AW5 Class 6/9/2010 2:30:00 PM "Enterprise Agile Adoption: Barriers, Paths, and Cultures" Presented by: Mike Stuedemann Medtronic Brought to you by: 330 Corporate Way, Suite 300, Orange Park, FL 32073 888 ‐ 268 ‐ 8770 ∙ 904 ‐ 278 ‐ 0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
Mike Stuedemann Medtronic Mike Stuedemann, PMP, CSM, is the development manager for Medtronic Field Services and serves a number of developers and technologists charged with developing mobile applications. As an agile evangelist at Medtronic, he works to convince project teams within Medtronic’s Global Information Technology organization to improve their processes and practices. In his more than ten years of software development project experience, Mike has previously held positions of developer, tester, business analyst, and project manager.
Enterprise Agile Adoption: Barriers, Paths, and Culture Agile Development Practices West Conference June 9, 2010 Mike Stuedemann, Sr. IT Manager – Medtronic, Inc. Enterprise Agile Adoption and Newton’s Third Law of Physics 2 |
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11 | Enterprise Agile Adoption: Barriers, Paths and Culture – Agenda • Introduction • Organizational Change Psychology • Medtronic Overview • Barriers to Agile Adoption • Assessing Your Culture – The Search for Driving Forces • Adoption Paths – Finding Your Path • Key Takeaways 12 |
Organizational Change Psychology – Organizations as Ecosystems Passmore Sociotechnical Organizational Model Technical Systems Value Value Add Inputs Add Outputs Process Process Social Systems • Cannot Change Technical Systems without Changing Social Systems Reference: Windward Leadership: Taking Your Organization into the Prevailing Winds and Political Seas, James W.Ruprecht, Two Harbors Press, Minneapolis, MN 2009. 13 | Organizational Change Psychology – Culture • Key Component of Organization’s Social Systems – Culture • Culture – – “The Sum of an Organization’s Habits” – Lawrence M. Miller – Types of Behavior: • Emotional • Intentional • Habitual Attitude Habits Skills Knowledge Reference: Windward Leadership: Taking Your Organization into the Prevailing Winds and Political Seas, James W.Ruprecht, Two Harbors Press, Minneapolis, MN 2009. 14 |
Organizational Change Psychology – Cultural Force Fields Desired State Restraining Forces Current State Driving Forces Reference: Windward Leadership: Taking Your Organization into the Prevailing Winds and Political Seas, James W.Ruprecht, Two Harbors Press, Minneapolis, MN 2009. 15 | Organizational Change Psychology – Driving Force Focus Desired State Restraining Forces Current State Driving Forces Starting State Reference: Windward Leadership: Taking Your Organization into the Prevailing Winds and Political Seas, James W.Ruprecht, Two Harbors Press, Minneapolis, MN 2009. 16 |
Organizational Change Psychology – Revenge of the Restraining Force Focus Desired State Restraining Forces Starting State Current State Driving Forces • Implementing Agile is Organizational Change…must focus on Restraining Forces or Barriers to be Successful… Reference: Windward Leadership: Taking Your Organization into the Prevailing Winds and Political Seas, James W.Ruprecht, Two Harbors Press, Minneapolis, MN 2009. 17 | Medtronic Overview – Our Therapies Neurological Disorders Cardiac Rhythm Disorders Ear, Nose and Throat Cardiovascular Disease Conditions Spinal Conditions and Urological and Musculoskeletal Trauma Digestive Disorders Diabetes 18 |
Medtronic Overview – Culture • A Company Founded on Collaboration and Innovation • Bakken’s Leadership • “One Medtronic”, but many cultures • Consensus-Driven • Organized in Functional “Silos” by Business • Current Agile Adoption: “Spotty” by Business and Function 19 | Agile Restraining Forces/ Barriers – “Agile Teams Do Not Plan” • Why do people say this? – Agile emphasizes an “evolving” plan Portfolio – Emotion/ Belief: Fear of loss of control Product • What we should be saying: Release – “If you can’t plan well, plan often” Iteration / Sprint • How to manage the barrier: Day – Engage stakeholders in planning process – Develop a project plan, use it, update it • Situations to be cautious of: – Plans that aren’t owned by the entire team – “That’s an anomaly, we’ll recover if…” Reference: Agile Estimating and Planning Mike Cohn. Prentice Hall 2006. Reference: “The Truth is Out There. Five Agile Myths Explained” Better Software Magazine. May 2006 www.stickyminds.com 20 |
