of urgencies with his change participants. Unfortunately, Danny was not able to collaborate with his team to come up with a target options model based on a big A-Agile solution. This latter Improvement Experiment is telling Danny that he needs to rethink what the solution is going to look like if it's going to be of value to his change participants. <br />
<a href="http://lh6.ggpht.com/-pEeQtBUx4xA/Umrm6wiwFAI/AAAAAAAAH2k/LQfPvJl5ycA/s1600-h/clip_image006%25255B8%25255D.png"><img alt="clip_image006" border="0" height="439" src="http://lh6.ggpht.com/-1uDOcMkdGW0/Umrm8ZPqXxI/AAAAAAAAH2s/cg9fehRJudU/clip_image006_thumb%25255B5%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image006" width="644" /></a> <br />
Typically as one Improvement Experiment is being prepared, introduced, and evaluated, other Improvement Experiments are being pulled through the Improvement Experiment Kanban based on the capacity limits. Here is a snapshot of the entire Improvement Experiment Kanban. <br />
<a href="http://lh5.ggpht.com/-BnHUG62csRM/Umrm87Ff6zI/AAAAAAAAH20/kkc19DKQUuI/s1600-h/clip_image007%25255B8%25255D.png"><img alt="clip_image007" border="0" height="299" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjk8omx2P0qePegV3ydCovH5C0xGoJNF0jCGktuAfj2lDnUKQjgEGobSmaH4nQkaMcOYf-31UMJhYawtc7x-MsE2Qd2arJh9c3LPE4FSMn4WkU1wQmuQ-RgksgPZ4Garh5tk2cuulWRdyHb/?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image007" width="644" /></a> <br />
Breaking up a change model represented on the canvas into a set of Improvement Experiments and then managing them using a Kanban system provides the team with real-time insight on how the change effort is progressing, much like a Kanban system can help software delivery teams provide insight on how a software project is progressing. <br />
<a href="http://bit.ly/1eJfcbh"><img alt="clip_image008" border="0" height="138" hspace="12" src="http://lh6.ggpht.com/-yMz7IT3OYOQ/Umrm-sNxnBI/AAAAAAAAH3M/knUb4ovpb9I/clip_image008_thumb.png?imgmax=800" style="border-color: -moz-use-text-color; border-style: none; border-width: 0px; display: inline;" title="clip_image008" width="106" /></a><i>For more check out the <a href="http://bit.ly/18bwfwP">Lean Change Method: Managing Agile Transformation with Kanban, Kotter, and Lean Startup Thinking</a></i> <br />
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<div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-12431934644857449962013-10-25T06:29:00.001-07:002013-10-26T19:31:33.305-07:00Validate Your Agile Change with an Improvement Experiment KanbanIn various recent posts I have talked about how a <a href="http://agileconsulting.blogspot.ca/2013/08/refining-change-canvas-to-represent.html">Minimum Viable Change</a> as small as it can be. An MVC also has to be <i>viable</i>. <br />
<a href="http://lh4.ggpht.com/-RSvotXoXExo/UmpyPlArpII/AAAAAAAAHzs/pxNRw5aVNPY/s1600-h/clip_image001%25255B3%25255D.png"><img alt="clip_image001" border="0" height="221" src="http://lh5.ggpht.com/-QlOOt0QAvUk/UmpyQfMBqEI/AAAAAAAAHzw/boMGN43bTUU/clip_image001_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image001" width="244" /></a> <br />
For a change to be viable, we need to continually validate the different aspects of that change. This validation can be achieved by implementing our change using a discrete set of Improvement Experiments. As each Improvement Experiment is introduced to change participants, the experiment is evaluated, providing insight into <a href="http://bit.ly/1eJfcbh"><img align="right" alt="clip_image002" border="0" height="142" hspace="12" src="http://lh4.ggpht.com/-luxg048GxpY/UmpyQsHfvZI/AAAAAAAAHz4/4nAt8vGbk8o/clip_image002%25255B3%25255D.png?imgmax=800" style="border-color: -moz-use-text-color; border-style: none; border-width: 0px; display: inline; margin-left: 0px; margin-right: 0px;" title="clip_image002" width="244" /></a>the validity of the change model represented on the canvas. <br />
One way to manage Improvement Experiments is to track them using an Improvement Kanban System. The Improvement Kanban tracks the progress of Improvement Experiments as they are introduced to change participants. Each MVC typically has its own separate Improvement Kanban board. Frequently, the Improvement Kanban is placed directly under the <a href="http://agileconsulting.blogspot.ca/2013/07/how-danny-developer-used-lean-change.html">Change Canvas</a> that is used to represent the MVC in question. <br />
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<a href="http://lh5.ggpht.com/-pru4tqjnwFg/UmpyREAikeI/AAAAAAAAH0E/SZ7gMoE7Lo0/s1600-h/clip_image003%25255B7%25255D.png"><img alt="clip_image003" border="0" height="587" src="http://lh3.ggpht.com/-EBRwf-PSPgA/UmpyRk2K_FI/AAAAAAAAH0M/0dipAaKsnPo/clip_image003_thumb%25255B4%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image003" width="1028" /></a> <br />
Different columns represent different states within the improvement lifecycle. As Improvement Experiments complete a particular state they move from left to right across the Improvement Experiment Kanban. <br />
The left side of the Kanban represent items that have not yet started, basically an improvement backlog. It is recommended to use a regularly reoccurring cadence to schedule replenishment of Improvement Experiments. In this case each column represents a two-week interval in the future. What this would mean is that every two weeks the change agent and change participants would meet and start on the Improvement Experiments within the appropriate column. Depending on the number of improvement items and a timeline of the change, a later/optional column could also be placed to the very left, signifying improvement items that may be "stretch" goals. <br />
<a href="http://lh3.ggpht.com/-G1diPIpCMIs/UmpySC78X8I/AAAAAAAAH0Q/PgTUc9lYS4U/s1600-h/clip_image004%25255B6%25255D.png"><img alt="clip_image004" border="0" height="593" src="http://lh4.ggpht.com/-X3J5x92lGcU/UmpySvd_79I/AAAAAAAAH0c/yDBnE8t7EaI/clip_image004_thumb%25255B3%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image004" width="808" /></a> <br />
The right side of the Kanban represents items that are currently in progress, and follow a simple prepare, introduce, and learn lifecycle. <br />
<a href="http://lh4.ggpht.com/-3wCzIx48Y0c/UmpyTGnR2GI/AAAAAAAAH0k/pXzQLJ9LUH4/s1600-h/clip_image005%25255B6%25255D.png"><img alt="clip_image005" border="0" height="591" src="http://lh5.ggpht.com/-HPjv8jepwng/UmpyThUsNpI/AAAAAAAAH0o/_hT3uDRQ8Bo/clip_image005_thumb%25255B3%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image005" width="664" /></a> <br />
The numbers on top of each column is known as a work in process limit, or WIP limit for short. This number represents a recommended limit to how many tickets should be in a particular state at a time. This "inventory leveling" is a feature of Kanban that helps ensure that value flows quickly through a system and an individual work ticket does not spend too much time waiting around in one particular state. <br />
Below is a real-life example of a MVC Change Canvas along with an Improvement Experiment Kanban below it. <br />
<a href="http://lh5.ggpht.com/-x-QAYuxOnNE/UmpyULdGe2I/AAAAAAAAH0w/4de32KWPW_g/s1600-h/clip_image006%25255B6%25255D.jpg"><img alt="clip_image006" border="0" height="705" src="http://lh3.ggpht.com/-fEyA8S94Fhc/UmpyUt4GCAI/AAAAAAAAH04/6sN7idZRLB0/clip_image006_thumb%25255B3%25255D.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image006" width="869" /></a>. <br />
<a href="http://bit.ly/1eJfcbh"><img alt="clip_image007" border="0" height="138" hspace="12" src="http://lh3.ggpht.com/-t_QzsTe5Evw/UmpyVWnn7qI/AAAAAAAAH1I/eZUv2-YsCFI/clip_image007_thumb.png?imgmax=800" style="border-color: -moz-use-text-color; border-style: none; border-width: 0px; display: inline;" title="clip_image007" width="106" /></a><i>For more check out the <a href="http://bit.ly/1eJfcbh">Lean Change Method: Managing Agile Transformation with Kanban, Kotter, and Lean Startup Thinking</a></i> <br />
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<div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-7466130555226613922013-10-24T15:30:00.001-07:002013-10-26T19:32:03.629-07:00A Change Canvas Action Cheat SheetHere is a quick cheat sheet I put together to help people when trying to navigate a <a href="http://agileconsulting.blogspot.ca/2013/07/how-danny-developer-used-lean-change.html">Change Canvas</a>. Enjoy!<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjS5jhD7LqWZRbi7XQmRf27SbJAZT-yO3bqq75ro3Wy6ibrv6Y-UgRG-T4huVbZjXSby2ZGLBsrja4_VV1cPB2nK9nHCTfOzjSmQeo9R-VXFuy-W4lFnKLTaDFAVr1amaFFBLx4LekjhfKq/s1600/action_sheet.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjS5jhD7LqWZRbi7XQmRf27SbJAZT-yO3bqq75ro3Wy6ibrv6Y-UgRG-T4huVbZjXSby2ZGLBsrja4_VV1cPB2nK9nHCTfOzjSmQeo9R-VXFuy-W4lFnKLTaDFAVr1amaFFBLx4LekjhfKq/s1600/action_sheet.png" /></a></div>
<a href="http://lh3.ggpht.com/-2byzunS6SeA/UmmfMjef7TI/AAAAAAAAHyk/nrcDjq4NbNQ/s1600-h/clip_image001%25255B6%25255D.png"><br /></a> <br />
<a href="http://bit.ly/1eJfcbh"><img alt="clip_image002" border="0" height="138" hspace="12" src="http://lh3.ggpht.com/-UGU8BZq9hYk/UmmfV8o-zNI/AAAAAAAAHy8/_fdto7DKTu0/clip_image002_thumb.png?imgmax=800" style="border-color: -moz-use-text-color; border-style: none; border-width: 0px; display: inline;" title="clip_image002" width="106" /></a><i>For more check out the <a href="http://bit.ly/1eJfcbh">Lean Change Method: Managing Agile Transformation with Kanban, Kotter, and Lean Startup Thinking</a></i> <div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-44566885754896246492013-10-24T11:39:00.001-07:002013-10-26T19:32:37.534-07:00Using Kanban to Manage the Flow of Agile ChangeKanban, as described by David J. Anderson's book "Kanban: Successful Evolutionary Change for Your Business", is an ideal method to manage both continuous operation and continues improvement for all kinds of knowledge work systems. Kanban is a lean inspired management method that helps knowledge workers continually <a href="http://bit.ly/18bwfwP"><img align="right" alt="clip_image001" border="0" height="176" hspace="12" src="http://lh5.ggpht.com/-78Sfwq9H1Tk/UmlpFSk6mKI/AAAAAAAAHyE/Eh2d11jT1KI/clip_image001%25255B20%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline; margin-left: 0px; margin-right: 0px;" title="clip_image001" width="304" /></a>improve work performance through a combination of visualization, just-in-time value creation, and focus on flow. Kanban is an excellent method to help manage and improve the operations of an agile change initiative. <br />
Kanban is a core concept to the Lean Change method. Kanban is used in the following ways: <br />
1. to track and manage both minimum viable changes and improvement experiments on various kanban boards <br />
2. as a means of providing quantifiable validation of improvement experiments and the underlying change during the <i>verify performance </i>stage of the Validated Change Lifecycle. <br />
3. As an alternative change management method that can take over from the method once the organization achieves sufficient maturity to operate in a continuous improvement mindset <br />
<h5>
Both Minimum Viable Changes and Improvement Experiments Are Managed Visually Using Kanban Systems</h5>
A focal premise of the Lean Change method is that <i>Kanban is used to manage the flow of change</i>, taking advantage of visual, just-in-time techniques. The Lean Change method uses various Kanban boards to define and visualize how change progresses through the organization, helping change agents get into a state of change "flow". <br />
A<i> Validated</i> <i>Change Kanban</i> is used to track individual Minimum Viable Changes as they pass through the Validated Change Lifecycle. This allows teams of change agents to coordinate and collaborate during a change initiative, taking advantage of Kanban features such as visualization, explicit policies, standups, and limiting the amount of change in progress. <br />
<a href="http://lh6.ggpht.com/-xPwl8Jm2Zy0/UmlpF1gVuMI/AAAAAAAAHyM/O8cLuqzNjA0/s1600-h/clip_image002%25255B7%25255D.png"><img alt="clip_image002" border="0" height="463" src="http://lh5.ggpht.com/-W6rmTBaJhQ8/UmlpGl-BXFI/AAAAAAAAHyU/iW5sFeJ_62o/clip_image002_thumb%25255B4%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image002" width="644" /></a> <br />
An <i>Improvement Experiment</i> Kanban is used to track Improvement Experiments for each Minimum Viable Change. As an MVC passes through each state in the Validated Change Lifecycle, various portions of the change are validated using one or more Improvement Experiments. Each MVC typically has its own dedicated Improvement Experiment Kanban, placed right next to, or right below, the Change Canvas used to describe the Minimum Viable Change. <a href="http://lh6.ggpht.com/-kVZi0T-BLgg/UmlpHdlLNYI/AAAAAAAAHw0/Wj26Dru4wLA/s1600-h/clip_image003%25255B11%25255D.png"><img alt="clip_image003" border="0" height="369" src="http://lh5.ggpht.com/-_M_GTIfPIoc/UmlpIK5vKlI/AAAAAAAAHw8/luO_Ja2lY8g/clip_image003_thumb%25255B8%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image003" width="644" /></a> <br />
<h5>
Changes Eventually Need to Be Measured in Terms of Improved Performance, Kanban Provides an Excellent Set of Techniques to Do so</h5>
I've already talked previously around how Improvement Experiments are used to validate different aspects of a Minimum Viable Change. As change participants gain experience in lean and agile methods, they start to evaluate Improvement Experiments against performance metrics. Because of its origins within lean, Kanban provides mousedown 20 a rich set of metrics such as leadtime, throughput, and failure intake that can be analyzed using statistical process control or cumulative flow diagrams. <br />
<a href="http://lh3.ggpht.com/-p8dQOO2Q6Tk/UmlpIjrDqDI/AAAAAAAAHxE/usryXUEY4gQ/s1600-h/clip_image004%25255B10%25255D.png"><img alt="clip_image004" border="0" height="484" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh_FwuT7b9YBW5bNR8w9hXQLLzrGmCXhrAA9-61UGdDWw7f-fZ0OR1wJ2TeB6L1RRFjL5S_saTANAWr1CQBDm5KWN60Fydz_xJ3o467JtBnjv5Mc3hEa7Yo12iiZL2liJh_vz9_cX-_fbZN/?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image004" width="603" /></a> <br />
Making this concept real, when a Minimum Viable Change passes through the Verify Performance state, Improvement Experiments can then be evaluated to see if one or more kanban inspired metrics improve. An example of an improvement experiment implemented during the verify performance page could be <i>conducting developer reviews of unfinished requirements documentation on a weekly basis will reduce UAT defect density by at least 30% after one month</i>. <br />
<h5>
Once the Organization Achieves Sufficient Maturity, Kanban Can Take over As the Change Management Method</h5>
Kanban is described as a change management method in its own right, by David J. Anderson and others in the LeanKanban community. This change management approach borrows many techniques and ideas from lead and other bodies of knowledge to enable a viral, and evolutionary change management approach designed to help organizations gradually become more agile over time. <br />
<a href="http://lh3.ggpht.com/-AIV3_ewtkgY/UmlpKMbdvYI/AAAAAAAAHxU/ssvgkUevR8o/s1600-h/clip_image005%25255B8%25255D.png"><img alt="clip_image005" border="0" height="307" src="http://lh4.ggpht.com/-8XVlfvHF7ns/UmlpK267kZI/AAAAAAAAHxc/70YTAVErE7E/clip_image005_thumb%25255B5%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image005" width="381" /></a> <br />
Kanban is designed to provide a gradual way for technology knowledge workers to improve. Knowledge workers start by mapping out their existing delivery process and visualizing this process using a Kanban system, typically manifested as a Kanban card wall. <br />
<a href="http://lh5.ggpht.com/-rXevqFqAlLc/UmlpLdJuYoI/AAAAAAAAHxk/l5k-lRJxYxs/s1600-h/clip_image006%25255B6%25255D.png"><img alt="clip_image006" border="0" height="140" src="http://lh6.ggpht.com/-xeaYAttOMnY/UmlpMD3cTUI/AAAAAAAAHxs/M7OdVTQuGaQ/clip_image006_thumb%25255B3%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image006" width="332" /></a> <br />
A combination of methods are used to enable a grassroots, continuous improvement mindset, that in some conditions can virally spread across the organization. These techniques include explicit and visual policies that govern how work is conducted, limiting work in process to enable flow, connecting value delivery through frequent regularly scheduled cadences, and allocating work across visually colored classes of service. <br />
