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ADAPTing to Agile

Mike Cohn
June 15, 2012

ADAPTing to Agile

Transitioning to an agile development process is unlike most transitions development organizations make. Many transitions begin when a strong, visionary leader plants a stake in the ground and says, “Let's take our organization there.” Other transitions start with a lone team thinking, “Who cares what management thinks, let's do this.” The problem in transitioning to agile is that neither of these approaches alone is likely to lead to the long-term, sustainable change you want.

Mike Cohn describes how you can iterate toward more agility by combining a senior-level “guiding coalition” with multiple “action teams.” Along the way, you will learn the acronym ADAPT to describe the five steps necessary for any successful agile transition: Awareness, Desire, Ability, Promote, and Transfer. Explore the true role of leaders and managers to guide self-organizing teams toward agility. Take back proven patterns for getting started—Start Small, Stealth Mode, Going All In, Public Displays of Agility, Impending Doom, and more. Leave knowing what you must—and must not—do to succeed with agile in your organization and team.

Mike Cohn

June 15, 2012
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  1. © 2009 Mountain Goat Software
    © Copyright Mountain Goat Software®
    ADAPTing
    to Agile
    Mike Cohn
    [email protected]
    June 7, 2010
    1

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  2. © Copyright Mountain Goat Software®
    ®
    Mike Cohn
    Founding member and
    director of Agile Alliance
    and Scrum Alliance
    Founder of Mountain
    Goat Software
    Doing Scrum since 1995
    Started my career as a
    programmer
    2

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  3. © Copyright Mountain Goat Software®
    ®
    Agenda
    Why transitioning to agile is hard
    ADAPTing to agile development
    Iterating toward agility
    The role of leadership
    Overcoming resistance
    3

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  4. © 2009 Mountain Goat Software
    © Copyright Mountain Goat Software®
    ®
    Two simplistic views of change:
    Top down: Powerful leader shares a vision
    Bottom-up: A team starts and everyone else sees the
    .1:1P@?;2@41:1C-<<>;-/4
    But, transitioning to agile is neither top-down nor
    bottom-up
    It’s both at the same time
    Change is not top-down or bottom-up;
    it’s both
    1
    4

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  5. © 2009 Mountain Goat Software
    © Copyright Mountain Goat Software®
    ®
    It is tempting to codify things that work in a given
    context into best practices
    '45?81-0?@;5:Q1D5.81<>;/1??1?†
    Once we know what’s “best” we stop adapting
    Or even thinking about what we’re doing
    Once we’ve stopped inspecting and adapting we’re
    not agile, or won’t be for long
    Best practices are tempting
    2
    †Anderson, P. “Seven Layers for Guiding the Evolving Enterprise”
    in The Biology of Business.
    5

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  6. © 2009 Mountain Goat Software
    © Copyright Mountain Goat Software®
    ®
    The transition process must be congruent
    with the development process
    3
    Self-organize
    Write feature 1
    Write feature 2
    Part of the move to agile is a
    move to self-organizing teams
    Moving to self-organization
    requires self-organization!
    6

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  7. © 2009 Mountain Goat Software
    © Copyright Mountain Goat Software®
    ®
    Traditional view of the organization is as a machine
    *1/-:05??19.815@?@A0E5@?<->@together
    ":/1C1?1@5@5:9;@5;:5@C588/;:@5:A15:9;@5;:
    Organizations are unpredictable, living systems
    4
    7

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  8. © Copyright Mountain Goat Software®
    ®
    Q-C10B51C;2;>3-:5F-@5;:-8/4-:31
    Assessment Gap Analysis Plan
    Current
    State
    Desired
    State
    Vision
    8

