Serge Huybrechts: Addressing emotional blockers in a DevOps transformation

Working in a bank, trying to help a team adopt the DevOps approach, Serge noticed that the people in the team were worried about how the new way of working would affect their position in the company. This taught Serge an important lesson: when in a change process, we need to address topics and issues that are not related to the object of the change but affect how people perceive and may reject the change process. 

In this episode, we refer to the ADKAR change framework.

About Serge Huybrechts

Serge is a Scrum Master, Agile coach, and trainer with a long background in IT Service Management. He considers himself a guide for continuous improvement where Agile, Scrum, and Kanban are the vehicles. Serge loves Agile because of its focus on people and learning resonates with him. 

He also calls himself a bulimic reader and very passionate about music.

You can link with Serge Huybrechts on LinkedIn.

Ines Garcia: Helping a Scrum team that had grown too big

This particular team had been extremely successful up to the point when this story starts. From a single, small team providing a niche product, the company and the team had grown to serve over 2 million customers. The small, 4-people team, had grown to 40, and nothing was simple or easy anymore. The story starts with team struggling to organize and deliver on the Sprint planning. Ines helped the team to go through an evolution and change to be able to get to the same level of predictability. 

If you want to read through the story in detail, Ines has written an article for you to read and base your own change process on her learning. Read Ines’ article on Facilitating a change process here.

About Ines Garcia

Ines is an Agile Coach, a Certified Scrum Professional® (CSP-SM), and a Salesforce MVP. She focuses on helping organizations every day to become more Agile whilst delivering Salesforce technology. She consults, speaks, and trains in these arenas always with the end in mind of enabling an evolution (not revolution).

You can link with Ines Garcia on LinkedIn and connect with Ines Garcia on Twitter.

Check out Ines’ books on Amazon.

Omar McNeil: Leading change across multiple Scrum teams

In this organization, the teams were getting stuck at different steps in the process. There were several processes that prevented the work from flowing. While trying to sort out these issues Omar learned some important lessons about effecting change across multiple teams.

About Omar McNeil

Omar is a Principal Agile Practitioner at Red Hat. Prior to Red Hat, Omar worked in the Federal Government space as an Agile Practitioner Consultant, Project Manager, and Scrum Master. He has a passion for helping teams create a collaborative and safe environment, participating in Agile Communities, and coaching. 

You can link with Omar McNeil on LinkedIn and connect with Omar McNeil on Twitter.

Sarah Finn: Solving the “not invented here” syndrome in change management

When Sarah joined this team, she heard about how management had pushed on the team a particular solution which the team did not believe would work. Sarah had a difficult task: how to get the problem solved, but not let the team feel “pushed” onto a solution they did not believe in? Sarah shares how she was able to solve the problem by bringing people together and focusing the conversation on the goal. 

About Sarah Finn

Sarah Finn is an Agile Coach, within an Agile Practice Team in Red Hat. Sarah currently works with an open-source community facing team called “The Community Platform Engineering Team”. Sarah also helps co-manage the Agile DevOps Community of Practice. Sarah believes by simply creating a safe environment for discussion & collaboration can open up so many opportunities to work together towards continuous improvement.

You can link with Sarah Finn on LinkedIn and connect with Sarah Finn on Twitter.

Ravi Jay: A change management warning: “local success and collective failure”

Change is never an easy process, and in modern organizations that is made even more difficult because of the complex links and dependencies between the different areas. In this episode, Ravi shares how by succeeding at change in one part of the organization, the problems became worse, a typical case of “local success and collective failure”.

About Ravi Jay

Ravi started his career as a Mainframes developer in 2004 and was introduced to agility in 2007. He went from hating Scrum Masters to loving Kanban very quickly but became a believer in agile methods after learning by losing money implementing SAFe in his London-based startup in 2011. Over 16 years, Ravi has specialized in driving value out of complex software, hardware, firmware, and organizational change programs using various large-scale agile and traditional methods across industries. He enjoys spending time coaching and building teams that create products, people love to use.

You can link with Ravi Jay on LinkedIn and connect with Ravi Jay on Twitter.

