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Agile Transformation - Coggle Diagram

- - - - Daimler'de yapıyoruz, netleşince örnek olarak kullanılabilir
      - Murat hazırlayabilir
    - - Waiting Times
      - Sign Offs / Hand Offs
    - - TO BE State
        
        Used to design the KanBan Board at that level
        
        Is the future state
        
        Should be agreed by all parties using the board
      - AS IS State
        
        Used to discuss the bottlenecks / problems / waiting times / hand offs etc.
        
        Should be the stepping stone to TO BE State
    - - Team Assessments
        
        Team Barometer
        
        Dysfunction discovery assessment
      - Maturity Assessment
        
        Management Maturity
        
        adesso Healthcheck
        
        Organizational Maturity
        
        https://media.bain.com/agile-diagnostic/index.html
  - - - A presentation containing...
        
        VSM Results
        
        Domain Storytelling results
        
        Retro results
        
        Team Results
        
        Manager Results
        
        Top 3 Problems of both
        
        Daimler örneği kullanılabilir
  - - - 1 day workshop
      - All managers to be involved
      - Transformation goals from management perspective
    - - Categorize the results from workshop
      - Compare them with output from other meetings with team / customer etc.
    - - Management Vision on the transformation
      - Selecting most important 3 or 4 goals from the list connected to most voted problems
  - - - Management Vision on the transformation
      - Selecting most important 3 or 4 goals from the list connected to most voted problems
    - - Transformation Owner
      - Transformation Coach
      - Transformation Sponsor
      - Volunteer Leaders from various teams
    - - Objectives
      - Key Results
      - Actions
      - OKR tools
        
        OKR Tools to be evaluated, to use and track the progress company wide and through all levels of Objectives and Key results in all levels
    - - Key Results as swimlanes and actions as tasks
      - Kanban Board
- - - - Kanban Board design
      - STATIK
    - - aGDM
      - Tailoring the model accoring to needs
- - - - Awareness for the need for change
    - - Desire to support the change
    - - Knowledge of how to change
    - - Ability to demonstrate skjills & behaviours
    - - Reinforcement to make the change stick
  - - - Create a Sense of Urgency.
        
        Build and maintain the sense of urgency
      - Build a Guiding Coalition.
        
        People across all silos and levels
        
        They feel the urgency deeply
      - Form a Strategic Vision and Initiatives.
      - Enlist a Volunteer Army.
      - Enable Action by Removing Barriers.
        
        Identifiying and removing barriers which slow down or stop strategically important activity
        
        Impediment Management
      - Generate Short Term Wins.
        
        Create an ongoing flow of strategically relevant wins, both big and very small
        
        Action: Ensure the wins are as visible as possible to entire organization and celebrated (even if only in small ways)
        
        Celebration = Psychological power to sustain new system and credibility to new structure --> Promotes more and more collaboraition within the overall organization
      - Sustain Acceleration.
      - Institute Change.
        
        Wins becomes a part of the enterprise and integrated into processes, system, procedures and behaviour in culture of organization
- - - - Agile Leadership
      - Scrum / Kanban Roles
    - - Agile CoE
        
        Agile Coaches
        
        Scrum Masters
        
        Kanban Masters
    - - Performance Metrics
  - - - Transformation Sponsor
      - Transformation Coach
      - Transformation Owner
      - Act as a working committe and not steering the whole thing
      - Works on Transformation Backlog with continuous improvement of working processes
    - - OKR
        
        Key Results
        
        Deadlines: Quarterly or monthly
        
        Has several tasks to reach the KR Goal
        
        Objective
        
        Deadlines yearly or6 months periods
        
        Each Objective has 3 to 5 KR
        
        Tasks
        
        Serves to accomplish KR goals
        
        Direct asssignemtn to persons
        
        Transformation Backlog
        
        Transformation Sprints
        
        1 week
        
        Working with Key results and tasks
        
        Tracking over Transformation Kanban Board
        
        Keep Transformation team engaged on the items to be finished in this week
        
        Team should commit to the items to be finished on a weekly basis ( 1 week sprint)
      - Transition to 4DX Model :red_flag:
        
        What can we improve with 4DX if we switch to it?
        