So why not just use Kanban by itself and forget about the Lean Change entirely? It's been my experience that the Kanban method, used in isolation, is not always sufficient to help organizations transform to a more agile state. In some circumstances, helping clients adopt the Kanban method has resulted in amazing performance improvements. In other cases I've seen people attempting to use the method never quite grokking the continuous improvement mindset. Even more unfortunate were the cases where teams were doing well, but management did not adequately support changes being suggested by people who adopted the Kanban method, causing those people to eventually become disgruntled, and abandon the change effort. I have personally experienced a number of Kanban-based agile adoption that stalled because of a lack of patience, existing expertise, or direction. <br />
<a href="http://lh5.ggpht.com/-E-vqoPB5MBs/UmlpMzlMe7I/AAAAAAAAHvc/npaGnyxiduY/s1600-h/clip_image007%25255B3%25255D.png"><img alt="clip_image007" border="0" height="229" src="http://lh6.ggpht.com/-SQHmavAkvQ0/UmlpNncKRoI/AAAAAAAAHvo/xlqJhjd3L1Q/clip_image007_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image007" width="244" /></a><a href="http://lh5.ggpht.com/-IGgtdtPLlrc/UmlpO12wg_I/AAAAAAAAHvs/kaW40uzVHVg/s1600-h/clip_image008%25255B3%25255D.png"><img alt="clip_image008" border="0" height="178" src="http://lh6.ggpht.com/-t1UYXMZR5xI/UmlpP7v1CCI/AAAAAAAAHv4/QhDMHdct7e0/clip_image008_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image008" width="190" /></a> <br />
<a href="http://lh3.ggpht.com/-Jd0a1oHo4EI/UmlpQ80uaWI/AAAAAAAAHv8/XMiHhgR0mEE/s1600-h/clip_image009%25255B3%25255D.png"><img alt="clip_image009" border="0" height="97" src="http://lh4.ggpht.com/-4_Vg-jisAlc/UmlpRQCpCFI/AAAAAAAAHwI/p383200om_s/clip_image009_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image009" width="244" /></a> <br />
The Lean Change method enhances Kanban to <i>provide the aspects of a managed change initiative that can help organizations receive the guidance and support they need to be get started</i> with Kanban, or some other continuous improvement method. Eventually, the goal of any agile or lean change initiative is to reduce the need any for an official "managed" change. We want to move from a transformative change mindset to an incremental, evolutionary change mindset. The sign of a true healthy, agile organization is one where improvement is continuous, and driven from employees doing the work. <br />
In A nutshell, Kanban is an ideal method to supports the organization's efforts to continually adapt and improve. Lean Change is there to help with explicit change planning and change coordination when required, whether that change is larger or smaller. Kanban can take over when and where continuous improvement is more appropriate. <br />
Think of Lean Change as a mechanism to make some of the more overt changes required to prepare an organization for Kanban. As change participants get used to working in a lean and agile context, they can start using Kanban to continually improve at their own pace, independent of any "managed change" effort. <br />
<a href="http://bit.ly/1eJfcbh"><img alt="clip_image010" border="0" height="138" hspace="12" src="http://lh3.ggpht.com/-AZVZvPsssko/UmlpTkJDBzI/AAAAAAAAHwc/lkQxVHrWk0k/clip_image010_thumb.png?imgmax=800" style="border-color: -moz-use-text-color; border-style: none; border-width: 0px; display: inline;" title="clip_image010" width="106" /></a><i>For more check out the <a href="http://bit.ly/1eJfcbh">Lean Change Method: Managing Agile Transformation with Kanban, Kotter, and Lean Startup Thinking</a></i> . <br />
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<div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-63895043593527361092013-10-24T10:24:00.001-07:002013-10-26T19:33:43.862-07:00Managing Change Like a StartupA major premise of the Lean Change method is that a startup is a good metaphor for a change initiative, and hence can benefit from techniques similar to those found in the lean Startup method<br />
What inspired me and my team to look to the Lean Startup domain to help with agile organizational change? <br />
<h5>
Organizational Change Is Unpredictable</h5>
First of all, if there is one thing that is true about large-scale change initiatives, it is that outcomes are extremely hard to predict. When running a change management program, we are trying to help an organization get to improved business outcomes. We do this by defining a target state and planning a set of change actions. <a href="http://bit.ly/18bwfwP"><img align="right" alt="clip_image001[4]" border="0" height="142" hspace="12" src="http://lh4.ggpht.com/-HrSvR7V-iWA/UmlXlxcPsgI/AAAAAAAAHnk/KjVer2uLZJs/clip_image001%25255B4%25255D%25255B2%25255D.png?imgmax=800" style="border-color: -moz-use-text-color; border-style: none; border-width: 0px; display: inline; margin-left: 0px; margin-right: 0px;" title="clip_image001[4]" width="244" /></a> <br />
If we are being honest, many of the upfront choices we make concerning our change are really just assumptions. As we execute our change plan, we continually uncover new information about business value, existing capability, current culture, workload, and a variety of other facts. This new information requires us to constantly rethink the validity of our assumptions. <br />
Existing change management methods make it really hard to ensure that our change plan keeps up with our continued learning. Major failure has to occur before a change in direction is considered. As a result, organizations end up with a change that does Not provide the intended value. <br />
<h5>
Much of the Advice Provided from the Lean Startup Method Can Apply to Managed Change</h5>
When looked at from this light, <i>a change initiative can be thought of as a kind of startup</i> . The good news is that a lot of advice exists around how to maximize a startup's chance of success. The <i>Lean Startup</i> method applies lean thinking to the unpredictable world of startups. With a little work, techniques and concepts taken from the lean startup method can be adapted to support managed change initiatives as well. The Lean Change method does exactly this, providing a managed change framework that allows change agents to strive toward success in the face of unpredictability. <br />
<a href="http://lh5.ggpht.com/-0XGTmEW_pWw/UmlXm5HoLOI/AAAAAAAAHno/a6vS9uVi39g/s1600-h/clip_image002%25255B4%25255D%25255B2%25255D.png"><img alt="clip_image002[4]" border="0" height="221" src="http://lh3.ggpht.com/-bV7ZnDUcP5w/UmlXncIIioI/AAAAAAAAHn0/121SckDNGjI/clip_image002%25255B4%25255D_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image002[4]" width="244" /></a> <br />
As stated previously, many of the tools and concepts in the Lean Change method have been adapted from the the Lean Startup Method to suit organizational change management. <br />
Lean startup inspired techniques covered in this book include: <br />
<h5>
The Change canvas</h5>
Using the Lean Change method we generate models of the future using a holistic, visual approach that emphasize co-creation, prototyping, and re-creation. The folks using the Lean Startup method often create these models using a Lean Canvas or Business Model Canvas. Change agents using the Lean Change method use what is known as a Change Canvas to describe and communicate an agile change plan. <br />
<a href="http://lh4.ggpht.com/-Z-17FWelKCo/UmlXoLC-hcI/AAAAAAAAHqg/JOWbiWQKZUY/s1600-h/clip_image003%25255B4%25255D%25255B10%25255D.png"><img alt="clip_image003[4]" border="0" height="330" src="http://lh6.ggpht.com/-hBB5h10M_vQ/UmlXovdy6nI/AAAAAAAAHqo/KyXTrXway6Q/clip_image003%25255B4%25255D_thumb%25255B8%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image003[4]" width="644" /></a> <br />
The canvas is an informal "plan on a page", laying out many of the "static" elements found in the Kotter Eight Steps of Change lifecycle. The Lean Change method uses the Change Canvas in two ways. A <i>Minimum Viable Change (MVC) Canvas</i> describes a small incremental change, one that impacts a limited number of employees. While a <i>Transformation Canvas</i> describes an organizational transformation initiative. In most cases, when I use the term Change Canvas, I am speaking about using a canvas to <i>represent a smaller change such as an MVC</i>.. Often the two terms Change Canvas and MVC Canvas are used interchangeably. When speaking about a canvas used to model a larger transformation, you'll see the term Transformation Canvas be used explicitly. <br />
<h5>
Minimum Viable Changes</h5>
The Lean Startup method advocates delivering market facing value in the smallest possible increment. These increments enable learning about whether a particular startup has a sustainable business model, and are known as Minimum Viable Products or MVPs for short. <br />
When using the Lean Change method, change agents are encouraged to roll out the smallest possible change that will enable learning to understand the viability of an agile change program. These increments are known as a Minimum Viable Change, or MVC for short. Again, Minimum Viable Changes are typically modeled using a Change Canvas. <br />
<a href="http://lh3.ggpht.com/-nCnWlpBIj2Q/UmlXpcYEy6I/AAAAAAAAHoM/kpQz25W9-Pg/s1600-h/clip_image004%25255B4%25255D%25255B2%25255D.png"><img alt="clip_image004[4]" border="0" height="203" src="http://lh5.ggpht.com/-fmwsAsTqx5Y/UmlXp_zEHFI/AAAAAAAAHoQ/tTnw2SlYuFg/clip_image004%25255B4%25255D_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image004[4]" width="244" /></a> <br />
<h5>
The Validated Change Lifecycle</h5>
Successful startups understand that predictions of the future as exactly that, predictions. They thus spend the time to explicitly validate those predictions. Using Lean Change we follow the same mindset. Minimum Viable Changes are introduced to the organization through a Validated Change Lifecycle. We have defined this lifecycle to maximize the change agents ability to accelerate validation of a assumptions behind a particular MVC. <br />
The Validated Change Lifecycle integrates Kotter's Eight Steps with the Meta-Iteration Lifecycle Pattern from the <i>Running Lean</i> book. Using this lifecycle, Minimum Viable Changes are both <i>defined and validated</i> according to a specific sequence. <br />
<a href="http://lh4.ggpht.com/-34dJvg2_pfk/UmlXqRmp5JI/AAAAAAAAHoc/TpA6P3vDDhg/s1600-h/clip_image005%25255B4%25255D%25255B2%25255D.png"><img alt="clip_image005[4]" border="0" height="36" src="http://lh6.ggpht.com/-XKVkT22-jng/UmlXq40BVpI/AAAAAAAAHog/5HTfOkuj1bI/clip_image005%25255B4%25255D_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image005[4]" width="244" /></a> <br />
Change agents start by working with potential change stakeholders to <i>Agree on the the Urgency</i> of why a change is required in the first place. Change agents focus their effort on connecting urgency/problems with a cohort of change participants . The intention is to <i>find change stakeholders who are willing to form the guiding team</i> for a particular MVC. <br />
<a href="http://lh6.ggpht.com/-sWMn5_lsefg/UmlXrkKm2LI/AAAAAAAAHos/a5-ljR5oJEc/s1600-h/clip_image006%25255B4%25255D%25255B2%25255D.png"><img alt="clip_image006[4]" border="0" height="118" src="http://lh3.ggpht.com/-3Vte7YWO9Es/UmlXsYhgqeI/AAAAAAAAHo0/SUxaRSGDVKQ/clip_image006%25255B4%25255D_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image006[4]" width="244" /></a> <br />
Next, change agents and change stakeholders collaborate to <i>Negotiate the Change</i> solution, refining what the MVC will look like. The important part here is that is that the <i>solution is cocreated by both the change participants and change agents</i>. <br />
<a href="http://lh5.ggpht.com/-5kj1DIWv5V0/UmlXs_wQN8I/AAAAAAAAHo4/t1ysZMIXGGY/s1600-h/clip_image007%25255B4%25255D%25255B2%25255D.png"><img alt="clip_image007[4]" border="0" height="208" src="http://lh6.ggpht.com/-lfmmMjYGFE0/UmlXtT6fINI/AAAAAAAAHpE/IbxjOC6aHV8/clip_image007%25255B4%25255D_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image007[4]" width="244" /></a> <br />
Once the change model behind the MVC has been developed, change participants <i>Validate Adoption</i> is taking place. Focus is on validating whether the MVC is helping change participants to <i>effectively change their behavior and improve their expertise in specific methods and skills</i>. <br />
<a href="http://lh6.ggpht.com/-O8Y_hkHuovI/UmlXuPEMnuI/AAAAAAAAHpM/IgS9qC3__5s/s1600-h/clip_image008%25255B4%25255D%25255B2%25255D.png"><img alt="clip_image008[4]" border="0" height="152" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgohm-BVYvWOV80xHCMS8864a6H-cGdYOzXmCr-_BICabuV6TPdwDYjQ3aN1U6MAxYijmvu7j5HpJkboL9hOScCTYz3LC-8EDgduqjFUJQROto7Ft373vot41efXkE-sdVK7IxyG2WF6GRQ/?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image008[4]" width="96" /></a> <br />
As new skills, new behaviors, and new capability is demonstrated, change participants then <i>Verify Performance</i> improvement are resulting from the MVC. We want to ensure that the change is resulting in <i>measurable delivery performance improvements</i> for our change participants. <br />
<a href="http://lh5.ggpht.com/-Uo21xe8nIqU/UmlXvQ36nEI/AAAAAAAAHpY/3EctoFmAqSk/s1600-h/clip_image009%25255B4%25255D%25255B2%25255D.png"><img alt="clip_image009[4]" border="0" height="131" src="http://lh3.ggpht.com/-YQvUNboiLp8/UmlXv2MO6yI/AAAAAAAAHpk/ARbitkv2pzo/clip_image009%25255B4%25255D_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image009[4]" width="244" /></a> <br />
<h5>
Improvement Experiments</h5>
Another key aspect of the Lean Startup method is realizing value through experimentation, supporting activity with a hypothesis, validation, and learn lifecycle, and this has carried over to the Lean Change method as well. As Minimum Viable Changes progress through the Validated Change Lifecycle, change is both implemented and validated by a number of Improvement Experiments. Improvement Experiments have their own lifecycle, each experiment is <i>Prepared</i>, <i>Introduced</i> to change participants, and then provides <i>Learning</i> to change stakeholders. Improvement Experiments are micro, tactical improvement actions that are backed up with a hypothesis that tries to predict the outcome of the improvement. <br />
<a href="http://lh4.ggpht.com/-45rMWTsOGY0/UmlXwh_UFgI/AAAAAAAAHps/hsMn4gUZSBo/s1600-h/clip_image010%25255B4%25255D%25255B2%25255D.png"><img alt="clip_image010[4]" border="0" height="153" src="http://lh5.ggpht.com/-1iOCwR5PH9I/UmlXxcgC83I/AAAAAAAAHp0/euLCfrrkbes/clip_image010%25255B4%25255D_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image010[4]" width="244" /></a> <br />
An example of an Improvement Experiment could be <i>approximately half of the developers within the mobile payment team will adopt basic Test Driven Development as a result of participating in 4 facilitated coding dojo's over the course of a month</i>. <br />
<h5>
Capability and Performance Metrics</h5>
Minimum Viable Changes and Improvement Experiments are validated through measurement. Lean Change provides a number of ways to perform these measurements. Changes are measured primarily from two perspectives. The first perspective is the ability of change participants <i>to adopt, and ultimately excel at new agile and lean methods</i> and techniques. The second perspective is the impact of these techniques on <i>actual delivery performance</i> and value. <br />
<a href="http://lh4.ggpht.com/-xVQ14hgZmkA/UmlXx4pTkmI/AAAAAAAAHp4/Jq6xhJrL0Gk/s1600-h/clip_image011%25255B4%25255D%25255B2%25255D.png"><img alt="clip_image011[4]" border="0" height="84" src="http://lh5.ggpht.com/-BCR3pbpOnks/UmlXyaRytQI/AAAAAAAAHqA/fMIQiB3ZUf8/clip_image011%25255B4%25255D_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image011[4]" width="192" /></a> <br />
Hopefully, I have provided a good summary of the specific techniques and tools <i>that</i> the Lean Change method borrows and adapts from the Lean Startup domain. This should provide some insight into how I have been managing agile organizational change using lean startup thinking and techniques. <br />