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  9. © Copyright Mountain Goat Software®
    ®
    We need a different mental model
    The organization as a Complex Adaptive System
    (CAS)
    John Holland in Complexity: The Emerging Science at the
    Edge of Order and Chaos.E 5@/4188*-80>;<
    H 0E:-95/:1@C;>7;29-:E-31:@?
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    H ;:@>;85?45348E05?<1>?10-:001/1:@>-85F10
    H Overall system behavior is the result of a huge
    :A9.1>;201/5?5;:?9-01/;:?@-:@8E.E9-:E
    agents
    9

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  10. © Copyright Mountain Goat Software®
    ®
    ;/-83;-8?-:03-
    Local agents (individuals, project teams, discipline
    coworkers) identify local gaps based on their goals
    Vision
    Current
    State
    ;/-8
    -/@5;:?
    :?<1/@
    Desired
    State
    Current
    State
    ;/-8
    -/@5;:?
    :?<1/@
    Desired
    State
    Current
    State
    ;/-8
    -/@5;:?
    :?<1/@
    Desired
    State
    10

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  11. © Copyright Mountain Goat Software®
    ®
    Closing the gap with
    the desired state
    Newtonian View
    of Success
    Achieving a good fit
    with the environment
    CAS View
    of Success
    5221>5:3B51C?;2?A//1??
    11

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  12. © Copyright Mountain Goat Software®
    ®
    Traditional
    view
    CAS view
    14-B5;>5?<>105/@-.81-:0/;:@>;88-.81
    14-B5;>5?A:<>105/@-.81-:0
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    5>1/@5;:5?01@1>95:10@4>;A34
    191>31:/1-:0.E9-:E<1;<81
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    01?/>5.1?15@41>@41@>-05@5;:-8;>&B51C;24;C@;
    /4-:31-:;>3-:5F-@5;:
    H #A@-:+5:@41-<<>;<>5-@1/;8A9:@;5:05/-@1C45/4
    01?/>5.1?@41@>-05@5;:-8B51C-:0C45/4@41&B51C
    12

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  13. © Copyright Mountain Goat Software®
    ®
    Traditional
    view
    CAS view
    %18-@5;:?45->105>1/@5B1
    Relationships are empowering
    Responsiveness to the environment is the
    measure of value
    2P/51:/E-:0>185-.585@E->191-?A>1?;2
    value
    1/5?5;:?->1.-?10;:2-/@?-:00-@-
    1/5?5;:?->1.-?10;:<-@@1>:?-:0
    tensions
    1-01>?->11D<1>@?-:0-A@4;>5@51?
    1-01>?->12-/585@-@;>?-:0?A<<;>@1>?
    13

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  14. © Copyright Mountain Goat Software®
    ®
    Agenda
    Why transitioning to agile is hard
    ADAPTing to agile development
    Iterating toward agility
    The role of leadership
    Overcoming resistance
    14

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  15. © Copyright Mountain Goat Software®
    ®
    Awareness that there is room for
    improvement
    A
    Desire@;/4-:31
    D
    Ability to work in an agile manner
    A
    Promote1->8E?A//1??1?@;.A580
    momentum and get others to follow
    P
    Transfer@4159<-/@;2-3581@4>;A34;A@@41
    ;>3-:5F-@5;:?;@4-@5@?@5/7?
    T
    15

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  16. © Copyright Mountain Goat Software®
    ®
    MO9@41&/>A9 -?@1>-:0
    @4101B18;<1>?->1:;@911@5:31D<1/@-@5;:?2;>/;01=A-85@E
    ":1;2;A>/4-881:31?5?@4-@C1O>1?@5884-/75:3;A>C-E
    @4>;A348;@?;2813-/E/;01@4-@5?:O@A:5@@[email protected];>
    -A@;9-@10E1@ '45?/;015?95??5;:/>5@5/-8-:0@41<1>?;:
    C4;4-?.11:C;>75:39;?@8E;:@4-@->1-;2/;01
    /;:?5?@1:@8E81-B1?4;81?5:@4101?53:-:059<8191:@-@5;:;2
    :1C<51/1?;2@4-@/;01
    We also have the issue with at least one other developer as
    well.”
    1. Is this a problem of Awareness, Desire or Ability?
    A Why?
    2. Thinking about ADAPT, what might you try?
    ?
    16

