APMG International Webinar

Changing culture: what does it take to become agile in project management?

Thursday 25th June 2015 / 13:00 BST (London, UK)

Presenter: Melanie Franklin, AgileChangeManagement Ltd

SUPPORTING WEBINAR RECORDING AVAILABLE AT: WWW.APMG-INTERNATIONAL.COM/WEBINARS

Agenda

• Welcome & introduction– Mark Constable, APMG International

• Changing culture: what does it take to become agile in project management?– Melanie Franklin

www.agilechangemanagement.co.uk

@agilemelanie

• Q&A

• Further information

• Close

About APMG International

• Global examination & accreditation institute• Examination Institute (EI) for the AXELOS

Global Best Practice portfolio (ITIL®, PRINCE2®, MSP®, etc)• Extensive portfolio of professional management certification

schemes aimed at improving business processes, capability and results

• Work with key industry partners (e.g. AXELOS, IAITAM, IPMA, ISACA, itSMF, DSDM Consortium) to promote best practice

• 300+ Accredited Training (ATOs) and Consulting (ACOs) organizations with 1500+ approved trainers and consultants

• 13000+ exams per month• Full details at www.APMG-International.com

Your presenter….

Melanie Franklin has a track record of excellence in project, programme and portfolio planning and delivery. In recent years she has focuses on organisations moving from waterfall to agile approaches to project management to respond to the pace of change and need for shorter project timescales. Melanie is an accredited trainer in AgilePM and is a Certified Scrum Master and LeanKanban Practitioner.

Moderator

Mark Constable is a Marketing Executive at APMG-International with over 9 years experience with the company.

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What does agile mean?

• Organisational agility• Flexible• Responds quickly to customer demand• Fast to market • Great at managing change

• Development agility• Using Scrum• Not writing anything down• Power of teams• Processes within groups

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Adoption of agile…

• Is shaped by the prevailing culture of your organisation

• Shapes the prevailing culture of your organisation to create a new reality

“The more successfully you use a way of working, the stronger your culture is, which

is a great strength right up to the time when you need to change.”

Professor Clayton Christensen, Harvard Business School

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My agile is not your agile!

• Agile is shaped by culture• Different priorities depending on what your

organisation values, and what it already does well or badly

• 3 examples:

Testing PrioritisationCommercial Awareness

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Agile is a mindset change

• Agile shapes culture• Threatens known ways of working• 3 examples:

Evolving Solution

EmpoweringTeamsIterations

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Components of culture

Tangible Policy Values

Depth of penetration into the psyche of the organisation

Visibility and measurability

Tangible

Policy

Values

Changing culture is not a linear process

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Can be clearly seen

• Training• Professional associations - Agile London• Floor plans• Desk reorganisations• White boards• Organisation charts• Job titles• Job descriptions• Meetings

Tangible

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Formal structure of the organisation

• Principles and priorities – what is really important

• Processes and procedures – how do we do stuff around here

• Changing the expectations – who is involved, when things get delivered, how things are developed

• E.g. project plans include deployment plans• E.g. we have a role description for those we

collaborate with

Policy

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Unseen powerful force

• Basic assumptions• Emotional levers – pride, feeling that the organisation

is ‘world class’ if it adopts this approach• Structural – how the organisation is controlled – audit

questions

• Evidenced by behaviours and activities• How people priorities their work• How they advise others to do their work – induction of

new joiners• Conversations that people have with each other• What they tell others about the organisation that they

work for

Values

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Golden rules of agile cultural change

• Know your starting point – have a good understanding of how we do things around here using the 3 elements to perform a quick As Is/To Be analysis

• Align adoption of agile to your organisations mission and strategic direction

• Pick your battles, recognising that an environment of ‘agile good; waterfall bad’ is naïve – sometimes agile is not the best approach

• Use an emergent approach, piloting its adoption and using small successes to build momentum for more agile

Agile on the Beach

• When: 3-4 September 2015• What: Conference & Exhibition• Where: Falmouth, Cornwall, UK

• APMG are a sponsor (alongside our partners at DSDM)• We will be showcase our ‘family’ of agile project and programme

management training & certification schemes:-

• Details at www.agileonthebeach.com

Further information

• APMG-International website:– www.apmg-international.com

• APMG AgilePM certification scheme:– www.apmg-international.com/AgilePM

• “Agile Project Management Handbook” (recommended reading)– www.apmg-businessbooks.com

• Melanie

melanie@agilechangemanagement.co.uk

www.agilechangemanagement.co.uk

http://uk.linkedin.com/in/melaniefranklin1/

AgileCM

@AgileMelanie

@APMG_Inter