        Define a backlog for the transmission effort
    - - Scrum / Kanban Events
      - Gap Analysis - Current / New Events
      - Stakeholder Management / Analysis
- - - - Team Learning
        
        Kanban
        
        Time Boxed Development
        
        Cross Functional Teams
        
        Peer learning
        
        Slack time for learning / thinking / solving problems
      - Systems Thinking
        
        Theory of Constraints
        
        Value Stream Mapping
      - Personal Mastery
        
        T-Shaped Competence
        
        Depth of high level expertise in one discipline
        
        Breadth of experience
        
        Is an essetial part of cross functional teams
        
        Certifications as Catalyst
        
        Center of Practices (CoP)
      - Shared Vision
        
        MVP/MMP
        
        Visual Management
      - Mental Model
        
        Personas --> User Stories (Backlog)
- - - - Evaluate this option
      - Very time consuming and complex assessment
      - Not suitable for us - for now!
    - - Similarities
  - - - Transition to 4DX Model :red_flag:
        
        What can we improve with 4DX if we switch to it?
        
        Define a gap backlog for the transmission effort
      - Read the book
        
        Strategy
        
        Types of Strategies
        
        Stroke the pen (can be done with signing a document)
        
        Capital Investment
        
        Expansion of Staff
        
        Process Change
        
        Change in Product Mix
        
        change in the compensation system
        
        Behavioral Change - needs more in depth personal change
        
        Improved Customer Experience
        
        Higher Quality
        
        Operational Consistency
        
        Consultative Sales Approach
        
        Reduced Cost Overruns
        
        Strategy should be supported by people and change human behaviour and not written down strategy and goal list
        
        Only if people changes their behaviour, the change will last
        
        Whirlwind:
        
        The real enemy of execution is your day job! We call it the whirlwind.
        
        Daily tasks, that take our time and drain our energy. 4 Disciplines can help here
        
        Discipline 1: Focus on the Wildly Important
        
        One WIG (Wildly Important Goal)
        
        It can be something inside the whirlwind, which should be improved and have a high impact on the team and your business
        
        Or outside the whirlwind which is important for your strategy
        
        WIG should be specific and should have a huge impact on team's performance
        
        Where you are now?
        
        Where you wanna be?
        
        3.By when?
        
        Set a start line
        
        Set a finish line
        
        Set a deadline
        
        WIG is not a vision or a mission, it is a specific and clear goal, which the team will work towards
        
        NASA initial goal: Human knowledge of phenomena in the atmosphere and in space.
        Then it has been changed into: Put a man on the moon' --> Mor specific and clear goal.
        
        Traps
        
        Saying yes to more than 1 or 2 ideas (Lack of Power to say no)
        
        Trying to turn everything in the whirlwind into a WIG,
        
        Discipline 2: Act on the Lead Measures
        
        People concentrate too much on lagging measures, which does provide only past performance and not help achieving the goals
        
        Focus on lead measures, which reflect current behaviour, that means you can still influence them
        
        Measurement types
        
        Lag - Historic measures
        
        Revenue / Profit / Quality / Customer satisfaction
        
        Tracks the success of WIG
        
        Lead
        
        Track activities that DRİVE a LAG MEASURE
        
        Select connected lag measures wisely, choose only lag measures you can influence with lead measures.
        
        A good lead measure has 2 characteristics
        
        It’s predictive of achieving the goal
        
        it can be influenced by the team members.
        
        Is not JUST THE METRİC but THE ACTION itself, like
        'Decrease the lead time from X to Y by Z'
        
        Requires you to define the daily or weekly measures, the achievement of which will lead to the goal. Then, each day or week, your team identifies the most important actions that will drive those lead measures. In this way, your team is creating a just-in-time plan that enables them to quickly adapt, while remaining focused on the WIG.
        
        While a lag measure tells you if you’ve achieved the goal, a lead measure tells you if you are likely to achieve the goal. While a lag measure is hard to do anything about, a lead measure is virtually within your control.
        
        Discipline 3: Keep a Compelling Scoreboard
        
        We should help the team to identify themselves with the goal
        
        Motivation: Change Perfomance metrics and system accordingly.
        
        Keeping score in a football game on the street change the behaviour of the children. They cheer or fire each other when they lay behind
        
        Creat some kind of scoreboard tracking each person's (or team's) progress on the WIG.
        
        Use a digital tool or old school board to track this
        
        Board should be easy to manage by the team autonomously, cause it should be motivator and easy to comprehend.
        
        If your goal to increase production by 20% by end of year, then you should increase it 5% montly, team should see where they are at their montly goals, so they can take actions if the stay behind
        
        Enables high engagement to keep the team motivated and reach the results they want.
        
