Interactive poll outputs from Tim Creasey's presentation to ACMP NorCal at the 2017 Change Symposium, "At the Intersection of Agile and Change Management."

1. At the Intersection of
Agile and Change Management
ACMP NorCal, October 20, 2017
CHANGE MANAGEMENT
A
I
L
E
TimCreasey,ProsciChiefInnovationOfficer tcreasey@prosci.com @timcreasey linkedin.com/in/timcreasey
Poll Outputs

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• Agile does not equal fast necessarily
• Agile is often received as "agile" to those who don't have adequate Agile
training
• Alignment
• Alignment
• Applying the benefit of the traits to the method
• Be agile to appreciate Agile!
• Clarifies the process vs. the outcome
• Clarifying expectations
• Clarity can drive context
• Clarity of purpose
• Communication
• Communication & understanding
• Companies can use Agile to become more agile
• Creating awareness about the difference
• Eliminates the confusion between the development method and
organizational change
• Folks new to Agile need,to understand how different it is,from bring agile
• Get buy-in
• Gets us on same page
• Know your audience
• Lack of awareness there is a difference
• Less fear, seems like people would recognize it from other parts of life
• Level setting
• Little agile would be a culture focus or culture goal, whereas big Agile is a
proposed project methodology
• Need to drive everyone toward the same common goal.
• Scrum does mean you are little a agile
• Separate perception that Agile is IT projects vs. agile being a cultural change
for an org
• Shared understanding and common vocabulary
• Shared understanding of agile vs Agile to clearly communicate
• Speaking a common language
• Takes some of the sting of being told "you're not (personally) agile"
• Talking about Agile helps people understand that it's a framework and not a
way of telling them they aren't being agile enough!
• The value is in communicating the difference to those who are affected, so
that those affected are on the same page with those implementing.
• There are two different approaches for managing agile vs Agile
• Two different change needs in an organization
• Valuable to start from common ground and understanding.
• Yes, if you have and organization with an agile mindset , their Agile
implementations will likely be more effective
What is the value of adding clarity to the agile/Agile conversation?

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• Agile creates silos
• budget
• Budget
• Budget
• Cannot determine impacts, knowledge exists in the development world.
Creates silos. Disconnects
• CM practice i still waterfall so we don't match up well with Agile. We have to
change.
• Communication
• Convincing leadership to understand that early adoption is absolutely
necesssry. Budget
• Development not done in true Agile
• Development team isn't able to articulate impacts and changes in time for us
to develop training material by cycle. This gives very little runway for error and
true CM
• Don't have a way to design training to be iterative
• Education
• Experience
• Focus
• Getting early engagement
• Inconsistent communications
• Investment
• Knowing what change to prepare the stakeholders for
• Lack of uniform adoption and understanding of Agile
• Lack of visibility
• Leadership doesn't understand challenges for CM
• Level of user engagement
• Not everyone was understood agile in the same manner.
• Parts of the organization are not agile and others are
• Project team sharing project changes to have input to how addressing the
change
• Relevant communications
• Resistance to Agile itself; clinging to traditional waterfall
• Resistance to bringing /allowing CM a seat at the table...."we're not ready for
you."
• Speed of communicating Change(s) is slow for larger cross functional projects
• Sponsor Support
• Still cloudy
• That it's not "final"
• Tie the big C change (at the program level) to the little c change (at the sprint
level)
• Up to date training
• User engagement
• Users walk away after the early Sprints because not all the functionality was
there
• Working CM into speints
Biggest challenges experienced

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Sponsorship Communication
Middle Manager
Engagement
Employee
Engagement
Getting Started
• education on agile method,
engage more often, coach them
to help set expectations on
employees.
• Keep the sponsor and change
network engaged!
• Write down our working
agreements (keep it a living
document)
• initial and continual Agile training
• is vital to ensur CM is tightly
integrated with several team
• must champion agile approach in
addition to objective/goal
• Prepareset expectations for
what to expect with the
iterativeAgile methodology
• build repeating campaigns into
channels each user group will
typically engage in. Key is to have
consistent regular points
• ease up on over-engineering
communications. Just say it!!!
• it's key for IT to have a close
relationship with the Change
Manager.
• practice radical transparency,
building trust across business and
IT, providing a mechanism for
feedback, having empathy f
• radical transparency, open forum
with info, customer feedback
channel, keep message simple up
front, stick to goals, build
• Find their WIIFM and empower
based on their WHY
• appeal to ego
• give grab & go tools
• empathize with them
• empower them with tools to
support the change
• engage early & often
• Get users to show up and help
create user stories (tech,
business users), use the
influencers to create the user
stories
• get them involved early,tie ability
to change to performance review
• use the gallery walk, a
permanent view of the sprints in
progress, UI, sandbox, in flight
comms. Place it near the cafete
• why am I doing it select one
person, explaining why one is
picked up, frequency of
mentioning it, make it a cultural
shift
• Agree up front to work together
differently
• Agree up front to work together
differently. (I can read directions)
• Ask questions to understand
what assumptions (on role,
responsibilities, approach) exist
• educate on Agile, "force" walking
through the process stepbystep,
demonstrate benefits
• Gain common understand that
we are all going to have to
change (learning & development
just as much as engineering lead)
• light/abridged strategy/insight
phase -- get started fast, begin
awareness, and iterate ..
• Oranizational and agile
anthropology first. Dig up whats
happening

11. Prosci Solutions
Delivering organizational results by
catalyzing individual transitions
http://www.prosci.com | http://blog.prosci.com
changemanagement@prosci.com
Build individual change competencies
Apply change management on initiatives
Embed organizational change capability
http://www.prosci.com
solutions@prosci.com