Helen Garcia: Incremental change for Agile organizations – the Agile alternative to change management!

When it comes to software development, every Scrum Master knows about how the “incremental” approach is the way to go. That’s why it is so critical to learn from why that works and apply it to other changes, like organization or team changes. In this episode, we talk about the incremental approach to change leadership!

About Helen Garcia

Helen’s been in projects for over 10 years, everything from construction to pharma to more recently gaming. Not only does she want to bring an Agile mindset to organizations that are ready for change but she also strongly believes that Agile can be just as effective at home. Bringing value sooner, safer and happier thanks to Jon Smart it’s a quote Helen take most places!

You can link with Helen Garcia on LinkedIn and connect with Helen Garcia on Twitter. 

You can also visit Helen Garcia’s website to learn more about her work.

Chris Foley: Scaling Agile, from one-team planning to multi-team planning in a Scrum organization

This organization’s planning process was about commitments, not shared understanding. This led to teams planning their work, and invariably coming to the conclusion that they could not deliver “because others…”. The organization would then spend time reassessing the output of the planning process, but never addressing the root cause of the problem. In this episode, we learn about how Chris and others in that organization started to develop a completely different approach: Continuous Planning for a multi-team organization.

About Chris Foley

Chris is a Principal Systems Design Engineer at Red Hat working in the area of Engineering Improvement. He has over 20 years of experience in software and has filled PO and ScrumMaster roles. The team, to Chris, is the essence of the whole process and the Scrum Masters role is to help optimize that. He uses his experience from the sporting world to draw parallels around how successful teams function.

You can link with Chris Foley on LinkedIn and connect with Chris Foley on Twitter.

Joe Auslander: Solving the analysis paralysis anti-pattern with simple visualization techniques

When Joe came into this organization, they were stuck in the never-ending discussion of how to best setup their teams to adopt SAFe. How can we help teams that are stuck in that situation? Joe shares how simple visualization techniques helped unstuck this team and get started with concrete steps in their journey to scaling Agile.

About Joe Auslander

Joe is into game/experience design and enjoys working with teams to solve unique problems. In the past this has been in areas of ship repair, crew coordination, television production and software delivery. Joe enjoys learning and sharing what he has learned and he particularly loves seeing people succeed. 

You can link with Joe Auslander on LinkedIn and connect with Joe Auslander on Twitter. 

Jakub Jurkiewicz: Working with culture change, a practical guide for Scrum Masters

Jakub was working in an organization that needed a culture change. At first, the difficulty was how to address the topic. Culture is a fuzzy enough idea that even talking about it isn’t easy. Jakub and the team at that organization decided to setup a conversation about emotions. Using a card-facilitation technique they helped the teams co-create the Vision for where they wanted the culture of that organization to go. 

Jakub shares the aspects they focused on to be able to define, and later change the culture of that organization.

About Jakub Jurkiewicz

Jakub is a kaizen practice lead who participated in his first standup in 2005 and facilitated his first retrospective in 2007. Previously a software developer, team leader, Scrum Master and Agile consultant, Jakub is also, a podcaster and trainer at Agile Coaching Lab. Loves wine, bicycles and his wife (in the reverse order).

You can link with Jakub Jurkiewicz on LinkedIn and connect with Jakub Jurkiewicz on Twitter. 

John Albrecht: Learning to lead change for Scrum Masters

“Everything we do is about change.” This is the phrase we start the episode with. John shares his experience on how to bring and support change in organizations and teams. In particular, we hear the story of a startup, and how bringing people together to a shared goal was the task at hand. 

In this episode, we talk about the Google Design Sprint as well as the NoEstimates book.

About John Albrecht

Agile Person, for the team by the team, used to be a developer. Got into Agile via Extreme Programming (XP), then Kanban, then Scrum. Some of his key ideas are Principles over Practices, #noestimates, love working with teams and organizations, the softer side, finding what they and customers need and what works for them.

You can link with John Albrecht on LinkedIn and connect with John Albrecht on Twitter. 

You can learn more about John Albrecht’s work at Scrum Lake, and All Agile websites.