        Scoreboard should track both
        
        Lead measure status
        
        If the progress on lead measures moving the lag measure
        
        Once a scoreboard is there team will be find always new ways to achive lead measures and WIGs themselves. It is a natural motivator. THis brings people closer around a COMMON GOAL
        
        Discipline 4: Create a Cadence of Accountability
        
        It is about the make team members to commit long-term to the goal
        
        Make employees to be accountable to each other - not just to you. No one wants to dissapoint their peers. So they feel a greater sense of responsibility.
        
        Hold regular WIG Meetings will ensure a lasting commitment to the goals
        
        Like daily: short sessions --> max. 20 or 30 min
        
        Overview of commitment last week
        
        Review the scoreboard: Learn from successes and failures.
        
        Plan for following week: Clear the path and make new commitments.
        
        Team should report
        
        1. Did i finished last week's commitment?
        
        They can have commited to a work
        
        They can also have commited the clear an obstacle which is on his/her or a colleagues way which prevents us to move lead measure
        
        2. Did they move the scoreboards?
        
        3. What are the one or two most important things I can do in the next week (outside the whirlwind) that will have the biggest impact on the scoreboard?
        
        Commitmets should have 2 attributes
        
        2 more items...
        
        Leaders should ask: “What can I do this week to clear the path for you?”
        
        Allow team to choose their commitment themselves, so they are engaged.
        This commitment goes beyond JOB PERFORMANCE, now it will be a PERSONAL PROMİSE TO THE TEAM
        
        Leaders should ensure the commitments are specific and directly connected to WIG
        
        Before the meeting and to prepare for the meeting, every team member thinks about the same question: “What are the
        one or two most important things I can do this week to impact the lead measures?”
        
        How to implement it
        
        Discipline
        
        STEP 1: CONSIDER THE POSSIBILITIES: Gather many ideas from both managers and teams.
        
        Getting Input --> 3 Option
        
        Brainstorm with peer leaders, especially if you are all focusing on the same organizational WIG.
        
        Brainstorm with your team members or with a representative group. Obviously, if they are involved in selecting the WIG, they will take ownership of it more readily.
        
        Brainstorm alone. You will still be able to validate the WIG with the team when you develop lead measures.
        
        TOP DOWN & BOTTOM-UP: Ideally, both the leader and the team participate in defining the WIGs. Only the leader can provide clarity about what matters most. The leader is ultimately responsible for the WIG, but shouldn’t engage team members solely through the exercise of authority. To reach the goal and to transform the team, team members must have active input in defining the WIG: “No involvement, no commitment.”
        
        STEP 2: RANK BY IMPACT: Ranks ideas based on the impact they would have on the overall WIG
        
        A good Team WIG should..
        
        Increase Team performance
        
        help achieving OVERALL WIG
        
        STEP 3: TEST TOP IDEAS: Test your ideas to ensure they're aligned with your overall WIG
        
        Ask following questions
        
        • Is the Team WIG aligned to the overall WIG?
        
        • Is it measurable?
        
        • Who owns the results—our team or some other team?
        
        • Who owns the game—the team or the leader?
        
        STEP 4: DEFINE THE WIG: Identify a simple and clear definition of your goal.
        
        Verb +identifying lag measure+deliverable + deadline*
        Example: Reduce (verb) production costs (lag measure) from 20 to 15 million (deliverable) by Dec 31st --> IS A LAG MEASURE
        
        Focus on JUST WHAT and NOT HOW!
        How belongs to Discipline 2
        Just plan goal and not how you want to achieve it.
        
        People should spend something like
        
        80% on Whirlwind
        
        20% on WIG
        
        Big WIG
        
        Lower level WIG 1
        
        Defined by the manager on this level, approved by senior leader on top WIG
        
        Lower level WIG 2
        
        Defined by the manager on this level, approved by senior leader on top WIG
        
        Lower level WIG should ensure the success of higer level WIG
        
        Discipline
        
        Pretty much the same steps from Disc. 1
        
        Discipline
        
        Come up with preliminary theme - Speedometer, bar chart or and kind of visualisation that help theme to understand their current status.
        
        Then the team should create this board.
        
        Board should include: Goal and lead and lag measures
        
        Board should be updated regularly
        
        Discipline
        
        Set an example by yourself
        
        disc is the heart of execution
        
        Once you commit something you have to do it --> Join WIG meeting weekly.
        20 min meetings
        
        Celebrate every success
        
        Separate the WIG and the whirlwind. They are separate things and in the meeting you only discuss WIG
        
        Everyone not meeting their WIG because of whirlwind should held accountable
        
        If a commitment is not met, handle it with respect and explain the importance of WIG for the whole team
        
        Make sure you give them a chance to catch up the commitment