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  17. © Copyright Mountain Goat Software®
    ®
    :05B50A-8-:03>;A</4-:31
    All individuals will need to move through the
    Awareness, Desire, and Ability stage
    But will do so at different rates
    Early adapters and leaders:
    Use the Promote stage to build Awareness
    and Desire in later adopters
    !110@;'>-:?21>@4159<-/@;2-3581@;3>;A
    8571A9-:%1?;A>/1?;>@41@>-:?5@5;:C588
    fail
    17

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  18. © Copyright Mountain Goat Software®
    ®
    Tools for building...
    Awareness
    HCommunicate that there’s a problem
    HUse metrics
    HProvide exposure to new people and experiences
    HFocus attention on the most important reason or
    two for changing
    18

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  19. © Copyright Mountain Goat Software®
    ®
    On the following slides, identify
    &91*&89F;*<&>894':.1))*8.7*
    create ability, promote the
    transition, and transfer its
    implications.
    19

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  20. © Copyright Mountain Goat Software®
    ®
    Desire Ability
    20

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  21. © Copyright Mountain Goat Software®
    ®
    Transfer
    Promote
    21

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  22. © Copyright Mountain Goat Software®
    ®
    Stop!
    My thoughts on desire,
    ability, transfer and promote
    are on the following pages.
    You don’t want to see them
    before you think about your
    own.
    22

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  23. © Copyright Mountain Goat Software®
    ®
    Tools for building...
    Desire
    HCommunicate that there’s a better way
    HCreate a sense of urgency
    HBuild momentum
    HGet the team to take agile for a test drive
    HAlign incentives (or, at least, remove disincentives)
    HFocus on addressing any fears
    HHelp people let go
    HDon’t discredit the past
    HEngage everyone in the transition
    23

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  24. © Copyright Mountain Goat Software®
    ®
    Ability
    HProvide coaching and training
    HHold individuals accountable
    HShare information
    HSet reasonable targets
    HJust do it
    Promote
    HPublicize success stories
    HHost an agile safari
    HAttract attention
    24

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  25. © Copyright Mountain Goat Software®
    ®
    Transfer
    HTransfer the effects of agile beyond the current group
    AA team transfers to its department
    AA department transfers to its division
    A1@/
    HIf you don’t transfer, the transition will eventually and
    inevitably fail
    A';;9A/4organizational gravity0@41
    status quo
    HExample:
    AIf you don’t align promotions, raises, annual reviews, those
    will work against you
    25

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  26. © Copyright Mountain Goat Software®
    ®
    Agenda
    Why transitioning to agile is hard
    ADAPTing to agile development
    Iterating toward agility
    The role of leadership
    Overcoming resistance
    26

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  27. © Copyright Mountain Goat Software®
    ®
    Enterprise Transition Community
    (ETC)
    Improvement
    backlog
    Improvement Communities
    Improvement
    backlog
    Improvement
    backlog
    Improvement
    backlog
    Impediments
    Energy, suppport, resources,
    guidance, & direction (occasionally)
    Iterating toward agility
    27

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  28. © Copyright Mountain Goat Software®
    ®
    Enterprise Transition Community (ETC)
    Creates a culture in which passion and
    desire to improve thrive
    Does not direct the transition effort
    #>;B501?1:1>3E>1?;A>/1??A<<;>@-:0
    3A50-:/1
    Removes organizational impediments to agility
    Encourages Improvement Communities to
    form
    28

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  29. © Copyright Mountain Goat Software®
    ®
    ETC members
    Sponsor
    >;945341?@81B18-@C45/4/4-:315?
    supported
    !;@-/41/7.;;7;:8E/;995@91:@
    Others
    From any level but driven by desire to
    improve
    Disbands when the “transition” part of
    adopting agile is over
    29