<a href="http://bit.ly/1eJfcbh"><img alt="clip_image012[4]" border="0" height="138" hspace="12" src="http://lh3.ggpht.com/-ZUqFLjG4sg0/UmlXzaJwnoI/AAAAAAAAHqU/pY_OJmjfOS0/clip_image012%25255B4%25255D_thumb.png?imgmax=800" style="border-color: -moz-use-text-color; border-style: none; border-width: 0px; display: inline;" title="clip_image012[4]" width="106" /></a><i>For more check out the <a href="http://bit.ly/18bwfwP">Lean Change Method: Managing Agile Transformation with Kanban, Kotter, and Lean Startup Thinking</a></i> . <br />
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<div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com3tag:blogger.com,1999:blog-234465125505359244.post-35461988879354006932013-10-24T07:14:00.000-07:002013-10-26T19:34:49.911-07:00Why Traditional Big "C" Change from Big "C" Consultancies Doesn't Work For Agile Change<b><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgdj4C30qnK1lRH5NA3jfG5OFUJdTdiU_XAx7ZKcZDlB1iUEW_a80nd5prhpMOg1M4boK6IUcw17yI6pOqlfAckXsEFJP8LXVsaxwIwi9Sq4exDCM2VP0keMxzOLrodhkjc3HNNozpGVZQd/s1600/Edge_of_chaos.tif" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="282" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgdj4C30qnK1lRH5NA3jfG5OFUJdTdiU_XAx7ZKcZDlB1iUEW_a80nd5prhpMOg1M4boK6IUcw17yI6pOqlfAckXsEFJP8LXVsaxwIwi9Sq4exDCM2VP0keMxzOLrodhkjc3HNNozpGVZQd/s320/Edge_of_chaos.tif" width="320" /></a><a href="http://lh4.ggpht.com/-NBoljgRAL_A/UiaV9y46a3I/AAAAAAAAFWc/bURtl9z0nwU/s1600-h/clip_image008%25255B3%25255D.gif"></a> </b><br />
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<b>Point 1: The massive organizational shift to get to agile does not lend itself to fixed plans, a static target state, and top-down change</b><br />
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Organizations using traditional management methods rely on detailed planning, command-and-control, and a hierarchical structure. Work is processed by departments that employ specialists of a specific skill set, and typically passed across specialist departments in large batches. <a href="http://bit.ly/1eJfcbh" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="184" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgepklQyEs9aAXvzlS-bSXsnCs9pCOT0VPi8mupg-BHW3xx-F_OjppEAzPZdoSTsbrryd50nppCMMEe0TlzQB_RtTo-JEdUPh4vubR29MaualVBHNk3KBNRu2loXG6TSjd2qcqNjdpMSvm0/s320/front+cover+aside.png" width="320" /></a><br />
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By contrast, organizations using lean and agile methods place a much bigger emphasis on learning rather than planning, and on self organizing teams who rely on a network structure to deliver business value. Work is consumed in frequent iterations, or just in time by teams that are cross functional and contain the majority of skills required to satisfy a particular unit of customer demand. <br />
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Organizations using traditional methods can be thought of as an industrial cargo boat or cruise ship. This design is incredibly efficient, and a lot of cargo or passengers can be carried across vast distances for a relatively low cost. <br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgWLk6h9HlGcTDvCmGVnVepdJsQbkh-90IMJWMKePd17ZlKvWtsoBN32s06Dh51YZQs0mg2RbHYO-rEjLUEnr9GteOF01LBKcWIyfH8lsUOhuTXnsA2SxZsVRqMZiPK5XoRYGZtUitrlDTJ/s1600-h/clip_image002%25255B3%25255D.jpg"><img alt="clip_image002" border="0" height="115" src="http://lh6.ggpht.com/-89IgF0mv1T4/UiaV79V07vI/AAAAAAAAFV0/xPHEUnddPRQ/clip_image002_thumb.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image002" width="244" /></a> <br />
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Organizations using agile and lean methods are a lot more like a speed boat. The cost per passenger seems to be a lot higher, but this is made up for in speed and maneuverability. <br />
<a href="http://lh4.ggpht.com/-gCdp_A5jJNM/UiaV8V547eI/AAAAAAAAFV4/2Kx9P6l_Sj8/s1600-h/clip_image004%25255B3%25255D.jpg"><img alt="clip_image004" border="0" height="71" src="http://lh4.ggpht.com/-6BdM80EbiLs/UiaV8vgz0rI/AAAAAAAAFWE/IDojA33cH-0/clip_image004_thumb.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image004" width="244" /></a> <br />
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Metaphors aside, the real point here is that an organization using traditional methods does not look a lot like an organization using agile or lean methods. Just like a cruise liner and a speed boat may both be boats, they really have very little in common when it comes to operation, objectives, and capability. Agile and traditional organizations are really not the same thing. And the change required to transition from one to the other is huge. <br />
<a href="http://lh4.ggpht.com/-or8kzQ6uv8k/UiaV9AuVT4I/AAAAAAAAFWM/RgxcrDIZRs4/s1600-h/clip_image006%25255B6%25255D.gif"><img alt="clip_image006" border="0" height="127" src="http://lh4.ggpht.com/-wxxt0b1fBPE/UiaV9pMTWHI/AAAAAAAAFWU/bP63wIRSuBs/clip_image006_thumb%25255B3%25255D.gif?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image006" width="752" /></a> <br />
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<b>Point 2: Big C-Change with Big-C consulting firms - an army of practitioners who seem to completely ignore this reality</b> <br />
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There is a huge industry in helping organizations make dramatic changes necessary to helping them survive. Most major consultancies have an army of practitioners and partners who have dedicated their careers to helping organizations rewrite the way they think and operate. Unfortunately too many of these change practitioners follow an upfront planning, Big Bang, outside/in approach to change.<br />
<a href="http://lh4.ggpht.com/-NBoljgRAL_A/UiaV9y46a3I/AAAAAAAAFWc/bURtl9z0nwU/s1600-h/clip_image008%25255B3%25255D.gif"><img alt="clip_image008" border="0" height="135" src="http://lh5.ggpht.com/-NwIhS1y7onM/UiaV-QXdc9I/AAAAAAAAFWk/kiPKBEm-exM/clip_image008_thumb.gif?imgmax=800" style="border-color: -moz-use-text-color; border-style: none; border-width: 0px; display: inline;" title="clip_image008" width="244" /></a> <br />
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While exact consulting methods vary depending on the firm in question, our experience is that organizational change methods follow a typical pattern. Consultants work with organizational executives, managers, and occasionally key team members to articulate a desired target organizational state based on a set of key business drivers. <br />
<a href="http://lh5.ggpht.com/-ThUnl3zs8Ts/UiaV-x1TcXI/AAAAAAAAFWs/_r0Rj_Jp4rQ/s1600-h/clip_image010%25255B3%25255D.gif"><img alt="clip_image010" border="0" height="126" src="http://lh4.ggpht.com/-s5QqT_kBAPo/UiaV_bQ8RYI/AAAAAAAAFW0/jRhFdwB__qY/clip_image010_thumb.gif?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image010" width="96" /></a> <br />
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Consultants and then work with the client to examine the current state of the organization, compare it to the target, and come up with a set of gaps between the two. <br />
<a href="http://lh3.ggpht.com/-mVObUtcwYv0/UiaV_8-JvkI/AAAAAAAAFW8/en7jUpWEnXs/s1600-h/clip_image012%25255B3%25255D.gif"><img alt="clip_image012" border="0" height="113" src="http://lh5.ggpht.com/-RHkgtWhURUg/UiaWATdVTUI/AAAAAAAAFXE/y190f_ODVVU/clip_image012_thumb.gif?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image012" width="94" /></a> <br />
A roadmap is then developed based on prioritizing business drivers to come up with an implementation plan around how the organization will effectively transform to the desired state. This roadmap frequently comes in the form of a detailed plan that outlines key milestones, required activities, and effort required by both employees and external consultants. <br />
<a href="http://lh6.ggpht.com/-NIAASf88pgw/UiaWAiUhKrI/AAAAAAAAFXM/6oYPW2fkCec/s1600-h/clip_image014%25255B3%25255D.gif"><img alt="clip_image014" border="0" height="52" src="http://lh5.ggpht.com/-WzwfaEyaDFk/UiaWBFmCDkI/AAAAAAAAFXU/e8xbo8o5cZs/clip_image014_thumb.gif?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image014" width="244" /></a> <br />
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<b>Point 3:Organizations that need big bang change are the least likely to survive it</b><br />
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This approach comes with Significant risk, especially when trying to affect dramatic change in an organization, such as transforming from traditional methods to one leveraging lean and agile thinking.<br />
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This change management approach typically results in the implementation of big C change. Dramatic changes are rolled out to the organization, sometimes on a department by department basis, resulting in wholesale shifts in job titles, processes, and technology. When any change is introduced into an organization, even a change that is good for that organization, the drop in performance will result. New methods need to be learned, new responsibilities take time to master, and new skills take time to acquire. <br />
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If the organization is able to successfully stick with the change, then performance will bottom out at the new, deteriorated level of performance, The hope is that eventually changes will have the effect of improving performance allowing the organization to reap the benefits of the target state. <br />
<a href="http://lh3.ggpht.com/-_0FsnyBC2f8/UiaWBcMrKiI/AAAAAAAAFXc/Z7dMJAjfVWo/s1600-h/clip_image016%25255B6%25255D.gif"><img alt="clip_image016" border="0" height="303" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiBOU2Jn6s8NwkvAa1paDLT-7_qxp2ctIp16MzKa5zCYeYFrRcbI-Vu1bSjP8H2zBaqwy3uqYez5NKmsRdu_TQ81554Q7ldKZeaZ_7gHnydbdoTx3y9cvv0iBN7SQTcYEzWJ9CIoz2R_crG/?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image016" width="323" /></a> <br />
This however is an almost naïve prediction of how big change actually occurs. In reality many big changes stall well before organizational benefits achieves the promises of the target state. <br />
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Organizations naturally resist change, and professionals within an organization will resent any force that asks them to change the way they are working. Fear is a major cause of change resistance, fear of losing one's job, fear of no longer being relevant, as well as fear of being asked to work in a way that<br />
one may not be used to. <br />
<a href="http://lh6.ggpht.com/-awShCvWxYDs/UiaWCMaTUXI/AAAAAAAAFXo/mBXMNWZSqnw/s1600-h/clip_image018%25255B3%25255D.gif"><img alt="clip_image018" border="0" height="105" src="http://lh6.ggpht.com/-v01WyYCQw7g/UiaWCoy9lWI/AAAAAAAAFXw/KgIrXKuhv1Q/clip_image018_thumb.gif?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image018" width="143" /></a> <br />
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Organizations are susceptible to abandoning the change project when organizational performance drops to its lowest, it's at this point that the change agent might find himself fired. Paradoxically, organizations that tend to operate at lower levels of maturity will drop more in performance when asked to make a large change, but will also have a lower tolerance for this drop, and be more likely to abandon the change as panic sets in. <br />
<a href="http://lh6.ggpht.com/-AjpqlYtabx4/UiaWCx4sF8I/AAAAAAAAFX8/L2huhUw9gv4/s1600-h/clip_image020%25255B3%25255D.gif"><img alt="clip_image020" border="0" height="129" src="http://lh3.ggpht.com/-ijXZ98oeFB8/UiaWDQJHq2I/AAAAAAAAFYE/OrXBmLfz0I8/clip_image020_thumb.gif?imgmax=800" style="border-color: -moz-use-text-color; border-style: none; border-width: 0px; display: inline;" title="clip_image020" width="234" /></a> <br />
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Even if change agents and change champions can effectively keep the organization on track, and get the organization to the target state, the promise of improved performance may not materialize. The reality is that the suggested change may be wrong for the specific context of the organization in question. <br />
<a href="http://lh6.ggpht.com/-njR9zROp4Ks/UiaWDvK9-BI/AAAAAAAAFYI/Oz-J7E3GeEM/s1600-h/clip_image022%25255B3%25255D.gif"><img alt="clip_image022" border="0" height="58" src="http://lh6.ggpht.com/-Bm9rM2jdokw/UiaWGW0qL_I/AAAAAAAAFYU/DB88QObmq2o/clip_image022_thumb.gif?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image022" width="104" /></a> <br />
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The agile and lean body of knowledge contains a diverse set of methods, practices, and principles, not all of these are equally suitable to every organization's context. <br />
<a href="http://lh4.ggpht.com/-qEgJ-T2Lt4U/UiaWGki7uRI/AAAAAAAAFYc/yTsnNv02Q2k/s1600-h/clip_image024%25255B6%25255D.gif"><img alt="clip_image024" border="0" height="317" src="http://lh6.ggpht.com/-A3zTRLQhIZw/UiaWHLZj3TI/AAAAAAAAFYk/-0qsQ3Z6ed4/clip_image024_thumb%25255B3%25255D.gif?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image024" width="440" /></a> <br />
Every organization has a different set of business drivers, level of maturity, willingness to change, and an endless host of other factors that will ensure that no two agile transformations are alike. <br />
<a href="http://lh6.ggpht.com/-nUmB8UrSTyU/UiaWHtgVMAI/AAAAAAAAFYs/F1kAnK_IbQA/s1600-h/clip_image026%25255B3%25255D.gif"><img alt="clip_image026" border="0" height="157" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhEKYiPJn7CjwLFLXPN4NIM4iTopzmOzrDdBS-la6SIQaywXkrdHP-RCFyXaCsnR5WmxdyZHQfbeoAtch8xl_WTqE5jeJwgwmrjSy7nG2AFTmTz3faxf7YIOs7vGjtaDR6ixL8ATE0bbMkH/?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image026" width="191" /></a> <br />
<br />
If we remember our original discussion around planning driven methods is that they leave us open to the risk of building the wrong thing. This is true of products, software, as well as a change management target state. In an environment of high variation and complexity, faithfully completing a plan that was built the beginning of the engagement leaves us open to creating something that has no value.<br />
<br />
The unfortunate fact is that many executives in technology organizations are turning to traditional consultancies for helping agile change. They in turn are recommending a change approach based on the idea that a commoditized agile solution can just be designed and shoveled into the organization.<br />
This is a recipe for disaster in my opinion.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgdj4C30qnK1lRH5NA3jfG5OFUJdTdiU_XAx7ZKcZDlB1iUEW_a80nd5prhpMOg1M4boK6IUcw17yI6pOqlfAckXsEFJP8LXVsaxwIwi9Sq4exDCM2VP0keMxzOLrodhkjc3HNNozpGVZQd/s1600/Edge_of_chaos.tif" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="282" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgdj4C30qnK1lRH5NA3jfG5OFUJdTdiU_XAx7ZKcZDlB1iUEW_a80nd5prhpMOg1M4boK6IUcw17yI6pOqlfAckXsEFJP8LXVsaxwIwi9Sq4exDCM2VP0keMxzOLrodhkjc3HNNozpGVZQd/s320/Edge_of_chaos.tif" width="320" /></a></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEismD040eaFOmJyrmX0CJFz8Iy-v3XXxYpO7ezMmsrnRkpIVGvg0OVkMsIJdWa0UOYn35oQ9oOoPnalCKGeeb-wSZThMbMX_aLT4OUBFrxnYt6zM-BcwL09OzGxA1hTpXKmgexMMxVMLc_X/s1600/front+thumbnail.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEismD040eaFOmJyrmX0CJFz8Iy-v3XXxYpO7ezMmsrnRkpIVGvg0OVkMsIJdWa0UOYn35oQ9oOoPnalCKGeeb-wSZThMbMX_aLT4OUBFrxnYt6zM-BcwL09OzGxA1hTpXKmgexMMxVMLc_X/s1600/front+thumbnail.png" /></a></div>
<i>For more check out <a href="http://bit.ly/1eJfcbh">The Lean Change Method</a>: Managing Agile Transformation Through Kanban, Kotter, And Lean Startup thinking</i> <div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-70247849065673111022013-10-08T17:36:00.001-07:002013-10-08T17:36:09.994-07:00Transformation Canvas<br />
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">I was part of a group of change agents driving a large,
enterprise-wide transformation initiative. The mandate from the top was to utilize
Agile, Lean and Kanban practices to enable better delivery. There were lots of
techniques that could help the IT organization improve its delivery. But
introducing these changes in a haphazard way was not ideal. We, change agents,
had to strategize and prioritize based on a good understanding of the organizational
context. We used the Transformation Canvas as a tool to help us think through and
organize the implementation of changes on this large transformation initiative.
