Why one size doesnt fit all? - Selecting scaling framework.
Why one size doesnt fit all? - Selecting scaling framework.
This session will focus on what are the aspects organizations should consider when they want to scale agile implementation in organization. There are several frameworks out there like SAFe, LeSS, Spotify, and so on. what is it that organization is trying to achieve and how a systematic approach of scaled agile implementation can help the organization.
Attendees will be able to understand what aspects should be considered before organization decides to scale agile. How to scale agile and when to do it largely depends on what organization is trying to achieve. Each organization is operating it in different way so there is no defined formula or framework that will work for all. But guidelines from this session will help the members to identify their needs and then take further action. These guidelines can help the organization to successfully scale agile irrespective of which framework is selected.
Outline/structure of the Session
Areas covered in this session are:
- what are the driving principles while scaling agile
- Where to start
- Which Framework should I select?
- Organizational changes
- Role of managers?
- Scaling communication
- Scaling engineering practices
- Scaling Product Management role
- Roll out plan
- Implement the plan
- Grow and evolve
- Set the expectations for the session, what does scaling agile? Poll the audience
- Define the driving principles when organizations decide to scale agile. Keep scaling process itself simple, iterative and incremental.
- Questions that org should answer before starting to scale agile - tools, frameworks, readiness, more importantly org needs
- Briefly introduce scaling frameworks and their main differentiating points.
- Changes needed at org level - structures, role of managers, other roles
- What all needs to be scaled - communication, engineering practices, some roles like po,
- How to roll out the scaling plan, implement it and sustain it
- To grow and evolve - organizations can continue this journey. It is never ending process. Achieve mastery based on available information and then evolve, continuous improvement
- Attendees will be able to understand what aspects should be considered before organization decides to scale agile.
- How to scale agile and when to do it largely depends on what organization is trying to achieve.
- Each organization is operating it in different way so there is no defined formula or framework that will work for all. But guidelines from this session will help the members to identify their needs and then take further action.
PMO, Program managers, Project managers, scrum masters, Function/BU Leaders
schedule Submitted 7 months ago
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Learning 1: Remove self limiting beliefs and become more self aware
1.1 Never limit yourself by the past
Early in my career the CEO of the organization that I worked for shared with us what is popularly known as the “Elephant Trick” in one of the open forums. This goes like:
“The best advice I ever got was from an elephant trainer in the jungle outside Bangalore. I was doing a hike through the jungle as a tourist. I saw these large elephants tethered to a small stake. I asked him, 'How can you keep such a large elephant tied to such a small stake?' He said, 'When the elephants are small, they try to pull out the stake, and they fail. When they grow large, they never try to pull out the stake again.”
Time and again, I have found this insight inspiring whenever I had to influence myself or the teams that I worked with to move out of the comfort zone, go beyond the past failures and expand the horizons. This is at the core of what is better known as “Growth Mindset” these days.
I always nudge my teams that while it is my job to enable them to move out of the comfort zone and challenge the status quo, it is their job to tell me when they have reached the limit and need help. Failures are fine as long as they lead to learning experiences that helps shape a better future. This approach helps teams to let go of their limiting self beliefs, past failures and harness the power of a “Continuously Learning Mindset”.
1.2 Perception is reality
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Whatever may be the reality, how people perceive us is what determines the way they interact with us on a day to day basis. We create perception through every action that we take or do not take. As we go about the business of carrying out our life, people will make judgments about our appearance, personality and capabilities
It is very important to constantly communicate with the stakeholders and be consistent in “Doing what you say and saying what you do”. Providing and seeking feedback regularly helps reduce the gap between perception and reality.
Learning 2: Change behavior, not culture
We often hear that employees are irrational in face of change and find all possible reasons to avoid it. I do not agree with same. Majority of the times, the irrational ones are the organizations who set objectives, processes, job description in a way that people stick to them and are surprised that they resist while being exhorted to do the opposite.
So, where does real change start ? Real organizational change starts from changing behaviors. Behaviors in turn are triggered by performance management, rewards and recognition systems. It is important that are
As Eliyahu Goldratt mentioned ““Tell me how you measure me and I will tell you how I will behave. If you measure me in an illogical way… do not complain about illogical behavior…”
It is also important to recognize the behaviors that lead to the outcomes as much as we recognize the outcomes themselves. This helps shape the organizational culture that we would like to build and is at the core of building light house teams with high trust and ownership that set the trend for the rest of the organization.
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“He who has a why to live for can bear almost any how.” — Nietzsche
Wherever people understand the "Why" behind what they are working for, this automatically creates an environment of high commitment, pride in work and ownership. Storytelling is also an effective mechanism to help people relate to the situation on hand and engender higher levels of involvement.
Usage of purpose alignment matrix and four questions (who do we serve ?, What do they need and want most ?, What do we do better than anyone else to meet those needs and wants ?, What is the best way to deliver these products / services ? ) helps establish the team's purpose
While compensation is definitely a hygiene factor, it does not by itself motivate people toward better performance.I have personally found Dan Pink' s model of Purpose, Autonomy and Mastery quite effective when deployed at the work place.
Learning 6: Steer clear of common decision making bias and pitfalls
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- Attribution bias
- Zero risk bias
- Recency effect
- Information bias
- Ostrich effect
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