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how_do_we_initially_setup_an_executive_scrum_team [2016/02/16 07:46] – created hpsamioshow_do_we_initially_setup_an_executive_scrum_team [2020/12/15 13:32] (current) – [WARNING!] hans
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 ====== How Do We Initially Setup an Executive Scrum Team? ====== ====== How Do We Initially Setup an Executive Scrum Team? ======
  
-WARNING! This page is a "work in progress". +I often get a request to facilitation of a planning session to get an Agile Transformation started, supported and eventually sustained in their organization. The question is how to organize these people and start the process.
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-====== Premise ====== +
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-I often get a request to facilitation of a planning session to get an agile transformation started, supported and eventually sustained in their organization. The question is how to organize these people and start the process.+
  
 ====== Background ====== ====== Background ======
  
-[[http://www.amazon.com/gp/product/B001RNPA6S?psc=1&redirect=true&ref_=oh_aui_d_detailpage_o01_|John Kotter in "Leading Change"]] talks about 8 steps needed in order to have a successful implementation. The steps are, (including some of the things I’ve done which support this thinking):+[[http://www.amazon.com/gp/product/B001RNPA6S?psc=1&redirect=true&ref_=oh_aui_d_detailpage_o01_|John Kotter in "Leading Change"]] talks about 8 enablers needed in order to have a successful transformation (be it Agile, or other significant change). The enablers are:
  
-^ Step ^ Kotter Steps ^ Sample Actions ^+^ Number ^ Kotter Enabler ^ Sample Actions ^
 |1|Establishing a Sense of Urgency|Message from leadership.| |1|Establishing a Sense of Urgency|Message from leadership.|
-|2|Creating the Guiding Coalition|Establish “rollout team” and “agile coach”.|+|2|Creating the Guiding Coalition|Establish "Agile Center of Excellence" and the role of “Agile Coach”.|
 |3|Developing a Vision and Strategy|Clear understanding of “why”.| |3|Developing a Vision and Strategy|Clear understanding of “why”.|
 |4|Communicating the Change Vision|Constant communication. Include “dog fooding”.| |4|Communicating the Change Vision|Constant communication. Include “dog fooding”.|
 |5|Empowering Employees for Broad-Based Action|Message, then celebrate when it happens.| |5|Empowering Employees for Broad-Based Action|Message, then celebrate when it happens.|
-|6|Generating Short-Term Wins|Sprints, Pilots, Successful plans, Stories about success.|+|6|Generating Short-Term Wins|Iterations, Pilots, Successful plans, Stories about success.|
 |7|Consolidating Gains and Producing More Change|Make it easy to do the right thing.| |7|Consolidating Gains and Producing More Change|Make it easy to do the right thing.|
 |8|Anchoring New Approaches in the Culture| Reinforce. Communities of practice. Supporting infrastructure. Next improvement.| |8|Anchoring New Approaches in the Culture| Reinforce. Communities of practice. Supporting infrastructure. Next improvement.|
  
-Before you start going down an agile implementation path it is worth the effort to capture and document why you are doing this change, what problems you expect to see, and how you will know you are successful. These need to expressed in terms of business drivers, not in terms of agile, so everyone is aligned on the objective.+Before you start going down an Agile implementation path it is worth the effort to capture and document why you are doing this change, what problems you expect to see, and how you will know you are successful. These need to expressed in terms of business drivers, not in terms of Agile, so everyone is aligned on the objective. For example, you might think that you want more transparency as a result of you Agile implementation, and that is probably a good thing to want. But there is more to it than that. The business outcome you really want as a result of transparency might be "best use of scarce Team capacity, where 'best' is defined as aligned focus on high priority strategic requirements".
  
-The “why” part is particularly important. Organization change is hard, and your organization will often push back (what I call “organization anti-bodies”). Having a solid understanding of why we are doing this will help us maintain the resolve, the urgency, to get through the complex issues. In other words it helps with steps 1, 3 and 4.+The “why” part is particularly important. Organization change is hard, and your organization will often push back (what I call “organization anti-bodies”). Having a solid understanding of why we are doing this will help us maintain the resolve, the urgency, to get through the complex issues. In other words it helps with enablers 1, 3 and 4.
  
-The other thing that I’ve found helps a lot when doing this kind of transformation is when the is clear leadership and, in the case of agile and scrum since this could be regarded as a change management project and Scrum is all about project management, that the leadership adopt the tools themselves.+The other thing that I’ve found helps a lot when doing this kind of transformation is when leadership lead by example by adopting the new framework for themselves for their work. By working the change management associated with the move to Agile through Agile processes (it is after all just another form of knowledge work) the leadership demonstrates that what is good for the organization is also good for them.
  
-This helps in many other ways as well. It helps leadership really understand what the process is, what it is like to be on a team, what the roles are, and so on. It also helps set clear messages that we want in the organization. Take “transparency of decision making” for example, which is something we want in an agile implementation. If management is in a team, does and tracks work as user stories, “demonstrates” results in a Sprint Review (including talking about what they’ve learned when they missed a commitment), it will do more to get the message across than any number of presentations etc.+This helps in many other ways as well. It helps leadership really understand what the new approach is, what it is like to be on a Team, what the roles are, and so on. It also helps set clear messages that we want in the organization. Take “transparency of decision making” for example, which is something we want in an Agile implementation. If management is in a Team, does and tracks work as stories, “demonstrates” results in a Iteration (Sprint) Review (including talking about what they’ve learned when they missed a commitment), it will do more to get the message across than any number of presentations etc.
  
 ====== Meeting Objective ====== ====== Meeting Objective ======
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 ====== WARNING! ====== ====== WARNING! ======
  
-These workshops work best when done face-to-face and without having proxies do the work in the place of leadership.+These workshops work best when done without having proxies do the work in the place of leadership.
  
 {{tag>Enterprise Leadership FAQ ExecutiveTeam}} {{tag>Enterprise Leadership FAQ ExecutiveTeam}}
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