<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Urgency<o:p></o:p></span></b></div>
<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">
The first thing we had to do was to determine the most
urgent problems that needed to be addressed. Identifying this will help those
affected by the change to understand the need for change. Change always brings
discomfort, and by articulating the realities of the situation, change
recipients will hopefully be more open to try out the new ways of doing things.
<o:p></o:p></span><br />
<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">
</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">We identified the following to be the top problems:<o:p></o:p></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj5tnFm_jLN_VRA6ooMIN0kq4spfwjFCuR_HB0fdSnfUhAsK9rknD81MNkk9A_HqUmx5Cc51cfV1oWuDQeJZTjNSi1ntJ3B7w7mB_c8bbj1exc6exR9TX8Ln718CKAA0MqHb-b-KcarlqI/s1600/Urgency.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj5tnFm_jLN_VRA6ooMIN0kq4spfwjFCuR_HB0fdSnfUhAsK9rknD81MNkk9A_HqUmx5Cc51cfV1oWuDQeJZTjNSi1ntJ3B7w7mB_c8bbj1exc6exR9TX8Ln718CKAA0MqHb-b-KcarlqI/s1600/Urgency.png" /></a></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Change Recipients<o:p></o:p></span></b></div>
<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">
</span><br />
<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">We
then identified the roles that will be involved in the change. In an
enterprise-wide transformation, there are by far more people involved than the delivery
teams alone. <span style="mso-spacerun: yes;"> </span></span><br />
<br />
<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><span style="mso-spacerun: yes;">In our case, we identified the change recipients to be the following:<o:p></o:p></span><o:p></o:p></span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjrIbpSeBw5VKWcRdx0FKaDbuE3Qe7Z4_nZdIyRXV2gCWgTYbAoiPtCTsK0oEcc58kQebv4tl12JiToKByYwfZPe_8U-uy8AASPlE-Ypc4m5uXIWxLSVKvqdQbwfH3GGGInljgG_7dOalw/s1600/Change+Recipients.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjrIbpSeBw5VKWcRdx0FKaDbuE3Qe7Z4_nZdIyRXV2gCWgTYbAoiPtCTsK0oEcc58kQebv4tl12JiToKByYwfZPe_8U-uy8AASPlE-Ypc4m5uXIWxLSVKvqdQbwfH3GGGInljgG_7dOalw/s1600/Change+Recipients.png" /></a></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Vision<o:p></o:p></span></b><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="font-size: large;">With the problems identified in mind, we determined what our
guiding vision was for the change.<span style="mso-spacerun: yes;"> </span>We
came up with this:</span> <b style="mso-bidi-font-weight: normal;"><o:p></o:p></b></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Target State<o:p></o:p></span></b></div>
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</span><span style="font-size: large;">Using the vision as a guide, we described the ideal methods,
behaviors and working environment that we were aspiring to have</span></span><span style="color: black; line-height: 115%; mso-fareast-font-family: "Times New Roman"; mso-fareast-language: EN-CA;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">.</span> </span><br />
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Actions<o:p></o:p></span></b></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">To enable the achievement of the target state, we identified
specific actions that need to be implemented:<o:p></o:p></span></div>
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<b style="mso-bidi-font-weight: normal;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Required Commitments<o:p></o:p></span></b></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Given these various activities, we estimated the time commitments
required by the change recipients:<o:p></o:p></span><br />
<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><br /></span>
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<b><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Key Benefits<o:p></o:p></span></b></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">We then identified the key benefits that are to be expected once the actions have been implemented. </span></div>
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<b><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Success Criteria<o:p></o:p></span></b></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">It was important to clearly define what success meant. Our
thoughts were:</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><br /></span></div>
<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><div style="text-align: left;">
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</span><div style="text-align: left;">
<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Communication</b></span></div>
<div style="text-align: left;">
<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><br /></span></div>
<div style="text-align: left;">
<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Finally, we defined methods and cadences of communication that needed to be implemented to support the change.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">After our initial brainstorming session, we socialized the canvas to the CIO, Executives and Managers to get their feedback and then socialized it to other change recipients. We modified the canvas based on their inputs which resulted in our first baselined version of the Transformation Canvas. We posted this on a wall for everyone to see. It provided visibility into the why and the how of the transformation. We then used the information on the Transformation Canvas as a basis for introducing Minimum Viable Changes.</span></div>
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<div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Anonymoushttp://www.blogger.com/profile/15600058928770731243noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-11525370119696979362013-10-07T15:08:00.002-07:002013-10-10T07:51:32.157-07:00Once Some Kanban Successes Are behind You, Step up the Pace of Your Agile Transformation<a href="http://www.blogger.com/null" name="_GoBack"></a> <br />
Having already achieved some <a href="http://agileconsulting.blogspot.ca/2013/10/start-your-agile-transformation-right.html">quick wins</a> using the Kanban method, the people within your organization may be ready to adopt a more fulsome set of agile methods and techniques. Examples include finding a team or set of teams to adopt some of the practices from scrum, or extreme programming, as well as other method such as behavior driven development, story mapping, custom development, etc.<br />
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This more ambitious change can also target a slightly larger group this time around, for example an entire value stream or all of the knowledge workers trying to deliver value from one specific line of business within an organization.<br />
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That being said, implementing a more aggressive change exposes us to a number of risks that we have to take care to mitigate.<br />
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<a href="http://lh4.ggpht.com/-z9thPzMEOIc/UlMvVKx4jfI/AAAAAAAAGfM/T-xPzdqSV1w/s1600-h/clip_image002%25255B3%25255D.jpg"><img alt="clip_image002" border="0" height="168" src="http://lh3.ggpht.com/-OTM3ukU2PxU/UlMvVrJZsLI/AAAAAAAAGfU/JaHGkey18KI/clip_image002_thumb.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image002" width="244" /></a> <br />
There is a lot to choose from when it comes to considering what agile methods to consider adopting as part of any kind of change. Some methods are more technical in nature, some promote better collaboration, all of them encourage higher feedback.<br />
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<a href="http://lh6.ggpht.com/-76SbiInbZ-c/UlMvV31v4wI/AAAAAAAAGfY/VcR7YsNxhPo/s1600-h/clip_image004%25255B6%25255D.png"><img alt="clip_image004" border="0" height="121" src="http://lh6.ggpht.com/-HfDfq-GfJCo/UlMvWe5BGTI/AAAAAAAAGfg/Vw08S9u9Fxo/clip_image004_thumb%25255B3%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image004" width="96" /></a> <br />
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We can't just assume that any particular set of methods is going to be the right one for an organization. If we do this, and implement a cookie-cutter set of agile methods, we are very likely going to end up with the wrong change.<br />
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<a href="http://lh6.ggpht.com/-NlhDZX3V2vo/UlMvWz5PCgI/AAAAAAAAGfo/PQ9G43OOVcM/s1600-h/clip_image006%25255B6%25255D.jpg"><img alt="clip_image006" border="0" height="119" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjqtH-IO3_3ngXpBD4BAXs62pLkkLTrLPpEMc6MvdGcqx3RnRNJakxBpcljRSLN-C7xJovl_ibf080K7-MI09TQBQqM1Q5MuUqOuWI1bzH0HNbZVEXmiTyh6ILr13_qF95ms4N4cxq2GNts/?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image006" width="215" /></a> <br />
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<b>Implement More Ambitious Agile Change Using the Kernel Pilot Pattern</b> <br />
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Our team has had success executing more ambitious agile change by following this pattern. We are executing larger agile change, but taking care to evaluate different aspects of the change model as we implement the change. We need to be ready to modify, append, and even discard various aspects of the change if they do not match the needs or context of the organization. <br />
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The idea here is to implement a change that acts as a miniature version of the overall transformation. A subset of transformation drivers should be addressed by the kernel pilot, as well as a significant portion of transformation target state components. This will allow you to evaluate if change participants receive appropriate benefits based on their commitments. Here is the canvas illustrated below, using a Change Canvas.<br />
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<a href="http://lh5.ggpht.com/-3eqhNHnc4nU/UlMvXgCH3pI/AAAAAAAAGf4/nvDS49UL9qs/s1600-h/clip_image008%25255B9%25255D.png"><img alt="clip_image008" border="0" height="478" src="http://lh4.ggpht.com/-TQUrkSR6BS4/UlMvYNEwhZI/AAAAAAAAGgA/JyJYoryXdz0/clip_image008_thumb%25255B6%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image008" width="940" /></a> <br />
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This kind of change typically takes longer to execute, several months is normal for change stakeholders to adopt a more fulsome set of agile methods. More coaching time is required, but benefits should also be higher, with both improved capability and resulting improvements in performance. As an outcome, you hopefully will have learned more about what your overall transformation target state is going to look like.<br />
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<b>An Agile Requirements and Agile Management Stack Is a Good First Kernel Pilot</b><br />
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While certainly this is not the only option for a kernel pilot, (one focused on technical practices can also make a lot of sense), we see a lot of bang for buck in helping technology knowledge workers adopt a suite of agile practices that help improve communication and collaboration. Techniques could include a cross functional agile team model, user story centric practices such as planning poker and story mapping, and potentially other agile design methods such as behavior driven development and class responsibility cards. <br />
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Change stakeholders getting started with this kind of change usually require more significant assistance from somebody with agile experience, typically some full-time support is required. We have seen significant improvement in the quality, throughput and lead time from teams adopting this suite of practices, or a similar set of practices and tactics simply because they promote better coordination and collaboration.<br />
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Of course the exact combination of practices will need to vary based on context, and as the change progresses, some techniques will be discarded, modified, and others added.<div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-86712135847499263162013-10-07T10:05:00.004-07:002013-10-10T07:52:13.681-07:00Start Your Agile Transformation Right, Enable Quick Wins through Kanban AdoptionAgile and Lean transformation are at their greatest peril when they first start. This is not helped by the fact that change agents, eager to see improvement, often recommend ambitious and dramatic changes. Starting with big change is risky, implementing dramatic changes in one shot fosters resistance, resentment, and leaves us open to implementing the wrong change for the organization.<br />
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An alternative approach is to implement the smallest suite of changes that can achieve tangible benefits. A smaller change can be implemented quicker, providing earlier feedback on our overall change approach. In the context of starting a larger transformation, we want to accelerate our learning necessary to understanding what will work for the larger organization.<br />
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<a href="http://lh5.ggpht.com/-H6xweeNeYYM/UlLlUvvEl9I/AAAAAAAAGWc/FOVyxH0lUgw/s1600-h/clip_image004%25255B6%25255D.png"><img alt="clip_image004" border="0" height="83" src="http://lh3.ggpht.com/-o9G3w_Q8rlg/UlLlVAxgPNI/AAAAAAAAGWk/UzFy-jGNbMQ/clip_image004_thumb%25255B3%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image004" width="52" /></a> <br />
Quick and tangible results are a great way to prove the case for larger, more ambitious change efforts. Early success helps mitigate resistance from naysayers, and provide the organization with confidence<br />
to invest further and deeper into subsequent change efforts.<br />
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This type of change can be modeled after the Quick Win pattern. Here is the pattern illustrated below using our Change Canvas.<br />
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The Quick Win is typically targeted at a small number of eager adopters, think of a medium-size team, approximately 6-10 FTEs, with 1-2 managers and executives. This type of change is small in scope, short in duration, and targeted at a few immediate practical problem.<br />
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When asking change stakeholders to participate in this kind of change, you're asking them to commit the time required to learn a small number of new techniques, with the promise of improved performance, perhaps after no more than 6 to 9 weeks.<br />
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<b>Kanban Is the Ideal Method for Implementing a Quick Win</b><br />
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For obvious reasons, Kanban is an excellent choice for implementing quick results with a minimum of impact to the people being asked to change. When helping an organization start an agile transformation, I frequently look to the organization for one or more maintenance/enhancement groups responsible for supporting one or more production applications. These groups have a steady flow of demand, a well established client base, and a (usually) stable budget to service a set of applications. These groups also have a catalog of different work types that can be easily grouped into different classes of service. These conditions are ideal to implement the Kanban method, and get meaningful results in a relatively short period of time.<br />
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<a href="http://lh5.ggpht.com/-ba8-8FvJFCc/UlLlWo7A5fI/AAAAAAAAGW8/SgMkyDFIEas/s1600-h/clip_image008%25255B9%25255D.jpg"><img alt="clip_image008" border="0" height="184" src="http://lh6.ggpht.com/-_GCySJj1vOc/UlLlXBpTHuI/AAAAAAAAGXA/4-rPiJqNMq0/clip_image008_thumb%25255B6%25255D.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image008" width="344" /></a> <br />
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Here is our example of a Kanban adoption, again illustrated using our Change Canvas.<br />
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Kanban adoption can be initiated by collaborating with potential change stakeholders to conduct root cause analysis, and suggesting some tactical improvements to improve the flow of work. Some analysis may be performed to understand current capability in terms of throughput and lead time. <br />