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  30. © Copyright Mountain Goat Software®
    ®
    ETC responsibilities
    >@5/A8-@1@41>1-?;:?2;>-0;<@5:3-3581
    &@59A8-@1/;:B1>?-@5;:
    #>;B501>1?;A>/1?
    Engage everyone
    Set appropriate aspirations
    :@5/5<-@1-:0-00>1??<1;<815??A1?-:0;@41>
    impediments
    :/;A>-31?59A8@-:1;A?2;/A?;:<>-/@5/1?-:0
    <>5:/5<81?
    30

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  31. © Copyright Mountain Goat Software®
    ®
    :'O?59<>;B191:@.-/78;3
    Item Who Note
    >1-@1-:M3581"2P/1NC41>1
    @1-9?/-:31@418<
    Jim (CTO) to talk this up at
    monthly development meeting.
    Let’s see if there’s any interest.
    Establish an internal program
    2;>01B18;<5:3&/>A9 -?@1>?
    How do we identify good
    5:@1>:-8/-:050-@1?;C0;C1
    develop them?
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    SC
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    in this.
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    /A.5/81?
    JS 59@;@-87@;(>?A8-5:2-/585@51?
    Get more teams to do
    /;:@5:A;A?5:@13>-@5;:
    AR
    >51C588?A99->5F191@>5/?
    2>;945?<>;61/@-:0?114;C
    9-:E@1-9?41/-:9;@5B-@1
    31

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  32. © Copyright Mountain Goat Software®
    ®
    9<>;B191:@/;99A:5@51??
    Form around the passion of a small number
    of people
    Expand from there
    Do the real work of improving how the
    organization implements agile
    Focus on goals with practical relevance
    Examples:
    ScrumMaster, Testing, Product Owner,
    Continuous Integration
    32

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  33. © Copyright Mountain Goat Software®
    ®
    Working with an IC
    An IC works with a project team
    Work is not done in an ivory tower
    Most ICs work in 2–4-week iterations
    Disband or refocus when goal has been
    achieved
    33

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  34. © Copyright Mountain Goat Software®
    ®
    ETC Improvement
    Backlog

    Establish an internal
    program for developing
    &/>A9 -?@1>?

    Not everything on an
    IC’s improvement
    backlog needs to tie
    back to the ETC’s
    backlog
    An IC Improvement Backlog
    Figure out how to identify good
    /-:050-@1?@;.1/;91&/>A9 -?@1>?5:
    -005@5;:@;@4;?1C4;-?7@;<->@5/5<-@1
    in this program).
    Establish an internal mentoring program.
    1B18;<?;915:@1>:-8/8-??>;;9
    @>-5:5:3 *45/4/;A>?1?*4;/-:@1-/4
    @419-:C185/1:?1/;A>?1?
    [email protected]@2;>:1D@E1->2;>1D@1>:-8
    /;-/45:3 ;C9-:E0-E?@C4-@
    1D<1/@100-58E>-@1
    34

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  35. © Copyright Mountain Goat Software®
    ®
    Improvement backlogs
    1.Write some items that you would like an on
    your organization’s initial improvement backlogs.
    2.What improvement communities would you like
    to see form that could help with some of these
    improvements?
    3.What obstacles are in the way of making these
    improvements?
    4.What obstacles are in the way of forming an
    ETC or improvement community to get started?
    35

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  36. © Copyright Mountain Goat Software®
    ®
    Agenda
    Why transitioning to agile is hard
    ADAPTing to agile development
    Iterating toward agility
    The role of leadership
    Overcoming resistance
    36

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  37. © Copyright Mountain Goat Software®
    ®
    Transition team and other formal leaders
    must lead the transition
    but cannot do so in the usual ways
    Self-organizing groups still require leadership
    Lead through example, questions, and focus
    “Nudge” the organization; Poke and prod;
    See how the organization responds
    Leading an agile transition
    37

