Steen shares the story of a transition from Waterfall to Agile. He describes an approach to change that starts with some small changes, and slowly increases the things under change with the aim to make the process feel more like a natural evolution. Listen in to learn about the process and the lessons that Steen learned along the way.
When Bevan started working with this organization, he heard the CEO say that the development was too slow. So the change started with a clear mandate, which Bevan and the team took on and started working with. They used tools like Value Stream Mapping, and went through a process to involve the teams in defining and ultimately overcoming their slowness. In this episode, we refer to Clean Language and Systemic Modelling by Caitlin Walker.
About Bevan Williams
Bevan is an Agile Coach & Trainer at Think Agile. His career has been driven by his passion of creating inclusive environments where people can be at their best.
As Geoff Watts (a previous guest on the podcast) puts it: “a good scrum master helps a scrum team survive, a great scrum master helps to change the organization culture to help the team thrive.” Pratik was working with a Scrum team that needed to interact with another department, where they still used waterfall. Working with that waterfall team, Pratik helped them move to Agile and Scrum following the Kotter change model, which he explains in this episode.
About Pratik Dahule
Pratik is an Agile Project Manager and Agile enthusiast working in the USA. He leads teams and creates a culture of lifelong learning, constant collaboration and continuous improvement. Pratik has 12 years of experience and is passionate about helping teams in their agile transformation. Outside of work, he has a blogging site ClassactLifestyle.com where he shares insights on books and exotic places to travel.
When working in an Agile transformation, the organization that Daniel was at tried to scale from 4 pilot teams to 30 agile teams. In this episode, we explore the approaches and steps they took to go from a simple, and contained pilot project, to an organization-wide project. We discuss the difficulties, asd well as the wins during this process.
About Daniel Lutz
Daniel is an organizational agile coach, working full time at a leading European Energy company, scaling agile with around 30 agile teams. After years in Marketing departments, he realized how much more impact he can have as a Scrum Master by empowering people and building cross-functional teams. He also works part-time as a freelance coach and business consultant helping clients on building high performing teams.
Luis and his colleagues were working on a new product that they would introduce in the market. While preparing the team, they decided to start changing some things that would also affect the wider organization. In this episode, we explore how the change we bring to an organization is not necessarily “external”, but can be created by internal triggers and affect plans, teams and ultimately the business!
About Luis Carvalho
Luis is an enthusiast for all things related with organizations, teams, structures and ways of working. He has been working in large scale consumer products for most of his professional life, worked with people of many backgrounds, cultures and locations and made many friends in the process. He loves traveling, food and getting to know people.
In this episode, we hear about a company that was going through a long, 3.5 year journey of Agile transformation. When Nick joined, they had just decided to adopt SAFe, as a way to scale their use of Agile methods. Unfortunately, this is not a story of complete success, as we hear about how a traditional consultancy tried to impose SAFe on the organization, with a top-down, linear (aka Waterfall) plan of adoption. Fortunately, however, the Agile Coaches and Scrum Masters in that organization were able to turn the adoption around, and make it succeed! Listen in to learn about how NOT TO adopt Agile/SAFe.
Nick completed his education at Aarhus University in Denmark and currently works in the Digital Organisation at Grundfos, the worlds biggest pump manufacturer. He views him self as a pragmatic Agile Handyman.
We share 2 stories of change in this episode. One about scaling Agile to a large organization, and the other about keeping Agile on track despite fast growth in another organization. In the first story we discuss the value (or lack thereof) of some scaling ceremonies, and talk about how we can tailor any framework to the reality of the organization and teams we work with. In the second story, we explore how building relationships between the key stakeholders and the teams helped to understand what was needed to keep the organization on the Agile path, despite the fast growth.
About Lorna Mason & Jon Lawrence
Lorna Mason and Jon Lawrence are both agilists working in an insurance scale-up based in Brighton. Their journey to agile has walked a less ‘traditional’ path of Change Management and Continuous Improvement, to Scrum Master, Delivery Manager and Agile Coach; (proving not EVERY Scrum Master needs to code!). They hold the firm belief that you can be a successful Scrum Master as long as you genuinely care about people and value first; and hold a profound desire to always make things better!
In an organization that was going through a “agile at scale” transformation, Usman noticed that the teams felt overwhelmed. Usman and his colleagues understood that they had to change the approach to help the teams benefit from the scaling tools they were being trained on. They had to actively counter the idea of “big scaling”, since this was a group of only 10 teams, where some “large scale” approaches would only cause chaos and mis-understandings. Listen in to learn how Usman and his colleagues were able to “scale down” the “scaling agile” project in a way that made sense to the teams, and helped them achieve their goals.
About Usman Kotwal
Usman is a Scrum Master and Agile Coach in the field of data analytics in life sciences. He considers his learning journey to continue forever when it comes to bringing forward change in the ways we work collaboratively. His mission is to help guide the way to empowered product teams.
Jan started working with a new team. He noticed there were a lot of escalations and conflict on that team.
On the surface everything seemed well enough, but as he started to investigate, he noticed a lot of conflict. While talking to the managers of the people involved, he noticed there was no clear purpose/direction set for that team. As he reflected on the situation, he noticed that a lot of the escalations came from that lack of alignment/purpose. Listen in to learn about how Jan went about trying to solve the conflicts as well as the lack of alignment between team members.
Jan is an Agile Coach and Trainer. His vision is to make workplaces more humane, enjoyable and purposeful. An unpleasant diagnosis three years ago had a big impact on how he looks at these topics today. It became his mission to get these topics more into the spotlight of teams and organizations so they are less of a taboo subject in future.
Sadia joined this company at the start of their journey towards agility. As she started to understand how the team was organized, she noticed that there were several backlogs that the team needed to pull from. She started working with the stakeholders to establish a single backlog that would act as the “source of truth for the team”. But for that to happen, she needed to learn who the right stakeholders were, and prepare the conversations with those stakeholders. In this episode, we discuss how to map, involve and motivate stakeholders to support the change that the team needs.
About Sadia Dibbens
Sadia has a long experience in the payments industry, and loves helping teams and individuals. Personally, she likes keeping fit, being involved within the community, and makes sure to put some time aside for volunteering.