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A Kanban system is designed, reflecting the maintenance group's current process as much as possible. Work is then typically onboarded onto a visualization system, known as a Kanban board. A coach can assist change stakeholders in adopting a variety of techniques necessary to achieving stable performance, and eventually continuous improvement. These techniques include limiting how much work is in process, establishing a set delivery cadence, establishing issue escalation capability, establishing quantifiable improvement capability, continuous adaptation of procedures and policies based on bottlenecks, and crowd swarming. <br />
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<a href="http://lh4.ggpht.com/-bj5ZciTDc6o/UlLlYSj8ShI/AAAAAAAAGXc/AE8hboCWXmo/s1600-h/clip_image012%25255B9%25255D.png"><img alt="clip_image012" border="0" height="378" src="http://lh4.ggpht.com/-4KIisKRHy54/UlLlZO_N4KI/AAAAAAAAGXk/hCU6W0usElQ/clip_image012_thumb%25255B6%25255D.png?imgmax=800" style="border-color: -moz-use-text-color; border-style: none; border-width: 0px; display: inline;" title="clip_image012" width="762" /></a> <br />
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As performance stabilizes, different queues can be opened up to different customers, with service delivery promises, an agreement that the maintenance team makes with its customers based on how much value it can deliver over time, established using current performance metrics. <br />
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Adopting Kanban into one or more maintenance teams is a great prequel to a larger agile transformation effort. You'll quickly find out which if any members of the organization have a predilection for visual style management, good client negotiation skills, and the ability to collaborate across departmental boundaries to solve problems, remove impediments, and improve flow. Mastering these skills provide evidence to the larger organization that agile thinking is something that this organization can do. Achieving measurable improvements in delivery performance shows that are real<s> </s>business benefits in doing so.<br />
<div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com1tag:blogger.com,1999:blog-234465125505359244.post-67078202130958937802013-10-06T13:25:00.000-07:002013-10-24T06:21:09.309-07:00Avoid the Agile Stick, Succeed at Agile Change through Negotiated Change<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg1i3XkOQRzNGZmeCF3dmgR14SdCJI_9gWuYhQJHnmy-tzDLSISqzIv11auTZtcxWprbTrq75L1i5_TGo1zkihaRV6qS7frUu7KCMnEFLUadMefaXG0MVysZeg2EycizkPFPM0Xb_StZNVV/s1600/people_drawings-51.tif" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="191" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg1i3XkOQRzNGZmeCF3dmgR14SdCJI_9gWuYhQJHnmy-tzDLSISqzIv11auTZtcxWprbTrq75L1i5_TGo1zkihaRV6qS7frUu7KCMnEFLUadMefaXG0MVysZeg2EycizkPFPM0Xb_StZNVV/s200/people_drawings-51.tif" width="200" /></a><br />
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Often times when executives, managers, and consultants try to help technology organizations improve their agility they start with the method that they want to introduce. <br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgepklQyEs9aAXvzlS-bSXsnCs9pCOT0VPi8mupg-BHW3xx-F_OjppEAzPZdoSTsbrryd50nppCMMEe0TlzQB_RtTo-JEdUPh4vubR29MaualVBHNk3KBNRu2loXG6TSjd2qcqNjdpMSvm0/s1600/front+cover+aside.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a>Next they come up with a training plan, and rollout the method to the organization, maybe, a few pilots will be run before doing a big bag conversion to the new way of work.<a href="http://bit.ly/1eJfcbh" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="184" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgepklQyEs9aAXvzlS-bSXsnCs9pCOT0VPi8mupg-BHW3xx-F_OjppEAzPZdoSTsbrryd50nppCMMEe0TlzQB_RtTo-JEdUPh4vubR29MaualVBHNk3KBNRu2loXG6TSjd2qcqNjdpMSvm0/s320/front+cover+aside.png" width="320" /></a><br />
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This method first approach, is akin to hitting people over the head with the "agile stick". You are basically force-feeding a preconceived set of methods and tools onto employees. <br />
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This type of approach is guaranteed to foster resistance. It doesn't respect the fact that people identify themselves with the way they work, including their current methods and habits. Asking anybody to change without getting their input on to what that change should look like will never be more than superficially successful.<br />
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<b>Avoid the agile stick, negotiate your way to successful change</b> <br />
There are still some in the agile world that do not realize that different organization will have different requirements, and a different organizational context. No two organizations will deliver value exactly the same way. Existing capability, market type, business domain, system architecture, organizational structure, etc., etc. will have a dramatic impact on both the journey and the destination of an agile or a lean inspired change. <br />
<a href="http://lh4.ggpht.com/-yHYXRKNqMjA/UlHEDeAN-4I/AAAAAAAAGT4/NebhC-CcxdE/s1600-h/clip_image006%25255B6%25255D.jpg"><img alt="clip_image006" border="0" height="173" src="http://lh4.ggpht.com/-eK5qXzP1J40/UlHED9Qb4zI/AAAAAAAAGT8/PDTgs0H5_kU/clip_image006_thumb%25255B3%25255D.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image006" width="149" /></a> <br />
This organizational uniqueness does not mean that a particular organization won't benefit from lean and agile principles, methods, and values. There are many flavors of agile and lean, and a whole library of methods and practices. Some are better suited to a more conservative, enterprise context, some for startups. Some methods recommend an incremental approach to change, some require a more big bang approach. Combining different aspects of different methods means that there is a lot of value that can be provided from the lean and agile world to the context of almost any application/software delivery oriented organization. <br />
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Agile change has a lot more chance of being successful if change agents can work through these various options with change stakeholders to come up with a solution that meets their exact context. <br />
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This often takes more time than simply rolling out a preconceived set of methods, but if care is taken to find the right set of early adopters, then a cocreative approach will vastly increase the odds that you do not end up with a change that nobody wants.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjVhTMmW6nfSvPFIEHlTDljhmNy0XkaGhAvj9xacPRqMddPnCV7tQwIKhs_-BLNhPvTHEk7h9zq0M9cctBbDt9a05RJj9bfInOL8Lr5IIoeO9min0axcTQL7pXYSF22oJQOcZkK0hvALNwX/s1600/people_drawings-46.tif" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="174" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjVhTMmW6nfSvPFIEHlTDljhmNy0XkaGhAvj9xacPRqMddPnCV7tQwIKhs_-BLNhPvTHEk7h9zq0M9cctBbDt9a05RJj9bfInOL8Lr5IIoeO9min0axcTQL7pXYSF22oJQOcZkK0hvALNwX/s200/people_drawings-46.tif" width="200" /></a> <br />
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A cocreative approach also cuts down on resistance, knowledge workers often resist a new process simply because they were<b> </b>not included in helping to define how that process works. <br />
Change stakeholders will learn much faster if they play a role in creating the solution, this improved learning helps eliminate resistance and create a shared responsibility for the change.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhsMy6KfiQbLaQ6ywstvxK1IEVRtYah69lFdWEvUkeRF0O6J4fR5hPorxfWJ6-MgK6FMMEhg4ohfWP9L2v3IDbDwPJTc2USuGHp-CnlmTurnNVp8TSTjTows6b8BdqaVgZlilehWnU8HpyN/s1600/people_drawings-31.tif" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="148" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhsMy6KfiQbLaQ6ywstvxK1IEVRtYah69lFdWEvUkeRF0O6J4fR5hPorxfWJ6-MgK6FMMEhg4ohfWP9L2v3IDbDwPJTc2USuGHp-CnlmTurnNVp8TSTjTows6b8BdqaVgZlilehWnU8HpyN/s200/people_drawings-31.tif" width="200" /></a><a href="http://lh5.ggpht.com/-tWybOBK2Q9A/UlHEFq0ZdfI/AAAAAAAAGUg/KJs6X1nSTd4/s1600-h/clip_image012%25255B6%25255D.jpg"></a> <br />
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<b>Negotiate a Change Solution Using a Change Canvas</b> <br />
A Change Canvas allows change agents to define a potential change using a concise language, a compact format, and a highly visual approach. This makes it easy to share a potential change solution to a larger number of change stakeholders, receive feedback on the change, and iterate as necessary to gain consensus on what a good change could look like, from both the perspective of where everyone wants to go, as well as how they want to get there.<br />
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The canvas articulates the key aspects of a potential agile change in a way that encourages communication and collaboration including: <br />
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<li>the urgency/reason for the change</li>
<li>the change participants who are impacted by the change</li>
<li>the suggested target state and vision</li>
<li>the actions required to realize the change</li>
<li>the commitments that change participants must make</li>
<li>the benefits that change participants will receive</li>
<li>the success criteria used to evaluate the outcome of the change </li>
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Here is an example Change Canvas, where a Kanban coach is planning to help a maintenance team adopt a Kanban method. <br />
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I have just heard an anecdote from a very senior agile coach who used the canvas to level set expectations on his involvement in the large-scale agile commission. He mapped out the statement of work onto the various components on the canvas, and asked his stakeholders if this was how they want to proceed. After several sessions, the stakeholders and iterate on the canvas to come up with a very different change model, one that they felt much more comfortable in owning and pursuing. A nice validation around the value of using the canvas to negotiate change.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEismD040eaFOmJyrmX0CJFz8Iy-v3XXxYpO7ezMmsrnRkpIVGvg0OVkMsIJdWa0UOYn35oQ9oOoPnalCKGeeb-wSZThMbMX_aLT4OUBFrxnYt6zM-BcwL09OzGxA1hTpXKmgexMMxVMLc_X/s1600/front+thumbnail.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEismD040eaFOmJyrmX0CJFz8Iy-v3XXxYpO7ezMmsrnRkpIVGvg0OVkMsIJdWa0UOYn35oQ9oOoPnalCKGeeb-wSZThMbMX_aLT4OUBFrxnYt6zM-BcwL09OzGxA1hTpXKmgexMMxVMLc_X/s1600/front+thumbnail.png" /></a></div>
<i>For more check out <a href="http://bit.ly/1eJfcbh">The Lean Change Method</a>: Managing Agile Transformation Through Kanban, Kotter, And Lean Startup thinking</i><div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-10274838380336378942013-10-06T07:24:00.001-07:002013-10-24T06:23:01.865-07:00Learn If Your Agile Change Will Be Successful through Quick Experimentation<a href="http://www.blogger.com/null" name="_GoBack"></a>The Lean Change method provides feedback and learning for an agile change initiative by examining two different concepts, Minimum Viable Changes and Improvement Experiments. These two concepts provide a two level, hierarchical feedback loop.<br />
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<b>Minimum Viable Change</b><br />
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At the first level, we are introducing various change initiatives into the organization. We try to keep these changes small, so that we can learn through on ground adoption as fast as possible. We also want to make sure that these changes represent enough of a change to validate whether we are heading in the right direction for the overall organization. These units of change are called a Minimum Viable Change. <br />
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Minimum Viable Changes are validated through a Validated Change Lifecycle. Based on the John Kotter 8 steps of change, the lifecycle promotes a collaborative, cocreative approach to change. <br />
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Using this lifecycle: <br />
<ol>
<li>a change agent seeks out potential change participants within the organization who can identify<a href="http://bit.ly/1eJfcbh" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="184" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgepklQyEs9aAXvzlS-bSXsnCs9pCOT0VPi8mupg-BHW3xx-F_OjppEAzPZdoSTsbrryd50nppCMMEe0TlzQB_RtTo-JEdUPh4vubR29MaualVBHNk3KBNRu2loXG6TSjd2qcqNjdpMSvm0/s320/front+cover+aside.png" width="320" /></a> with the urgency behind instigating some form of change, so much so that they will agree to become a guiding team for that change.</li>
<li>change agents and change participants co-create a change by negotiating various constraints such as available commitment and potential benefits</li>
<li>the change is then validated to see if change participants are able to successfully adopt and adapt to the new working conditions</li>
<li>Finally, the change is validated to see if improved performance or other outcomes are being realized. </li>
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Despite the term used, a Minimum Viable Change can take weeks or even months to get through the entire lifecycle. A quicker feedback loop is required if you want to be able to iterate quickly on feedback provided through learning.<br />
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<b>Improvement Experiments</b><br />
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Minimum Viable Changes can be implemented through the lifecycle by decomposing them into a set of Improvement Experiments. Each experiment should only last a couple of days to a week or two maximum. <br />
Each improvement experiment goes through a shorter lifecycle of prepared, introduce, and learn.<br />
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Preparation involves just getting ready for the experiment. Workshops need to be scheduled, material needs to be only to be prepared, scheduling needs to take place, etc. The final step of prepare is to rephrase the improvement experiment so that it includes a testable hypothesis. <br />
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When we introduce an experiment, we are now working with our chain stakeholders, collaboratively testing our assumptions.<br />
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During the learn state, both change agents and change participants assess whether things are heading in the right direction. <br />
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The nature of the experiment will vary depending on where a Minimum Viable Change is within the lifecycle. Here are some examples of improvement experiments that could be part of each of the 4 states within the validated chief lifecycle: <br />
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<li>the online team can identify enough problem statements to provide a clear case for the adoption of agile technical practices after 3 facilitated workshops (agree on urgency) </li>
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<li> the portal technology group can articulate and contextualize a more agile working model after 1 week of brainstorming (negotiate change) </li>
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<li> analysts who are part of the International Teller Program Will tell me that they can perform agile style story analysis after 2 weeks of coaching (validated adoption) </li>
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<li>including developers in detail story analysis will reduce defects by 50% after one month (verify performance) </li>
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As Improvement Experiments are evaluated, we can use our learning to validate the Minimum Viable Change they are a part of, updating components of our change, and creating new Improvement Experiments as required.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEismD040eaFOmJyrmX0CJFz8Iy-v3XXxYpO7ezMmsrnRkpIVGvg0OVkMsIJdWa0UOYn35oQ9oOoPnalCKGeeb-wSZThMbMX_aLT4OUBFrxnYt6zM-BcwL09OzGxA1hTpXKmgexMMxVMLc_X/s1600/front+thumbnail.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEismD040eaFOmJyrmX0CJFz8Iy-v3XXxYpO7ezMmsrnRkpIVGvg0OVkMsIJdWa0UOYn35oQ9oOoPnalCKGeeb-wSZThMbMX_aLT4OUBFrxnYt6zM-BcwL09OzGxA1hTpXKmgexMMxVMLc_X/s1600/front+thumbnail.png" /></a></div>