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  38. © Copyright Mountain Goat Software®
    ®
    Container
    H .;A:0->EC5@45:C45/4?182;>3-:5F-@5;:;//A>?
    H ;9<-:E<>;61/@@1-9/5@E>;81:-@5;:-85@E
    Glenda Eoyang: Conditions for Self-Organizing in Human Systems
    Differences
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    system
    H '1/4:5/-87:;C810310;9-5:7:;C8103110A/-@5;:
    1D<1>51:/1<;C1>31:01>
    Transforming Exchanges
    H 31:@?5:@41?E?@195:@1>-/@-:01D/4-:31>1?;A>/1?
    H Information, money, energy (vision)
    38

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  39. © Copyright Mountain Goat Software®
    ®
    Using the CDE model
    ,;A/-:5:QA1:/14;C-@1-9?182;>3-:5F1?
    by altering the:
    Containers
    2;>9-8@1-9?5:2;>9-8@1-9?/8->52E;>:;@1D<1/@-@5;:?
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    tools
    39

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  40. © Copyright Mountain Goat Software®
    ®
    Containers
    Enlarge or shrink teams
    Enlarge or shrink the responsibility
    boundary of teams
    Change team membership
    Create new teams or groups
    40

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  41. © Copyright Mountain Goat Software®
    ®
    5221>1:/1?
    Don’t require consensus
    >1-@5B5@E/;91?2>;9@1:?5;:
    $A51@05?-3>1191:@5?:;@-?3;;0-?P1>/1
    01.-@1@4-@81-0?@;.14-B5;>/4-:31
    Ask hard questions
    '41:1D<1/@@1-9?@;P:0?;8A@5;:?
    41

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  42. © Copyright Mountain Goat Software®
    ®
    '>-:?2;>95:31D/4-:31?
    Encourage communication between teams
    and groups
    Who isn’t talking who should?
    Add or remove people from exchanges
    Change reporting relationships
    %18;/-@1<1;<81
    ;9<85-:/1C5@41D@1>:-83>;A
    Encourage learning
    42

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  43. © Copyright Mountain Goat Software®
    ®
    ,;A->1@41&/>A9 -?@1>;>/;-/4
    H '41:1D@?8501?01?/>5.1??;91@1-9?C5@4?;91
    trouble spots. Think about how you might help them by
    /4-:35:3@415>Cotrainers, amplifying or dampening
    5221>1:/1?;>/4-:35:3@415>D/4-:31?.
    H ;>1-/4/-?1501:@52E-@81-?@;:1@45:3E;AO00;
    H Note whether you are tweaking their Container,
    5221>1:/1?;>D/4-:31? ,;[email protected]/@5:39;>1
    than one.)
    43

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  44. © Copyright Mountain Goat Software®
    ®
    '41@1-9/;:?5?@?;22;A>01B18;<1>?@C;@1?@1>?-
    database engineer and you. The developers and
    testers are not working well together. Developers
    work in isolation until two days are left in the
    5@1>-@5;: '41E@41:@4>;C/;01M;B1>@41C-88N@;
    the testers.
    1
    2
    The team is failing to deliver potentially shippable
    ?;2@C->1-@@411:0;21-/45@1>-@5;: !;:1;2@41
    5@19?@41E?@->@->1

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    C;>75?-8C-E?812@@;.10;:15:@41:1D@5@1>-@5;:
    44

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  45. © Copyright Mountain Goat Software®
    ®
    '41@1-9?119?@;.1/;:?5?@1:@8EA:01>/;995@@5:3
    0A>5:35@1>-@5;:<8-::5:3 '41EP:5?4@41C;>7@41E
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    will soon.
    3
    4
    ,;A>;>3-:5F-@5;:4-?
    05221>1:@-3581@1-9? -/4
    team has its own testers who are starting to go in
    05221>1:@05>1/@5;:?5:@1>9?;2<>121>>10@;;8?-:0
    -<<>;-/41?
    45

