When to Use Data to Drive Change and how to identify Organization Constraint Patterns

1. Michael S. McCalla
Data Driven Change
When to Steer Towards or Away From Data in Agile
Transformations

2. President of Lean Agile Intelligence, an organizational change and learning platform
that provides guidance to teams and organizations about Agile/Lean practice
adoption based on desired business outcomes
www.leanagileintelligence.com
President of Achieving Agility, an Agile consulting firm that provides coaching,
training, and transformation services
www.achievingagility.com
Board Member of Agile Uprising, a purpose-built network that focuses on the
advancement of the agile mindset and global professional networking between
leading Agilists
www.agileuprising.com
About Me

3. Michael S. McCalla
Data Driven Change
When to Steer Towards or Away From Data in Agile
Transformations

4. This is a True Story
“It is an experience report”
“I have lived both sides of this coin”

5. What do I mean by data?
For the purposes of this presentation, data is
“information” collected from teams that can be used to
gather insights about the state of the team and their
needs

6. Legacy Data Mindset
“We use data to drive behaviors and measure
performance”
“It allows us to judge and manipulate people”
Command & Control”

7. Lets Brainstorm
Command & Control Environment
What do you think/seen happens to the “quality” of
data collected from teams in an environment of
command and control?

8. Data in a Command and Control Environment is…
1. Fabricated
2. Gamed
3. Embellished
4. Manipulated Easily
5. Hidden

9. Lets Brainstorm
Why?

10. Lack of Safety and Trust
Safety
• Transparency is the norm
• Honesty is necessary
• Constructive criticism is
welcomed
• Failure is an option
• Saying “No” is Ok
Trust
• No Fear of reprimand for
honesty and transparency
• Our voices are heard and
valued
• Confidence that leadership is
acting in our best interest

11. The Result
Organizations make decisions based off of data that
does not reflect reality, typically compounding the
dysfunction and chaos

12. As Change Agents in Agile Transformation
When It Comes to Using Data to Drive Change

13. AgileTransformationSuccess
Time
Doing
Agile
Agile
Mindset
Being
Agile
Better
Business
Outcomes
Agile Transformation Timeline

14. AgileTransformationSuccess
Time
Doing
Agile
Agile
Mindset
Being
Agile
Better
Business
Outcomes
Leadership Command/Control
Environment Unsafe
Data Use Drive Behaviors/Judge
Data Results Doesn’t Reflect Reality
Impact More Dysfunction
Data Effectiveness for Change

15. Being Agile vs. Doing Agile
Just because we stand up a few scrum teams does
not make you agile, especially with a legacy culture
and leadership mentality

16. To achieve better business outcomes from utilizing agile
The whole organization has to change
Even Leadership
Especially Leadership

17. SAFe Lean Agile Leadership

18. Leadership needs coaching
And in all fairness, we, the agile community, have to
do a better job in assisting them

19. "Carrots & Sticks are so last Century. Drive says for 21st
century work, we need to upgrade
to autonomy, mastery and purpose.“
-Daniel Pink

20. Because once leadership acquires the mindset
The sky is the limit
And data becomes your ally

21. AgileTransformationSuccess
Time
Doing
Agile
Agile
Mindset
Being
Agile
Better
Business
Outcomes
Leadership Command/Control
Environment Unsafe
Data Use Drive Behaviors/Judge
Data Results Doesn’t Reflect Reality
Impact More Dysfunction
Data Effectiveness for Change

22. Agile/Lean Data Mindset
“We use data as an additional feedback loop”
“We use data to help people and the organization achieve
goals”
Agile/Servant Leadership

23. An Environment of Agile Leadership Has Safety and Trust
Safety
• Transparency is the norm
• Honesty is necessary
• Constructive criticism is
welcomed
• Failure is an option
• Saying “No” is Ok
Trust
• No Fear of reprimand for
honesty and transparency
• Our voices are heard and
valued
• Confidence that leadership is
acting in our best interest

25. Data in a Agile Leadership Environment is…
1. Real
2. Reliable
3. Actionable
4. Transparent
5. A Powerful Feedback Loop

26. The Result
Organizations use the data to identify constraint
patterns, continuous improvement opportunities, and
investment needs to help drive positive change and
better business outcomes!