<i>For more check out <a href="http://bit.ly/1eJfcbh">The Lean Change Method</a>: Managing Agile Transformation Through Kanban, Kotter, And Lean Startup thinking</i><div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-31249072578558909842013-10-03T09:10:00.001-07:002013-10-10T07:54:26.962-07:00A Little On How I Draw My Pictures for the Lean Change Method<a href="http://www.blogger.com/null" name="_GoBack"></a>I actually use a very analog process to get all my pictures into my blog as well as my book. <br />
I start by drawing my pictures, first in pencil and then outlining them with a micron ink marker, selecting a thickness depending on the effect on trying to create. <br />
<a href="http://lh5.ggpht.com/-iE003QA-Rgk/Uk2WVAJnywI/AAAAAAAAGPc/ljuweE6LRJs/s1600-h/clip_image002%25255B6%25255D.jpg"><img alt="clip_image002" border="0" height="234" src="http://lh3.ggpht.com/-DCibAVEPELo/Uk2WVjGLfcI/AAAAAAAAGPk/ipXHReBqCiQ/clip_image002_thumb%25255B3%25255D.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image002" width="394" /></a> <br />
I then assemble these pictures into a composite form by cutting out the images and placing them next to each other. <br />
<a href="http://lh4.ggpht.com/-mPYu91U-9MM/Uk2WWIwqEZI/AAAAAAAAGPo/ByQOJ7XI8E4/s1600-h/clip_image004%25255B6%25255D.jpg"><img alt="clip_image004" border="0" height="472" src="http://lh4.ggpht.com/-DDKL7S1t7z4/Uk2WWlmIGJI/AAAAAAAAGPw/LvAQ8HXB3kw/clip_image004_thumb%25255B3%25255D.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image004" width="629" /></a> <br />
I make sure to keep my images organized catalog so that I can quickly lay out new composite images, notice the comic bookbags used to sort my images by different themes. <br />
<a href="http://lh6.ggpht.com/-_Zfxa1HDBa8/Uk2WW65xyXI/AAAAAAAAGP4/Pw-OD8iWSn0/s1600-h/clip_image006%25255B6%25255D.jpg"><img alt="clip_image006" border="0" height="398" src="http://lh4.ggpht.com/-3zSBMGvFqSQ/Uk2WXRKpzNI/AAAAAAAAGQE/VpNBmreyVGQ/clip_image006_thumb%25255B3%25255D.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image006" width="531" /></a> <br />
Images are scanned and cleaned up into digital form. <br />
<a href="http://lh5.ggpht.com/-2KlezYt4HvA/Uk2WX8Lc9KI/AAAAAAAAGQM/qOcdj6v8_ug/s1600-h/people_drawings-41.png"><img alt="people_drawings-41" border="0" height="94" src="http://lh4.ggpht.com/-b4ypcB1Szjc/Uk2WcJ9KEnI/AAAAAAAAGQU/B-IoDcjpAY4/people_drawings-41_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="people_drawings-41" width="244" /></a> <br />
Finally, I lay out the image using PowerPoint (I know design professionals will be groaning at this one) and save it as an image. <br />
<a href="http://lh5.ggpht.com/-VnVwrzrGLbs/Uk2W6kx9LDI/AAAAAAAAGQc/VGx-u5fF5vY/s1600-h/lean%252520page%252520wraparound%252520cover%25255B7%25255D.png"><img alt="lean page wraparound cover" border="0" height="421" src="http://lh3.ggpht.com/-_dBtMDnYKEY/Uk2W7eVEvVI/AAAAAAAAGQk/YPRLlXuceb4/lean%252520page%252520wraparound%252520cover_thumb%25255B5%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="lean page wraparound cover" width="644" /></a><br />
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<br /><a href="https://leanpub.com/leanchangemethod"></a><div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-27014426149473837752013-09-25T10:44:00.000-07:002013-09-25T10:44:57.157-07:00My Journey Towards Creating the Lean Change Method<br />
The Lean Change method was developed primarily because my team and I needed some way to manage the organizational transformations that we were running with our clients. Over the last five years my focus has changed from running technology delivery projects and programs to running advisory engagements. I had taken the knowledge that our team had gained from executing large-scale agile projects and re-packaged it into a service offering focused on helping clients adopt agile methods. <br />
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The good news is that I had early market success, especially in IT. Clearly many organizations wanted to improve the way they were working, and were considering the use of lean and/or agile as an enabler. Being completely transparent, many of these early engagements had mixed results. While I am probably one of the harsher critics of my own work, I was rarely satisfied with the outcomes of these organizational transformations. <br />
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My early forays followed a traditional "big C consulting approach". This typically meant performing enough analysis to come up with a target state for the future, and developing a multiyear implementation roadmap. My team and I would typically stick around for the first couple of phases of the change rollout. <br />
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It became immediately obvious to myself and my associates that the words "fixed plan," and "organizational change" do not belong in the same sentence. We could immediately see how many of our assumptions behind the target state model, and change tactics used to realize that model, were incorrect the moment we started rolling things out. But it was difficult for us to communicate our learnings to our clients, too many of these folks were focused on tunneling their way through the plan, wanting to get out of the other side. The result was a lot of dissatisfaction from people on the ground, increased organizational dysfunction, and an overall decrease in delivery performance for the organization. <br />
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As a side note, many of our agile adoption projects were based on helping clients adopt scrum, this caused interesting challenges in an IT context. We encountered a lot of delivery initiatives that could not easily lend themselves to the idea of cross functional teams, where the majority of team members were dedicated to the work of that team. Often technology delivery was based on the use of packaged software, integration of legacy systems, large data conversion, etc. all which may challenge you to get the value out of a pure scrum approach.<br />
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As I began to complement my agile knowledge with lean thinking, and specifically, the Kanban method. Our team looked for clients who wanted help in adopting Kanban as a means of improving the maturity of their organizations. In some cases, adopting the Kanban method resulted in great performance gains for various clients, in other cases people attempting to use the method never quite grokked the continuous improvement mindset. Even more unfortunate were the cases where teams were doing well, but management did not adequately support changes being suggested by people who were adopted the Kanban method, causing the people to eventually become disgruntled, and abandon the change effort. It seemed that even something as lightweight as Kanban required some aspects of managed change to ensure that folks received the guidance and support they need to be successful. <br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjRR2rD336I9DI7ZoxrMkfY2WtlG9ZdpswXBebHUQLVPj6RKecfTm1Jwp_9pIzFowAdHeoNv_7UXsjbgBnng0jXNO32ANF6rT-cVG6VKYXFW743kRngaVDY8Fo2YIrBOOHbwScIb1dZx_Ux/s1600/people_drawings-47.tif" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="186" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjRR2rD336I9DI7ZoxrMkfY2WtlG9ZdpswXBebHUQLVPj6RKecfTm1Jwp_9pIzFowAdHeoNv_7UXsjbgBnng0jXNO32ANF6rT-cVG6VKYXFW743kRngaVDY8Fo2YIrBOOHbwScIb1dZx_Ux/s200/people_drawings-47.tif" width="200" /></a></div>
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In later change management initiatives our team once again elected to use a more "managed change" approach, but this time, introducing change in small increments, dubbed Minimum Viable Changes. In place of a static plan we used Kanban to manage the change initiative. In lieu of a target state model, we defined a capability model with suggested employee targets over time. We called this new approach "lean startup 4 change". Riffing on the concept that a change initiative can be thought of as a startup, and can use practices made popular by the lean startup method. <br />
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In reality, this approach only borrowed a small amount of lean startup thinking, and was really just a form of iterative change using just-in-time planning. There were a lot of challenges with this approach, the biggest one being the disconnect between change agents and change recipients. On the one hand, change agents were able to effectively learn from the results of a previous change iteration, come up with anew set of change tactics, roll the new change out, and incorporate more learning. On the other hand, employees,managers, and other change stakeholders were not able to effectively keep up. This constant modification of change had the effect of creating massive confusion within the organization. Even worse, change was being pushed onto within the organization, leading to change burnout.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj6nCL8t7JvB0nycbWhkle9N40kAzd1XBBGtyfW3GYzRCwiSbk6rGENK9qdA9q0thHA9hdKAMBHS2T95a77OKYKA7sefesVHlzpDno1Iev7XXxrvgU5DM8JrWADAF6cFUbl69uGt6U89WwK/s1600/people_drawings-9.tif" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="187" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj6nCL8t7JvB0nycbWhkle9N40kAzd1XBBGtyfW3GYzRCwiSbk6rGENK9qdA9q0thHA9hdKAMBHS2T95a77OKYKA7sefesVHlzpDno1Iev7XXxrvgU5DM8JrWADAF6cFUbl69uGt6U89WwK/s200/people_drawings-9.tif" width="200" /></a></div>
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Our challenges, highlighted a paradox in managing ambitious change efforts. On the one hand a common strategy and vision is required to align everybody towards a common goal post, and this common goal needs explicit management by executives, managers, and other dedicated change agents. But managed change come with a number of potential drawbacks, drawbacks which tend to severely derail the change effort. <br />
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Managed change programs tend to be directed from the outside in, as professional change agents perform organizational analysis, draw up a blueprint for the future, and rollout the change across the organization. Managed change also tends to be directed from the top down, with executives expecting managers and staff to swallow the change that has been dictated to them from on high. Finally, managed change also tends to be rolled out in large batches, causing massive disruption, which is always underestimated by those in charge. The result is change resistance, change fatigue, and a change that often doesn't provide value in the context of real problems as they are experienced by employees on the ground.<br />
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What I needed was a change management framework that would allow change agents to model our change as a set of assumptions. The method would then allow me to take those assumptions to mychange stakeholders so that they could validate (or more likely invalidate) those assumptions. My change management framework needed to help me validate proposed changes not only throughdiscussion, but also by testing how people reacted and behaved once the change was deployed, and finally, by testing whether that change was resulting in expected business outcomes, or onlymaking things worse. I needed a change management method that would allow me to make organizational change testable, providing insight to the entire organization around whether a change was succeeding or not!<br />
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It was also equally important that any change management framework used insured that the folks being asked to change had a say in what that change would look like. I wanted my change recipients to be co-creators of any change initiative that they were a part of!<br />
Digging deeper into Kotter, and how Lean Startup actually works provided inspiration for this new method.<br />
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The Lean Change method is based on the principle that all suggested changes are merely untested assumptions. Using a technique known as validated learning, we introduce change their experimentation, pursuing correct assumptions, and letting go of incorrect ones. The Lean Change method is also based on the principle that change must be cocreated, following a process of negotiation and collaboration. Co-creation must take place between the change agent (the person instigating the change) and the change recipients (the people being asked to take part in a change) throughout the entire lifecycle of the change program. Lean Change is at its best when it's hard to distinguish between change agents and change recipients!<br />
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Check out more of the Lean Change method on this <a href="http://agileconsulting.blogspot.ca/2013/08/lean-change-table-of-contents.html">site</a> or on my <a href="https://leanpub.com/leanchangemethod">book</a>, <b>The Lean Change Method: Managing Agile Transformation through Kotter, Kanban and Lean Startup Thinking.</b><div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-86601744523925488342013-09-21T10:52:00.004-07:002013-09-25T06:18:21.674-07:00Take Part in the Lean Change Experiment, And Build a Change Canvas With Me<br />
I'm hoping to enlist members the community in a little experiment relating to the Lean Change method.<br />
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Readers of this blog will be aware that I have been heads down over the last six months or so formalizing what I am calling the Lean Change method, with the book now published at https://leanpub.com/leanchangemethod/ , an index of all Lean Change articles can be found @ http://agileconsulting.blogspot.ca/2013/08/lean-change-table-of-contents.html<br />
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As a brief refresher, he Lean Change method brings lean thinking to the world of "managed change". The method adapts core concepts from the lean startup world, like the use of a planning canvas, delivering value through experimentation, and validated learning. It then integrates these concepts with the Kotter eight steps of change, and is operationalized using various Kanban systems. Finally once the right conditions are in place, the Kanban Method takes over as a continuous improvement technique. <br />
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I'm trying to see how useful The Change Canvas is to other folks who are trying to instigate change within an organization. I'd like to do this by working with anybody interested to:<br />
1) I would conduct a canvas oriented change interview, going to each section of a change canvas to articulate an agile Orlean oriented change that you have been a part of, or are trying to plan. Given that this is a Kanban list, a Kanban adoption initiative would be especially relevant.<br />
2) I will format the content into a change canvas and give that back to you<br />
3) if you are happy with the result, support you as necessary so that you can post or otherwise comment on the experience in the community.<br />
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Of course if anybody Has any other quick or deep feedback that they would like to provide me on the <a href="http://agileconsulting.blogspot.ca/2013/08/lean-change-table-of-contents.html">method </a>and or the <a href="https://leanpub.com/leanchangemethod">book, </a>I would love to hear it!<div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com2tag:blogger.com,1999:blog-234465125505359244.post-53620024855842270222013-09-10T09:43:00.001-07:002013-09-10T10:03:58.621-07:00Realizing a Minimum Viable Change Through the Validated Change Lifecycle; a Comprehensive Example Part 4 - Verify Performance<a href="http://www.blogger.com/null" name="_GoBack"></a><b>Performance</b> <b>Is Not Improving Close to What Is Expected</b> <br />
Charlie coaches the Product Owner to do some metric oriented root cause analysis, and shares this analysis with the rest of the team to get their thoughts. The bottom line is that while throughput and quality are improving, they are not receiving the magnitude of order improvements necessary to keep the backlog from growing at a rapid rate. There's simply too much demand coming into the system. <br />
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<b>There Are Still A Lot Of Production Level Defects, but Code Quality Is High</b> <br />
Charlie thinks it's a good idea to take a closer look at the source of all of the failure intake coming into the system. Despite the team having adopted a better UAT, production level tickets continue to be a major source of demand for the team, consuming a lot of their effort. Having spent a good deal of time with this team, Charlie knows that their quality is actually quite good, and no longer believe that this is the source of production problems. Charlie marks this ticket within the <b>Urgency</b> section as yellow, meaning that more research is required. <br />