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  46. © Copyright Mountain Goat Software®
    ®
    Jeff, a senior developer, is very domineering. During
    iteration planning the team defers to him on every
    01/5?5;:1B1:@4;A34415?-4;>>5.811?@59-@;> ,;A
    :;@5/138-:/1?@4-@;@41>@1-9919.1>?1D/4-:31
    when he suggest very low estimates on some tasks.
    5
    6
    You are responsible for two teams. Team members on
    ;:105?/A??-88?501?;2B->5;A?5??A1?.12;>19-75:3-
    01/5?5;: '45?4-?.11:C;>75:3C188 ":@41;@41>
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    ?A1-.?;8A@1/;:?1:?A?5:-88/-?1?
    46

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  47. © Copyright Mountain Goat Software®
    ®
    The self-organizing path
    Self-organization is not something that
    happens one time
    A team is never done doing it
    '41@1-9/;:@5:A-88E>1;>3-:5F1?5:-?1:?1
    and-respond manner to its environment
    As you see the team self-organize you can
    .3G:*3(*':9349(43974147).7*(9.985&9-
    We can view this as the evolution of a team
    47

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  48. © Copyright Mountain Goat Software®
    ®
    ~Philip Anderson
    &182;>3-:5F-@5;:<>;/110?2>;9@41<>195?1@4-@
    1221/@5B1;>3-:5F-@5;:5?1B;8B10:;@01?53:10 @-59?
    @;/>1-@1-:1:B5>;:91:@5:C45/4?A//1??2A8
    divisions of labor and routines not only emerge but
    also self-adjust in response to environmental
    /4-:31? '45?4-<<1:?.1/-A?19-:-3191:@?1@?A<
    -:1:B5>;:91:@-:01:/;A>-31?>-<501B;8A@5;:
    @;C->045341>P@:1??:;@.1/-A?19-:-3191:@4-?
    mastered the art of planning and monitoring
    C;>7Q;C?
    †Anderson, P. “Seven Layers for Guiding the
    Evolving Enterprise” in The Biology of Business.
    48

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  49. © Copyright Mountain Goat Software®
    ®
    )->5-@5;:?181/@5;:>1@1:@5;:
    Evolution is the result of three elements:
    Variation, selection and retention
    Consider a giraffe:
    Variation:

    A random mutation that leads to





    a longer neck
    Selection:

    The long neck helps it reach food





    others can’t; so it it more likely to





    survive and breed
    Retention:
    The mutation is passed to its





    descendants
    49

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  50. © Copyright Mountain Goat Software®
    ®
    1. *F3*5*7+472&3(*
    2. Manage meaning
    3. Evolve vicarious selection systems
    '4>11C-E?@;5:QA1:/1@1-91B;8A@5;:
    50

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  51. © Copyright Mountain Goat Software®
    ®
    1P:1<1>2;>9-:/1
    '41<>5:/5<81;2?181/@5;:@188?A?@4-@@41@>-5@?@4-@
    help us survive will be the ones retained
    -:-31>?-:081-01>??1:091??-31?-.;A@C45/4@>-5@?
    should survive
    What message is your organization sending about the
    >18-@5B159<;>@-:/1;2?4;>@B? 8;:3@1>9<1>2;>9-:/1
    What messages are sent if the organization:
    Provides training
    &A<<;>@?C;>75:3-@-?A?@-5:-.81<-/1
    88;C?19<8;E11?@591@;1D<8;>1C580501-?
    ;1?:O@1D/4-:31911@5:3-01-085:12;>A:9-5:@-5:-.81/;01
    51