Agile Restraining Forces/ Barriers – “Agile is Not Predictable” • What do people say this? – Agile admits that new projects are not predictable… – Emotion/ Belief: Many believe that the future can be predicted • What we should be saying: – Managing uncertainty leads to predictability – Constant Feedback • How to manage the barrier: – Accept that you can’t… – Engage stakeholders – Demonstrate progress – Manage risk • Situations to be cautious of: – Temptations: Committing to a date before you know what you are building – Wanting more precision and accuracy than you really have Reference: “The Truth is Out There. Five Agile Myths Explained” Better Software Magazine. May 2006 www.stickyminds.com 21 | Agile Restraining Forces/ Barriers – “We can’t use Agile – we’re CMMI Level 3 and I’m a PMP” Integration Mgmt – PMBOK vs. Scrum • Why do people say this? – Agile needed an “enemy” PMBOK Scrum – Emotion/ Belief: Fear of the Project Plan Release / Sprint unknown, change Development Planning • What we should be saying: Project Plan Sprint Work – Read the Agile Manifesto Execution – Read the PMBOK – CMMI is a model, Agile is a way to Direct, Manage, Facilitate, Serve, implement that model Monitor, Control Lead, • How to manage the barrier: Collaborate – Engage all process stakeholders Integrated Constant – Inspect and adapt Change Control Feedback/ • Situations to be cautious of: Ranked Backlog – “We are CMMI Level 3 because, well, er, just cuz” – Religious arguments, dogma Reference: Relating PMI’s PMBOK to Scrum – Michele Sliger. Orlando Scrum Gathering, March 2009 22 |
Agile Restraining Forces/ Barriers – “Managers have no role in Agile” • Why do people say this? – Agile’s Emphasis on Self-Organization – Emotion/ Belief: Fear of losing one’s job • What we should be saying: – Agile encourages team empowerment, which may mean a new management style • How to manage the barrier: – Containers, Differences and Exchanges – Management’s role is to set-up an environment when evolution can occur. – Accepting that “micro-managing” is best done by the team • Situations to be cautious of: – Cultures where “micro-managing” by leaders, regardless of intent, is rewarded, accepted or encouraged Reference: “Leading Self-Organizing Teams” – Mike Cohn. Orlando Scrum Gathering, March 2009 23 | Agile Restraining Forces/ Barriers – “Agile only works for small teams – my team is too big to use Agile” • Why do people say this? – Agile principles and practices emphasize small-teams – Emotion/ Belief: Fear of not being important • What we should be saying: – Large teams are hard – Agile helps large teams act small – Agile is about early risk identification and failure • How to manage the barrier: – Is your team too big? Is your project too big? Both? – Breaking the work into smaller units � deliver value consistently • Situations to be cautious of: – Multiple teams – some using Agile, some not… Reference: “The Truth is Out There. Five Agile Myths Explained” Better Software Magazine. May 2006 www.stickyminds.com 24 |
Agile Restraining Forces/ Barriers – “Agile won’t work for my team or project” • Why do people say this? – Don’t understand Agile – Heard about problems somewhere else – Emotion/ Belief: Fear of change • What we should be saying: – This barrier is not about Agile, it’s about change • How to manage the barrier: – Assess the Team / Project – Adapt the implementation to your team • Situations to be cautious of: – Thinking of Agile as a “Silver Bullet” for all team challenges and issues – Looking for a recipe, being sold a recipe 25 | Agile Restraining Forces/ Barriers – “Agile doesn’t require any documentation” • Why do people say this? – Agile Manifesto says, “Working software over comprehensive documentation” – Emotion/ Belief: Team hates documentation, wishes it would go away, but knows it can’t • What we should be saying: – Read the Agile Manifesto • How to manage the barrier: – Identifying your documentation requirements upfront – Documents must add business value • Situations to be cautious of: – “We’ve always had this documentation” – “We need this for the FDA” 26 |
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