<a href="http://lh5.ggpht.com/-M4Pnanf8BOE/Ui9EvRsExXI/AAAAAAAAGCA/FZMJzaM_iHc/s1600-h/clip_image004%25255B6%25255D.jpg"><img alt="clip_image004" border="0" height="394" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjgTY7mw4qaSYE3JBPBrA6xtVHd5P5XAYjZo6LTPjj1PC9JfPIeC8b1e63Ml2muylWIIaqFt8S2qwHpuFMWfKoona6G1Q7Ia2PnRZU3-tb_knDArfENHyTtFvzCciMvN0jxbW5hyphenhyphenBtGjLk9/?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image004" width="629" /></a> <br />
<b></b> <br />
<br />
<b>Production Bugs Are Being Used to Capture Requirements</b> <br />
<b></b> <br />
After a couple of facilitated workshop sessions where defects are analyzed, a number of common causes become clear. Many of the defects are actually uncaptured requirements. There appears to be a whole category of requirements that were not captured at the beginning of the project, and as a result the solution design needs to be re-factored to consider these features. The current practice in dealing with these requirements is for the operational experts to capture these missed requirements as production level defects, the team then attempts to fix the system in an ad hoc manner to meet these new requirements. No one is looking at these requirements from a holistic perspective, to determine overall impact on the system, or whether any reflector and is required. The result is the system never quite satisfies this category of requirements. <br />
<b></b> <br />
<br />
<b>Story Mapping to the Rescue</b> <br />
<b></b> <br />
Charlie discusses this with the application maintenance solution team and suggests that they bring back in another concept that was also retired from the change canvas, namely story analysis. If you remember, Charlie had removed this as a concept from the <b>Target State</b> along with other aspects of agile practices. His change recipients have felt at the time that this type of analysis was to heavyweight for maintenance type activities. Charlie suggests that they bring in a technique known as story mapping, as well as some other story analysis techniques such as playing poker, to help group defects into similar themes, and restructure them into one or more common user stories that can then be estimated, implemented and validated. <br />
<br />
Charlie is now able to modify the <b>Benefit</b> section of the change canvas to have a much more modest improvement of throughput, as throughput is no longer the issue. Implementing these requirements now is, so with this in mind he adds a new <b>Benefit; </b>to reduce the gap between requirements and what has been implemented in the system. He wants to reduce this gap to one third of its existing size within three months. <br />
<br />
<b>Success criteria</b> is likewise changed, throughput metrics are now much more modest. More critically, a new success criteria has been added that will measure the team's ability to analyze requirements and get them validated by the business at sufficient speed to reduce the backlog of unmet requirements. Initial suggestions are that if the team is able to process six story "themes" per month, then they will be at the right velocity. <br />
<br />
Charlie also updates the <b>Commitments</b> to reflect both training as well as continued effort to perform this story analysis, something that will become a major responsibility for the solution analysts, as well as a commitment to the product owners well. Coaching has also grown to a full-time responsibility for Charlie, he's now helping on a number of different fronts but so far is getting good return on the time he spent with this team.<br />
<br />
Charlie updates the <b>Action</b> section to reflect the new coaching that he will perform related to story mapping and estimating.<br />
<br />
Charlie and the team agree that the <b>Vision </b>statement should now reflect how the team is working to evolve both the process and the underlying technology system to meet the needs of the business, both in terms of growing demand as well as correct functionality.<br />
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<a href="http://lh4.ggpht.com/-s2S1nYhlz7g/Ui9Ibd4DLiI/AAAAAAAAGCQ/gG6tbT8PE4Y/s1600-h/image%25255B13%25255D.png"><img alt="image" border="0" height="404" src="http://lh4.ggpht.com/-Up9_JWGugpA/Ui9Ib-UJNOI/AAAAAAAAGCY/aCa7xQuad3I/image_thumb%25255B11%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="image" width="644" /></a> <br />
<br />
Once the canvas has been updated, Charlie introduces a new improvement experiment to validate these changes. <br />
<a href="http://lh6.ggpht.com/--Uls5wCRnWk/Ui9Ex-1bMGI/AAAAAAAAGCc/hXUEzWO9AK8/s1600-h/clip_image008%25255B6%25255D.jpg"><img alt="clip_image008" border="0" height="394" src="http://lh3.ggpht.com/-BrRvW4m9q5I/Ui9EyriBEWI/AAAAAAAAGCo/LvMdbEPwWIs/clip_image008_thumb%25255B3%25255D.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image008" width="629" /></a> <br />
<br />
<br />
Check out the Rest of Lean Change - Chapter 5: Walking through the Validated Change Lifecycle with a Comprehensive Example<br />
<ol>
<li><a href="http://agileconsulting.blogspot.ca/2013/09/realizing-minimum-viable-change-through.html">State 1: Agree on the Urgency of Change</a></li>
<li><a href="http://agileconsulting.blogspot.ca/2013/09/realizing-minimum-viable-change-through_10.html">State 2: Negotiate the Change</a></li>
<li><a href="http://agileconsulting.blogspot.ca/2013/09/realizing-minimum-viable-change-through_9607.html">State 3: Validated Adoption</a></li>
<li><a href="http://agileconsulting.blogspot.ca/2013/09/realizing-minimum-viable-change-through_1323.html">State 4: Verify Performance</a></li>
</ol>
<div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-91971661271956642182013-09-10T08:59:00.001-07:002013-09-10T10:06:00.295-07:00Realizing a Minimum Viable Change Through the Validated Change Lifecycle; a Comprehensive Example Part 3 - Validate AdoptionCharlie feels that he has performed enough discovery with his change recipients to move his Minimum Viable Change into the Validate Adoption state. He populates his improvement experiment backlog with a set of tickets dedicated to understanding whether the application maintenance team can successfully adopt some of the process improvements and Kanban related practices described by the <b>Target State</b>. <br />
<a href="http://lh6.ggpht.com/-lsne08oLhu0/Ui9BoW8NEkI/AAAAAAAAF-Y/7y_CKctqUkg/s1600-h/clip_image002%25255B6%25255D.jpg"><img alt="clip_image002" border="0" height="394" src="http://lh6.ggpht.com/-q0F37O3Nbks/Ui9Bo7yLGqI/AAAAAAAAF-g/0VeWJYWKDa8/clip_image002_thumb%25255B3%25255D.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image002" width="629" /></a> <br />
<br />
<b>Charlie Starts the Adoption Process, but Again Faces Passive Resistance</b> <br />
<b></b> <br />
As Charlie works with the application maintenance team a common pattern begins to emerge. While there was reasonable participation in setting up the kanban system, and there is always some participation in the various kanban related meetings, a majority of change stakeholders either do not show up or are very disengaged from the process. No one is actively resisting Charlie's work, but neither are they showing very much initiative to do things on their own. Many change recipients are complaining that they have other activities to do, and that this change is taking too much of the time. <br />
<a href="http://lh5.ggpht.com/-XF2OBIZG_hs/Ui9BpQ2Us-I/AAAAAAAAF-o/uBa96Hg34rM/s1600-h/clip_image004%25255B6%25255D.jpg"><img alt="clip_image004" border="0" height="394" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg3_sP30A5pxxLztuAh9cecJd_HJebImMqHCYgzXp2dbFFmZaoXwwEtaoBOScjcwnyjCJl09eOd01Fi89uPt75rhooM1UtopIyUXF9DxkivoZySqDqEXnYGLsNYvh2Jm2If3DqACDKAxZFX/?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image004" width="629" /></a> <br />
<br />
Charlie decides to reflect this information on his canvas. He's clearly not progressing towards his <b>Success Criteria</b> as fast as he would like, so he marks it yellow. Only a minority of change stakeholders consistently show up and or engage standouts and other kanban related meetings. An even smaller minority shows interest in actually modifying work policies are partaking in workshops necessary to set up and refine the Kanban systems. He marks the <b>Success Criteria</b> as yellow, i.e. partially correct as he is making some progress.<br />
<br />
Charlie tries to work with managers to restructure all capability into a single dedicated team with employees who can provide full-time commitment, but is met with forceful resistance. It seems that there is too much point knowledge spread out across too many people, people that have other responsibilities, so he marks this part of the <b>Target State</b> as red.<br />
<br />
Charlie still believe that there needs to be some concept of a fully focused, dedicated team, but at some restructuring is required to get it to work. He indicates this by marking the application maintenance team concept within the <b>Change Recipient</b> section as yellow. Currently not all change recipients are fully participating, nor are they learning all the skills promised, so he also marks the appropriate <b>Commitment</b> and <b>Wins Benefits</b> as being only partially correct as well.<br />
<br />
<a href="http://lh3.ggpht.com/-eFlcD8__BB0/Ui9BqgVtYVI/AAAAAAAAF-4/ChKIqZ-JtII/s1600-h/clip_image006%25255B6%25255D.jpg"><img alt="clip_image006" border="0" height="394" src="http://lh4.ggpht.com/--dX8AJg1hcY/Ui9BrCo0CfI/AAAAAAAAF_A/YCsaH7oDKQs/clip_image006_thumb%25255B3%25255D.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image006" width="629" /></a> <br />
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<b>Charlie and His Change Recipients Perform a Change Pivot</b> <br />
Charlie starts working with his change champions to get a better understanding of how work actually flows through the application maintenance team. These change champions have been showing enthusiasm and a genuine desire to improve performance. What is interesting is that these change champions are made up of a number of roles, there are operational experts, business analysts, and developers who are showing a mostly full-time commitment. A larger portion of these folks fall into the other other, less interested group.<br />
<br />
Charlie collaborates with this change champions to design a simple value network diagram to try to get understanding of the different degrees of responsibility across these folks. It becomes clear that a subset of the application maintenance team are acting as a virtual team. A subset of operational experts understand the system from an end-to-end solution perspective, or have domain expertise in multiple lines of business. A subset of developers likewise understand how all the various systems work together from a solution and or integration perspective. Remaining operational experts and developers are either knowledgeable in one line of business or one specific system, and are really only needed on a part-time basis when a particular aspect of the solution needs to be changed or tested. <br />
<br />
<b>From Dedicated Team to Feature Team</b> <br />
<b></b> <br />
Taking some inspiration from Kanban literature, Charlie looks at the concept known as a feature team. Charlie defines a core team, redefining the business analysts within this team as solution analysts, and redefining the developers within the team as solution developers. This team will be made up of dedicated, full-time individuals. The remaining operational experts and developers are placed in a pool, and are dynamically assembled into feature teams on an as needed basis. Charlie needs to work with the appropriate managers (development managers and LOB representatives) to make sure that enough capacity is set aside and some service-level agreements are put in place to ensure that these feature teams can be assembled fast enough to meet the to the needs of the core team.<br />
<br />
<a href="http://lh6.ggpht.com/-riOqun1e1C4/Ui9BriW8V6I/AAAAAAAAF_I/GUrqY5_Ng30/s1600-h/clip_image007%25255B6%25255D.gif"><img alt="clip_image007" border="0" height="498" src="http://lh3.ggpht.com/-jN8AH_Jqq1I/Ui9BsCwLdiI/AAAAAAAAF_Q/i0M5IgfQAd8/clip_image007_thumb%25255B3%25255D.gif?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image007" width="818" /></a> <br />
<br />
As a part of designing the value network, Charlie and members of the core team update the change canvas to reflect the latest thinking. They starts with the <b>Target State</b>, adding the concept of a dedicated team supported by feature team. <br />
He then updates the <b>Change Recipient</b> section of his canvas to show two different classes of <b>Change Recipients</b>, a dedicated solution team, and the just-in-time future team.<br />
<br />
Likewise the <b>Success Criteria</b> are now much less ambitious, the dedicated is the only group that needs to have deep skills in of Kanban. The larger group needs needs to only be of work related policies to be able to follow them. The <b>Commitment</b> and <b>Benefits</b> section are likewise updated to reflect this new focus on the core solution team. <br />
<br />
Charlie then puts in a new <b>Action</b> to help the team design this new type of kanban system and coach the solution team in operating it.<br />
<br />
<a href="http://lh6.ggpht.com/-DRSRBtcyREY/Ui9BstrgliI/AAAAAAAAF_Y/VxY4Ve0ehBQ/s1600-h/clip_image009%25255B6%25255D.jpg"><img alt="clip_image009" border="0" height="394" src="http://lh6.ggpht.com/-4w-kiQIYSO0/Ui9BtFbmCgI/AAAAAAAAF_g/8E8WYrvw5dI/clip_image009_thumb%25255B3%25255D.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image009" width="629" /></a> <br />
<b></b> <br />
<b>The Team Is Now Collaborating Better, Charlie Turns to Other Elements of the Change Model That Have Not yet Been Tested</b> <br />
<b></b> <br />
With these new adjustments in place, adoption is going much smoother. Charlie places 2 new Improvement experiment into the backlog, one based on fixing the dysfunctional intake & prioritization mechanism, and another experiment dedicated to helping the team adopts some of the metric oriented root cause analysis capability that comes with the Kanban method.<b></b> <br />
<b></b> <br />
<a href="http://lh3.ggpht.com/-Ioc35IhpzYU/Ui9BtlrhSwI/AAAAAAAAF_o/psO124v5XTU/s1600-h/clip_image011%25255B6%25255D.jpg"><img alt="clip_image011" border="0" height="394" src="http://lh5.ggpht.com/-hiWkt4mM_P4/Ui9BuUJAwhI/AAAAAAAAF_w/zrWAqXBQMYY/clip_image011_thumb%25255B3%25255D.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image011" width="629" /></a> <br />
<b>Again, Charlie Faces the Evil of Passive Resistance</b> <br />
<b></b> <br />
Charlie runs a number of facilitated prioritization sessions with LOB representatives who are responsible for establishing priority. He is shocked by how little progress he makes. His attempts to create queues and allocate them to different lines of business go nowhere. No one is willing to step up and say exactly how much capacity they need, Nor are any of these representatives willing to contradict anybody else. Charlie knows that most of these representatives are still going directly to the team, practicing backdoor politics to get their work done first. <br />
Charlie is also unable to find any one person who really wants to own the role of analyzing metrics and getting the team into a state of quantifiable improvement based on data. <br />
Charlie is unsure which part of this change model are incorrect, so he places yellow markers in the <b>Urgency</b>, <b>Target State</b> and <b>Action</b> section. He knows he needs to do some work here but is not sure exactly what. <br />
<a href="http://lh4.ggpht.com/-GPcB7JworFU/Ui9Bu-Xl4OI/AAAAAAAAF_4/g4n1Ktnkl6o/s1600-h/clip_image013%25255B6%25255D.jpg"><img alt="clip_image013" border="0" height="394" src="http://lh5.ggpht.com/-rHLjob2KCSw/Ui9BvbSUBaI/AAAAAAAAGAA/-eTS5bvEAwM/clip_image013_thumb%25255B3%25255D.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image013" width="629" /></a> <br />
The reality is that the Business LOB Representatives all have performance bonuses tied to getting their work completed by the end of the fiscal year. Interestingly, a very clear mandate from top executives have made it clear that these LOB representatives need to work with each other to make sure that all work gets done. This is led to a highly politicized climate, where backdoor dealing is the rule of the day. <br />
Charlie adds this problem to the <b>Urgency</b> section. <br />
<b></b> <br />
<br />