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  52. © Copyright Mountain Goat Software®
    ®
    Manage meaning
    :05B50A-8?5:-&>1?<;:0@;@4191??-31?@41E>1/15B11 3
    bees responding to a “danger” message
    ants responding to a “food found over here” message
    1-01>?/-:e.g., putting the the team in touch with customers
    Or keep messages out
    1-:5:3;2@1:/;91?2>;9@41?@;>51?9E@4?-:0>5@A-8?@4-@
    are repeated
    C%*<.11'*(42*574F9&'1*9-.86:&79*7D
    “Our GM counts the cars in the lot every day at 5 PM”
    52

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  53. © Copyright Mountain Goat Software®
    ®
    B;8B1B5/->5;A??181/@5;:?E?@19?
    )->5-@5;:L&181/@5;:L%1@1:@5;:
    &181/@5;:C-?01@1>95:5:3C45/4B->5-@5;:?C588.1>1@-5:10
    Can take a long time
    &;C1;2@1:A?1B5/->5;A??181/@5;:?E?@19?
    '45?5?-:-:59-8@4-@/-:?9188@4-@-2;;05?<;5?;:;A?
    rather than eating it
    (?5:3;:8E@419->71@<8-/1-?;A>?181/@5;:91/4-:5?9
    takes too long
    ">3-:5F-@5;:?-8?;1B;8B1B5/->5;A??181/@5;:?E?@19?
    %1@>;?<1/@5B1?;;381O?
    <;85/E59<>;B191:@
    /;99A:5@51?
    53

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  54. © Copyright Mountain Goat Software®
    ®
    Agenda
    Why transitioning to agile is hard
    ADAPTing to agile development
    Iterating toward agility
    The role of leadership
    Overcoming resistance
    54

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  55. © Copyright Mountain Goat Software®
    ®
    Why They Resist
    Like status quo Dislike agile
    Passive Active
    How They Resist
    Diehards
    Skeptics
    Saboteurs
    Followers
    55

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  56. © Copyright Mountain Goat Software®
    ®
    -:085:3>1?5?@-:/1
    HPick one type of resistor. (Or two if you have time.)
    HIdentify some underlying reasons for the behavior
    and some things you could try to overcome it.
    Why They Resist
    Like status quo Dislike agile
    Passive Active
    How They Resist
    Diehard
    Skeptic
    Saboteur
    Follower
    56

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  57. © Copyright Mountain Goat Software®
    ®
    Why They Resist
    Like status quo Dislike agile
    Passive Active
    How They Resist
    Diehard
    Skeptic
    Saboteur
    Follower
    Skeptics
    H Let time run its course
    H Provide training
    H Solicit peer anecdotes
    H Appoint a champion skeptic
    H Push the issue
    H Build awareness
    57

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  58. © Copyright Mountain Goat Software®
    ®
    Why They Resist
    Like status quo Dislike agile
    Passive Active
    How They Resist
    Diehard
    Skeptic
    Saboteur
    Follower
    Saboteurs
    H Success
    H Reiterate and reinforce the
    commitment
    H Move them
    H Fire them
    H Encourage a thriving set of
    communities
    58

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  59. © Copyright Mountain Goat Software®
    ®
    Why They Resist
    Like status quo Dislike agile
    Passive Active
    How They Resist
    Diehard
    Skeptic
    Saboteur
    Follower
    Diehards
    H Align incentives
    H Create dissatisfaction with the
    status quo
    H Acknowledge and confront fear
    59

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  60. © Copyright Mountain Goat Software®
    ®
    Why They Resist
    Like status quo Dislike agile
    Passive Active
    How They Resist
    Diehard
    Skeptic
    Saboteur
    Follower
    Followers
    H Change team composition
    H Praise the right behavior
    H Model the right behavior
    H Involve them
    H Identify the true barrier
    (awareness, desire, ability)
    60

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  61. © Copyright Mountain Goat Software®
    ®
    Mike Cohn
    95719;A:@-5:3;-@?;2@C->1 /;9
    CCC 9;A:@-5:3;-@?;2@C->1 /;9
    @C5@@1>9571C/;4:
    (720) 890−6110
    61

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