Agile Culture Instructor Pilot ISA 301 March 2017 Robert Thomas

Course information Pre-Class Homework Read Case Study: ACHS Answer Case Preparation Questions 1 Page Max Turned In for Grade (@ end of lesson) (Optional) Review CLE 076 Module 8: Enabling an Agile Acquisition Culture 60 min Lecture 30 min Small group 60-90 min Large group

Learning objectives Identify common Agile challenges in the Federal Acquisition environment Identify characteristics of Agile ready organizations Identify ways of changing culture to adopt an Agile approach Given an organizational change scenario, appraise organizational culture for Agile readiness

Agenda Federal Challenges with Agile Characteristics of an Agile Ready Organization Evaluating Culture Accomplishing Change Case Study: Small Group Case Study: Large Group

Federal challenges with agile Teams had difficulty collaborating closely. Teams had difficulty transitioning to self-directed work. Staff had difficulty committing to more timely and frequent input. Agencies had trouble committing staff. Timely adoption of new tools was difficult. Technical environments were difficult to establish and maintain. Traditional artifact reviews do not align with Agile. Agile guidance was not clear. Procurement practices may not support Agile projects. Customers did not trust iterative solutions. Teams had difficulty managing iterative requirements. Compliance reviews were difficult to execute within an iteration time frame. Federal reporting practices do not align with Agile. Traditional artifact reviews do not align with Agile. Traditional status tracking does not align with Agile. Source: GAO-12-681

Agile ready characteristics Clear program goals Defined success strategies Close user and developer collaboration Clear alignment of software and program goals Oversight supports Agile principles Appropriate contract type Appropriate life-cycle activities Sponsorship Aligned incentives External policy support Sponsor understands Agile Requirements change is embraced Agile supportive environment Trusting environment Fail early to learn fast Appropriately trained staff Competent staff Team communication is enabled Development pace is suitable Technology and tools support Agile According to the Software Engineering Institute at Carnegie Mellon (SEI), attributes of an “Agile Ready” organization include:

Evaluating culture “Culture eats strategy for breakfast” - Peter Drucker What is Culture?

Evaluating Culture McKinsey 7-S model Strategy Structure Systems Staffing Skills Style Shared Values Image came from CLE 076 Lesson 8 Slide 5

Evaluating culture Strategy – org plan for completing its mission Structure – reporting relationships, channels Systems – formal procedures (incl IT systems) Staffing – personnel, their unique experiences Skills – discrete competencies within the org Style – leadership style of senior leaders Shared Values – core values shared by all staff

Accomplishing change SEI Commitment Model Image from CLE 076 Lesson 8 Slide 16

Accomplishing change Contact – name and purpose of a technology Awareness – attributes and candidates for use Understanding – know how to use it in your org Trial Use – using the technology, ie pilot Limited Adoption – rolling out tech with support Institutionalization – tech becomes status quo Internalization – become “dependent” on tech

Accomplishing Change Kotter’s 8-Step Process Image retrieved from http://blogs.ubc.ca/etec530leadingchange/learning-topics/kotters-model/ (note it footnotes to reference The Heart of Change) New image created 1-3 create the climate, set the stage for change 4-6 bringing the whole organization into the process 7-8 making sure the change sticks and becomes status quo

Case study: small group What challenge is ACHS facing? Would ACHS benefit from being more “Agile Ready”? Why or why not? On a scale of 1-10, how Agile ready is your organization? Describe a situation you have faced where being Agile ready would have made things better. Why? What challenge is ACHS facing? Economic, Political, Leadership change What role does culture at ACHS play? Explain. Entrenched processes, grew burocratic over time, hindrance to needed changes at this point in time Do you think changes should be made slowly as Heiremans advised? Why or why not? slow to increase odds of changes becoming lasting fast to meet need to become economically viable quickly, reduce amount of cutbacks and staff reductions necessary

Case study: large group Problem Statement (10) Current Culture (10) To-Be Culture to support solution/goals (15-25) Plan for Change (25-45)

Case study: board plan Issues: incident rates up financial performance down leadership changing political climate changing Analysis: 7-S as-is Analysis: 7-S to-be Alternatives: Reference the 4 recommendations made by the consultants Decision Criteria: Respect Legacy Risk Economically Viable Speed Achieves the 4 recommendations Action/Implementation: 8 Steps Missing Info / Assumptions: Teaching point: Close out – relate back to DoD facing similar challenges and how Agile attributes apply to more than just Agile SW development

summary Reviewed 14 common Agile challenges in the Federal Acquisition environment according to GAO-12-681 Reviewed characteristics of Agile ready organizations according to SEI at Carnegie Mellon Looked at two models for changing culture to adopt an Agile approach, SEI Commitment model and Kotter’s 8-steps Given the ACHS scenario, appraised the culture for Agile readiness