<b>Time to Reintroduce the Product Owner Role </b> <br />
<b></b> <br />
Because of the divisive and fractured nature of the LOB group, Charlie suggests to one of the executive stakeholders that they look again at the Product Owner role, but this time he suggests that the person fulfilling this role is a senior executive, and that this person possesses the skills and factor to have some tough conversations with various business clients around what can and what cannot be done this year. Charlie is able to get agreement, as this concept was already currently being circulated within the executive group as a potential solution.<br />
<br />
Charlie updates the <b>Target State</b>, to include the concept of a Product Owner. And likewise reflects this concept of a Product Owner in the <b>Action</b>, and <b>Wins Benefits</b> section. Charlie has upped his <b>Commitment</b> now to three days a week, as he will be spending a good deal of time coaching his executive on how to be a Product Owner on an agile team.<br />
<br />
You may remember that the concept of a Product Owner was part of the original version of this Change Canvas, the idea was scrapped when the idea of an agile iterative team model went out to the window and we brought in Kanban instead. This is a completely normal part of the process, elements of a change model will be removed and then added back in based on new learnings. What Charlie has learned is that he needs to remain flexible and take concepts from different methods in different areas of thinking to come up with a solution that truly fits the needs of his change recipients.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhDArk1UmuN5K4oZzC7_0fkewFYvWf_jD6N7VSylfXuIlg1bV5NcD7bIoqn8M-cgvL_gduG1k5gmajx0JZPlqt4TkCJGk9jT43zs31IN7gTBw3lbS3hugNVIT-FRm343vTwogsoQrg36rPg/s1600-h/clip_image015%25255B6%25255D.jpg"><img alt="clip_image015" border="0" height="394" src="http://lh5.ggpht.com/-FgDUeJ3MJnQ/Ui9BwlgPKSI/AAAAAAAAGAQ/8gEMxAp8_O0/clip_image015_thumb%25255B3%25255D.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image015" width="629" /></a> <br />
<br />
Charlie runs a new improvement experiment for about a month, dedicated to taking an existing, senior Line of Business Representative, and coaching him to become a product owner for the entire solution. This person takes to the new role extremely well, and all early indications show that he is doing a fantastic job.<br />
<br />
He also takes ownership of looking at performance metrics such as throughput in leadtime, and running periodic root cause analysis sessions to understand if performance is improving to keep up with the growing demand and improve customer satisfaction.<br />
<br />
<br />
<br />
<a href="http://lh6.ggpht.com/-8rnRe40KlM0/Ui9BxMPGybI/AAAAAAAAGAU/l0v68UXMLJc/s1600-h/clip_image017%25255B6%25255D.jpg"><img alt="clip_image017" border="0" height="394" src="http://lh4.ggpht.com/-5zO0-xYSg2s/Ui9BxjyGtXI/AAAAAAAAGAg/Gl10X2iHlG4/clip_image017_thumb%25255B3%25255D.jpg?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image017" width="629" /></a> <br />
<b></b> <br />
<b></b> <br />
<b></b> <br />
<br />
The change recipients are now showing the ability to successfully adopt new methods, as well as gather performance oriented metrics for the purpose of quantifiable improvement. Charlie is now ready to move the Minimum Viable Change into the final, Verify Performance state of the Validated Change Lifecycle. <br />
<br />
<br />
Check out the Rest of Lean Change - Chapter 5: Walking through the Validated Change Lifecycle with a Comprehensive Example<br />
<ol>
<li><a href="http://agileconsulting.blogspot.ca/2013/09/realizing-minimum-viable-change-through.html">State 1: Agree on the Urgency of Change</a></li>
<li><a href="http://agileconsulting.blogspot.ca/2013/09/realizing-minimum-viable-change-through_10.html">State 2: Negotiate the Change</a></li>
<li><a href="http://agileconsulting.blogspot.ca/2013/09/realizing-minimum-viable-change-through_9607.html">State 3: Validated Adoption</a></li>
<li><a href="http://agileconsulting.blogspot.ca/2013/09/realizing-minimum-viable-change-through_1323.html">State 4: Verify Performance</a></li>
</ol>
<div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0tag:blogger.com,1999:blog-234465125505359244.post-41624111261466120072013-09-09T19:57:00.000-07:002013-11-03T15:20:48.176-08:00A Lean Change Comprehensive Example - Part 2 Negotiate The ChangeHaving <a href="http://agileconsulting.blogspot.ca/2013/09/realizing-minimum-viable-change-through.html">validated the urgency and change participant</a> section of the Change Canvas, Charlie is now ready to work with his identified change participants to co-create a change solution for the MVC.<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh5-hlqhhHXVg2GblE1C2UVpGgJyr4F_dNQbHKKooaDdIGkFO71l3jZT2XK3OzpsLalMfE3eFp60GnMeg9kYWI16Q5Me-ob7S1Qc7z_FAFWhdz60tlVpfFCbc1G7YBCbxQX0keCyv1uKkai/s1600-h/Validate_2%25255B2%25255D.png"><img alt="Validate_2" border="0" height="214" src="http://lh3.ggpht.com/-5NCEqBbkFzc/UnbYK_TxOiI/AAAAAAAAIDc/eeAdjtON59I/Validate_2_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="Validate_2" width="244" /></a> <br />
<h3>
Charlie Conducts a Workshop with the Change participants to Collaborate on a target options</h3>
Charlie prepares, then facilitate a workshop in the aim of working through different sections of the Canvas. Charlie hopes to come Up with a change solution.<br />
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<a href="http://lh4.ggpht.com/-d1rrmzRBFl8/UnbWG2sikHI/AAAAAAAAIDk/dqCxv3xVg2M/s1600-h/clip_image003%25255B4%25255D%25255B6%25255D.png"><img alt="clip_image003[4]" border="0" height="464" src="http://lh3.ggpht.com/-_FjvMINuO8Y/UnbWHXqHksI/AAAAAAAAIDs/_TdaM8T4kSU/clip_image003%25255B4%25255D_thumb%25255B4%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image003[4]" width="944" /></a> <br />
<a href="http://bit.ly/18bwfwP"><img align="right" alt="clip_image004[4]" border="0" height="142" hspace="12" src="http://lh6.ggpht.com/-060dwcHC8Os/UnbWH3P4C4I/AAAAAAAAIA4/yASa4feJ0yo/clip_image004%25255B4%25255D%25255B2%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline; margin-left: 0px; margin-right: 0px;" title="clip_image004[4]" width="244" /></a><br />
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Charlie suggests a more pragmatic set of changes this time around. Charlie present the idea of preserving the majority of the teams existing processes, but enhancing them with a better prioritization mechanism. He also suggests putting the Operational Experts in charge of UAT. Charlie would like to place both analysts and developers together into a cross functional work cell to perform the analysis function. Charlie still feel strongly that the application maintenance group would benefit from more full-time team members working in a dedicated cross functional nature, so he leaves that in the <b>target options</b>. <br />
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Charlie then suggests putting Kanban on top of this process in order to empower the team to improve their agility over time.<br />
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<a href="http://lh4.ggpht.com/-HWYQW7Gk_Fo/UnbWISQIEDI/AAAAAAAAID0/4FUpk0hwCUo/s1600-h/clip_image005%25255B4%25255D%25255B6%25255D.png"><img alt="clip_image005[4]" border="0" height="487" src="http://lh3.ggpht.com/-g0N-H1qddAY/UnbWIw7lnVI/AAAAAAAAID8/B5BJg-9BvRY/clip_image005%25255B4%25255D_thumb%25255B4%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image005[4]" width="944" /></a> <br />
<h3>
Charlie Faces Passive Resistance</h3>
During the first negotiate change workshop it becomes clear that many of the developers do not want to commit to any decisions that will significantly impact the way they work. Most of the technical folks are reluctant to agree (or disagree) with any of the suggested <b>target options</b> concepts. <br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjK8ZB1gRpeylHSRJj6qSn_hhZxAkBFSVzFl_ryArRgG-iPzeLYVtP30jqt9rBFWuD_H-jzrMirCQgaJJXZLz3RBYoGPKqZudepM-dHtR1SsK3D3ruxIUSNqOpmPXYvdXBuy8L4oxLsoax7/s1600-h/clip_image006%25255B4%25255D%25255B6%25255D.png"><img alt="clip_image006[4]" border="0" height="487" src="http://lh4.ggpht.com/-XRfAMu30iD0/UnbWJ8Bmy7I/AAAAAAAAIEM/zFzQ4suf4QY/clip_image006%25255B4%25255D_thumb%25255B4%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image006[4]" width="944" /></a> <br />
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<b>Charlie Discovers Another Set of Change Stakeholders</b><br />
After the workshop, one of the developers approaches Charlie. He lets Charlie know that the developers really belong to a number of different departments, segregated by system. These departments each have their own development manager. And it is hard for developers to agree to any changes to working methods without input and agreement from these development managers. Charlie adds these development managers as another set of secondary change stakeholders to the <b>Change participant</b> section of the Canvas. He then holds another workshop inviting these development managers, and is able to get reasonable consensus on his suggested approach. <br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgmdDDakv-phUM3_j8VCPD3XYCiucNkHA7z0RPZ5clKdF94RdRZgWL49-G7SW_VoNZ7GBJcknRZLC31Uy_1s9I6S5NVnKe2Rwd4ZAyXir7gcUzELVHmLLIB0MoQvHIKF8UKqEllz2t1Uy-_/s1600-h/clip_image007%25255B4%25255D%25255B6%25255D.png"><img alt="clip_image007[4]" border="0" height="487" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjQAHfSBkp8JBjbDBzE9WN0cVJkdl_W7znSwCknIRggdTNHwDDbRciX4JKO9S3SqdTeqOO_CC1JgvrmWY3F5Bv64QpNPdOpn0cnXJdxSxgwXjoOX6s73_JLZ5Po66XbQkQ9r576LH0YnEZt/?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image007[4]" width="944" /></a> <br />
<h3>
Charlie Is Now Ready to Start Planning Adoption of His Suggested Target ghOptions</h3>
Charlie now prepares for, and then facilitates a change planning workshop with the intent of discussing what is required to realize this change. <br />
<a href="http://lh5.ggpht.com/-1QYX2x8EF8c/UnbWLHDacUI/AAAAAAAAIEk/c4I15VSQEls/s1600-h/clip_image008%25255B4%25255D%25255B6%25255D.png"><img alt="clip_image008[4]" border="0" height="464" src="http://lh4.ggpht.com/-dMJbVN6dNpA/UnbWLrrLN-I/AAAAAAAAIEs/fU3MnTldtv4/clip_image008%25255B4%25255D_thumb%25255B4%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image008[4]" width="944" /></a> <br />
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Working with his change participants, Charlie updates the <b>Action</b> section of the Canvas to include Kanban set up and coaching. He also tries to secure commitment for the application maintenance team to take two days of Kanban training, and have all participants show up to all Kanban related sessions and meetings. Finally, he decides to update his own <b>Commitment</b> to two days a week as this group is larger than he had originally anticipated. <br />
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Charlie is hoping that all the listed change participants will <b>Benefit</b> from gaining deep Kanban expertise, he's also hoping that the team will be able to meet the continually growing demand, which would require a 100% improvement in throughput. While change participants are not entirely convinced that this is possible, they agree to defer to his enthusiasm. Defects also need to go down by an order of magnitude, given their huge rate, Charlie has put down a 200% reduction required. Again the team is not convinced but are willing to go with it for now. <br />
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Charlie also uses the planning session as an opportunity to discuss different <b>Success Criteria</b>. Given the team's relative inexperience with lean and agile methods, this is mostly an exercise in education and socialization. Charlie's change participant group consists of 53 members. In order for him to consider the change successful Charlie feels that a majority of these employees should be able to exhibit basic Kanban skills such as pulling work without being asked to, as well as follow other Kanban related work policies. He feels that a smaller but sizable portion should be able to create and implement new work policies. In terms of performance, throughput and quality need to eventually improve to the number listed in the benefits section. Charlie's gut tells him that this will take at least 10 months for these numbers to take effect.<br />
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<a href="http://lh5.ggpht.com/-ig9q2cX8TQE/UnbWMLkiU0I/AAAAAAAAIE0/VJjN1gG4Yso/s1600-h/clip_image009%25255B4%25255D%25255B6%25255D.png"><img alt="clip_image009[4]" border="0" height="487" src="http://lh5.ggpht.com/-yKUf-xKlPHY/UnbWMWpR6HI/AAAAAAAAIE8/xZ1XgaPL-AA/clip_image009%25255B4%25255D_thumb%25255B4%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image009[4]" width="944" /></a> <br />
<h3>
Charlie Is Having Trouble Getting Everyone to Engage</h3>
Despite the fact that the workshops have gone reasonably well, Charlie marks his improvement experiment as only partially correct. Some participants in his workshop seemed to be disengaged from the process. He's becoming increasingly aware that a core group of change participants are working hard to understand concepts, and help co-create the solution. However a larger portion seems to be distracted, and even resentful that these numerous workshops are taking place. <br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg_zHE8f09v2rU64XW4hi2hN1Ao-3CeP2wbVl_rr5oxcmqKRXplQCfksIC-fH4vTSJgd-qJSp2nyz2qOFlruRaxTPyPdpd6vhPudmk6rmEKcMa5w5v3NnEFwRVHmpNie564sVJK7vvhrDcU/s1600-h/clip_image010%25255B4%25255D%25255B6%25255D.png"><img alt="clip_image010[4]" border="0" height="469" src="http://lh3.ggpht.com/-tCn9DlLGyhk/UnbWNaHvNBI/AAAAAAAAIFM/-HK67Lv7QoY/clip_image010%25255B4%25255D_thumb%25255B4%25255D.png?imgmax=800" style="border-color: -moz-use-text-color; border-style: none; border-width: 0px; display: inline;" title="clip_image010[4]" width="954" /></a> <br />
<h3>
Charlie Focuses on His Champions</h3>
Charlie decides to segregate his <b>Change participants</b> into two groups, those that are showing passion for the change, and actively engaging on shaping it, and those who are more disengaged and more passive to the process.<br />
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<a href="http://lh5.ggpht.com/-p4Cn0PZt1y0/UnbWN4nH_OI/AAAAAAAAIFU/muBWQmj_mM8/s1600-h/clip_image011%25255B4%25255D%25255B6%25255D.png"><img alt="clip_image011[4]" border="0" height="492" src="http://lh3.ggpht.com/-lNV1hAuBqAk/UnbWOJ8scbI/AAAAAAAAIFc/WTjNIs2ya-M/clip_image011%25255B4%25255D_thumb%25255B4%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image011[4]" width="954" /></a> <br />
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Charlie's holds a series of workshops with the selected change champions to carefully go through each section of the Change Canvas sharing supporting information when necessary, ensuring complete understanding, and gaining agreement that these change champions will be co-owners of the change. <br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiLg6un6JuFL1Y_ETUyT9TKGqvbA13PgV4lvkuCW09mif1wn5crcwdBD9Jb-7uEyXjcaPho3b817GRNFy2yU4_7kM1t7_nHy6qCBDoftRpxF25BOE2t4_rc1rDkWp9nzfeq6c5vecoWYwjN/s1600-h/clip_image012%25255B9%25255D.png"><img alt="clip_image012" border="0" height="469" src="http://lh4.ggpht.com/-J0L23yPYrZg/UnbWPG6lSvI/AAAAAAAAIFs/pgoNsU8hSjs/clip_image012_thumb%25255B6%25255D.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image012" width="954" /></a> <br />
For my next post, I'll talk about finally getting the change going with the validate adoption state. <br />
<a href="http://lh6.ggpht.com/-JM1yg0S0v68/UnbWPrvlq_I/AAAAAAAAIDA/AMk7QndoGU4/s1600-h/clip_image013%25255B3%25255D.png"><img alt="clip_image013" border="0" height="138" hspace="12" src="http://lh6.ggpht.com/-IIAq2HNoDyE/UnbWQVT60fI/AAAAAAAAIDI/0QZdUPoM3hM/clip_image013_thumb.png?imgmax=800" style="border-bottom: 0px; border-left: 0px; border-right: 0px; border-top: 0px; display: inline;" title="clip_image013" width="106" /></a><i>For more check out the <a href="http://bit.ly/18bwfwP">Lean Change Method: Managing Agile Transformation with Kanban, Kotter, and Lean Startup Thinking</a></i> <br />
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<br /><div class="blogger-post-footer"><a href="https://leanpub.com/leanchangemethod"><b><i>Check Out The Lean Change Method Book</i></b></a>
<P>Change Canvas is adapted from the Business Model Canvas (http://www.businessmodelgeneration.com/canvas) and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License </p></div>Jeff Andersonhttp://www.blogger.com/profile/17502868241692630528noreply@blogger.com0