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--- what_are_the_changes_in_culture_that_need_to_happen_with_agile [2017/03/16 09:39] – hpsamios
+++ what_are_the_changes_in_culture_that_need_to_happen_with_agile [2018/12/03 19:33] – Added todo hpsamios
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 ====== What Are The Changes in Culture That Need To Happen with Agile? ======
-Note: this discussion is closely related to [[what_are_the_changes_in_management_approach_that_need_to_happen_with_agile|What Are The Changes in Management Approach That Need To Happen with Agile?]]
+<WRAP todo>Work in progress</WRAP>
-The "inability to change the organization culture" is listed by most people as the biggest obstacle to implementing a Scrum / Agile approach. Here is a more detailed list of some of the culture changes that need to be made for an organization to become more agile in it approach:
+The "inability to change the organization culture" is listed by most people as the biggest obstacle to implementing a Agile approach.
+Some wit once said "if you think agile is simple, just try it". The basics of Agile are pretty simple (a focus on people and collaboration, continuous improvement through feedback, iterative and incremental delivery of value, etc). The problem is that while this is pretty simple, the result in your complex organization, when adopted is far from simplistic. What you see is the effect of "network effects" - small changes that ripple through your entire system and impact "everything" from governance, management, finance, budgeting, HR, architecture, and so on.
+Someone once asked me "what kinds of changes are we talking about?" The chart below captures some of the changes we see. Of course, "your mileage may vary". You will find that some these are bigger deals in your environment, while others just make sense and you will have no problem implementing thinking in your organization.
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 | "Fixed" business case | "Conditional" business case | Management | See previous comment, [[blog:why_doesn_t_traditional_project_management_work_for_software_projects|Why Doesn't Traditional Project Management Work For Software Projects?]] and [[blog:how_can_we_understand_the_real_value_of_fast_feedback_and_deciding_late|How Can We Understand the Real Value of Fast Feedback and Deciding Late?]] |
 | Efficiency | Effectiveness | Management | According to Peter Drucker "efficiency is doing things right; effectiveness is doing the right thing." He then adds "There is nothing so useless as doing more efficiently what should not be done at all." With agile idea is to focus on business efficiency (delivering value) even at the expense of technical efficiency. |
-| "Project Management" | "Agile Portfolio Management" | Management | The agile approach is less about setting up and meeting project plans, and more about the continuous flow of features / value and "validated learning". See [[blog:why_doesn_t_traditional_project_management_work_for_software_projects|Why Doesn't Traditional Project Management Work For Software Projects?]] for more information |
+| "Project Management" | "Agile Portfolio Management" | Management | The agile approach is less about setting up and meeting project plans, and more about the continuous flow of features / value and "validated learning". See [[blog:why_doesn_t_traditional_project_management_work_for_software_projects|Why Doesn't Traditional Project Management Work For Software Projects?]] for more information. For an interim step see [[how_does_project_management_change_with_agile|How Does Project Management Change with Agile?]] |
 | "Command and control" management | "Servant leadership" and "empowerment" | Management | For knowledge work we want to leverage the abilities of our people and not assume management knows best. |
 | "Iron triangle is scope, cost and schedule" | "Iron triangle is value, quality and constraints (scope, schedule, cost)" | Management | Traditional projects pretend that you fix two sides of the iron triangle so the third is variable. Reality is that quality suffers when the project is under pressure. Agile assumes quality is required, that we focus on value and there are constraints in how we get there. |
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 | Status is assess through document (phase-gate) review | Status is assessed by seeing working code at cadence boundaries | PM | |
 | Release date determined by wishful thinking | Release dates are fixed - manage scope expectations | PM | |
-</searchtable>
+| Meetings / events / reports happen at convenience of manager | Meetings / events / reports happen at convenience of team / train | Manager | This is part of servant leadership. Idea is to ensure that management doesn't slow the team / train down. |
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+</searchtable>
 ====== Need To Know More? ======
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   * [[https://findingmarblesdotcom.files.wordpress.com/2011/12/agile_mindset.jpg|Excellent graphic describing some of the transitions from the perspective of traditional project management viewpoint]]
   * FYI: I expect to edit this list as I figure out better ways of saying things and identify other changes that are required. And I expect to focus this list and edit it to make it more concise as it is pretty lengthy at the moment.
+  * This discussion is closely related to [[what_are_the_changes_in_management_approach_that_need_to_happen_with_agile|What Are The Changes in Management Approach That Need To Happen with Agile?]]
-Note: page is getting big so need to refactor. Perhaps based on "things that are general" vs "things that a coach would need to change"?
 {{tag>Consultant Tools CultureChange Organization FAQ PresentationIdea ToDo}}
-~~LINKBACK~~
-~~DISCUSSION~~