Did you hear about the VP who wanted Agility but got Scrum instead?

Developing Agility is a transformational process, which requires a gradual and deep change on multiple fronts. However, the IT industry has (for good sales and contracting reasons) presented to clients an Agile ability that is ‘on tap’ – this fundamentally means that the Agile delivered must depend on a shallow rather than a deep change.

This session will talk about the role of crucibles and shared experiences as the key enabler to any transformation, and show how they apply in Agile transformations.  We use the example of a major US communications client to illustrate. The client adopted a quick-and-dirty approach to kick starting Agile, but progress stalled 6 months later with no lasting improvements. We present the point of view of the Agile Coach and change agent, and the 3 step process used:

  1. Surfacing current beliefs
  2. Finalizing Team Agreements
  3. Realigning words and actions

The multi-month effort presented will show the changes from a culture of Nominal Agile to an Effective Agile culture. 


Outline/Structure of the Experience Report

We will structure the session as follows:

15 mins to lay out the current state of Nominal Agile, and the issues therein.

15 mins to present the 3 step process we used, and the basis for Transformation.

15 minutes to present the case study with examples of each step in the process, and the outcomes achieved.


Learning Outcome

The participants will get an appreciation of the issues of Agile delivered 'on-tap' and how this approach precludes true transformation. From the session, we also share an effective, practical and common-sense (meaning clients with no Agile background will appreciate and agree) approach to delivering Agile outcomes to clients. 

Target Audience

Agile Coaches, Scrum Masters, anyone involved in making Agile successful

schedule Submitted 5 years ago