Posts Tagged With: communications

Is increasing agility a recurring resolution?

As we kickoff the final week of 2018, many of us will be making New Year’s resolutions. While some of these resolutions might relate to achieving a specific goal or objective (e.g. I resolve to run a marathon this year), most relate to changing our behavior (e.g. I resolve to eat healthier this year). But for many of us it becomes a case of déjà vu as we end up making the same resolutions we had confidently made in previous years.

Increasing organizational agility is a journey and not a one time goal.

Similar to New Year’s resolutions, some delivery teams initiate plans to become agile only to revert to long ingrained habits when things get tough. It might not be on an annual basis, but companies which have struggled with agile transformations once will often try again and many will experience more than one failed attempt.

When it comes to personal resolutions and being able to stick to them the American Psychological Association’s website provides some good advice which could be applied to agile transformations.

Start small

It might be tempting to pick the very largest product or project when starting an agile transformation to surface many key organization blockers and to glean some valuable lessons. However, the very visible impacts of potential failure as well as the higher volume of stakeholders whose behavior will need to change makes this extremely risky. Just as a casual runner shouldn’t try to run a marathon in their very first month, starting with too ambitious a set of pilot initiatives is usually a recipe for disaster.

Change one behavior at a time

There are multiple behaviors which leaders and team members might need to modify and trying to change all of those at one time is like a golfer who tries to keep multiple swing thoughts in their head when addressing the ball. Usually they will end up with a worse swing than if they had just cleared their mind of all thoughts! A transformation team should identify which behavior change might result in the biggest impact and that should become the focus of coaching and peer support.

Talk about it

To succeed with any significant organizational change we need to over-communicate. The more we can talk with stakeholders about our target operating model, the challenges we will face to get there, and the small wins we are achieving, the more we will remain committed to the journey.

Don’t beat yourself up

No agile transformation is going to go smoothly. Some initiatives might turn out worse than if a traditional approach had been used. Some staff will leave the organization. As the APA website states “Perfection is unattainable”. But as long as we have support mechanisms in place and a desire to get better, we can bounce back from such setbacks which are usually minor when viewed from the perspective of an end-to-end transformation timeline.

Ask for support

Every organization has a unique culture, but it can be easier to stick to an increased agility resolution when you have support from those who have been there and done that. The value of external support comes from the breadth and depth of experience to know which patterns of behavior or practice are likely to lead to success and which won’t.

Adapting the quote from Dr. Lynn Bufka “Remember, it is not the extent of the change that matters, but rather the act of recognizing that lifestyle behavior change is important and working toward it, one step at a time.

 

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Categories: Agile, Facilitating Organization Change | Tags: , , | Leave a comment

Are we marketing the right metrics?

Recently, I’ve been experiencing frequent brief loss of Internet connectivity issues at home. I live in a major urban area, no internal or external home renovations have happened which would affect cabling, and my cable modem was recently swapped. Thankfully, the technician who swapped the modem did provide me with his mobile number and recommended that I call him if I had further issues within a few weeks.

We have all heard that the Internet is becoming a critical utility and hence we should demand the same reliability as we do with power, water or our telephone dial tone. While this is a reasonable expectation, few Internet Service Providers (ISPs) have focused on this in their marketing campaigns to the personal market. Commercial customers are a different story – they enjoy real SLAs but at a higher cost. Most of the ISPs who service residential customers will hype their transmission speed or capacity in their advertising. While those are important, guaranteed up time would be a more welcome benefit in the long run, and would likely contribute to greater customer loyalty. ISPs are under pressure to scale their infrastructure to support greater speeds at lower costs, but the side effect of this “arms race” might be reliability.

This situation brought to mind the challenges we face when communicating delivery metrics as part of an agile transformation.

Many of the leaders I’ve worked with focus on schedule metrics: reducing time to market, lead time, time between releases, and so on. While these are important, an overemphasis on reducing lead time may unconsciously encourage delivery teams to kick quality concerns down the road. Having effective Definition of Done working agreements can help, but these can also be diluted to favor speed over quality. Defect reporting and customer satisfaction surveys provide opportunities to identify whether there is an unhealthy focus on delivering faster, but these are lagging indicators.

This is why it is so important that the communication campaign supporting the transformation, including the sound bites from top-level executives, reflect an equal footing for speed AND quality. And mid-level managers need to walk this talk in their daily interactions with their teams.

Don’t sacrifice quality at the altar of speed.

 

Categories: Agile, Facilitating Organization Change, Project Management | Tags: , , , , | Leave a comment

Within sight, in front of mind!

The sixth principle of the Manifesto for Agile Software Development is “The most efficient and effective method of conveying information to and within a development team is face-to-face conversation“. We have all experienced situations in which our not seeing the person we were speaking with resulted in a misinterpretation of what was being said. When teams are composed of dispersed members who don’t have the benefit of seeing one another face-to-face it takes longer for them to trust one another. It also can increase the volume of documentation required to create shared understanding.

It should be fairly simple for teams working for a single company on small, low complexity projects to be co-located, but as project complexity, scale or the number of distinct delivery partners grows, multiple constraints including the availability of skilled contributors, financial restrictions or real estate limitations might prevent team members from working in close proximity.

It is always a good idea for leaders to organize early and regular face-to-face opportunities to build trust within the distributed teams they are supporting.

But is that enough?

Augmented or virtual reality technologies have still not evolved to a point where we can accurately simulate being co-located, but using dedicated video conferencing facilities or even the webcams on our laptops can boost communication effectiveness.

Such tools can provide us with benefits such as:

  • Determining how engaged individuals are in the discussion. This can be especially helpful in ceremonies such as daily standups where it might be tempting for someone to tune out after they have shared their information. With everyone observing what each other is doing, the social pressure of not wanting to be singled out for multitasking might be enough to keep people’s focus on what is being said.
  • When supporting a small distributed team, a facilitator might forget to call on silent team members. Seeing their faces makes it easier for the facilitator to draw them into the conversation, especially if the facilitator is picking up on a facial cue that a team member is concerned about the topic but seems to be unwilling to voice their concerns.
  • Enabling richer participation in voting, brainstorming, team building or creative activities. For example, if a decision needs to be made, a leader can ask for a show of hands, and determine how eager individual team members appear to be based on how quickly they raised their hands.
  • Helping team members to better support one another. It is very challenging to determine how someone feels if they are just communicating with us via e-mail, instant message or phone call. Visual cues can help you see that they are having a bad day.

Albert Mehrabian’s 7%, 38% and 55% rule about the relative impact which verbal, tone and body language cues have on how much we like someone is frequently misstated as representing the impact of all communications. But we should never forget that old saying: “Out of sight, out of mind”.

 

Categories: Agile, Project Management | Tags: , , | 1 Comment

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