27. AgileTransformationSuccess
Time
Doing
Agile
Agile
Mindset
Being
Agile
Better
Business
Outcomes
Data Effectiveness for Change
Leadership Command/Control Agile (Servant) Leadership
Environment Unsafe Trust and Safety
Data Use Drive Behaviors/Judge Make Decisions and Help
Data Results Doesn’t Reflect Reality Reflect Reality
Impact More Dysfunction Identification of Organization Constraints

28. The Power of Data
When safety and trust are existent in the
environment, data becomes a change agent’s ally,
and a powerful tool in the coaching toolkit to drive
positive change

29. The Power of Data
When safety and trust are existent in the
environment, data becomes a change agent’s ally,
and a powerful tool in the coaching toolkit to drive
positive change

30. Data Gathering Techniques in a Safe Agile
Environment

31. Insight Gathering Technique to Drive Change
What: Self-Assessments
When: Quarterly
Who: Team with facilitator (Coach)
Why: To identify coaching needs, behavioral patterns,
continuous improvement opportunities, and
investment needs
How: Platform/Excel

32. Self-Assessments
An agile assessment is not an audit!
It’s an opportunity for teams to keep themselves
accountable to one another and have passionate
conversation about the state of the team and how
things can be improved
It s simply another retro exercise

33. Self-Assessments
A powerful tool when done right!
No-Value Add When
• Questionable Source
• One Size Fits All
• Non-Actionable Results
• Not-Aligned to Company Goals
• Results are Not Consolidated
• Used as An Audit
Value Add When
• Source is Known & Credible
• Tailored to Team’s Unique
Challenges and Objectives
• Results are Actionable
• Aligned to Company Goals
• Consolidated Results
• Used as a Learning and
Collaboration tool

34. Source is Known and Credible

35. Tailored to Team’s Unique Challenges and Objectives

36. Results are Actionable

37. Aligned to Company Goals

38. Consolidated Results

39. Data Gathering Technique to Drive Change
What: Retro-Rollups
When: After Sprint Cycle
Who: Scrum Masters
Why: To identify organizational challenges and
constraints
How: Excel

40. Team 1 Retro
Change:
1. XXXXXX
2. YYYYYY
3. ZZZZZZZ
4. NNNNN
Out of Our Control
1. AAAA (Env - 3)
2. BBBB (Staff - 1)
Organizational Constraint Board
1. AAAA (Env – 8)
2. BBBB (Staff - 4)
3. CCCC (Admin - 1)
Team 2 Retro
Change:
1. XXXXXX
2. YYYYYY
3. ZZZZZZZ
4. NNNNN
Out of Our Control
1. AAAA (Env - 2)
2. BBBB (Staff - 2)
Team 3 Retro
Change:
1. XXXXXX
2. YYYYYY
3. ZZZZZZZ
4. NNNNN
Out of Our Control
1. AAAAA (Env - 3)
2. CCCCC (Admin - 1)
Retro-Rollups
-

41. Team Impact Analysis
-

42. 6
3 3 3
1
11
9
15
17
10
13
12
9
6
7 7 7
5
3
2
3
4
5
3
1
2
3
SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 4 SPRINT 5
Retro Rollup Impacts
Staffing Unplanned Work Dependencies
Environments Admin Biz Collaboration

43. Data Gathering Technique to Drive Change
What: Happiness Index
When: Minimum Twice a Day
Who: Team
Why: Happy people create great work environments
where people thrive and productivity is high
How: App

44. Happiness Index

45. 0
5
10
15
20
25
30
35
40
45
50
MON TUE WED THU FRI MON TUE WED THU FRI
Vipers Sprint 5 Happiness Index

46. Sprint Planning
Monthly
Recognition Prod Issue Prod Resolved Team Lunch
Joe Resigns Sprinting Still on Track
Sprint Diary
0
5
10
15
20
25
30
35
40
MON TUE WED THU FRI
Vipers Sprint 5 Happiness Index

47. Data Gathering Technique to Drive Change
What: Metric Buffet
When: During and/or End of Sprint Cycle
Who: Business Agility Office
Why: Encourages the teams to keep themselves
accountable and measure what is important to them
How: ALM Tool

48. Questions

49. www.agileuprising.com
www.leanagileintelligence.com www.achievingagility.com
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