Project Example Transformation & Change Management
The Objective
Communication and change management for an agile transformation (SAFe) of an IT program and individual line departments improving and implementing systems as well as processes.
The Challenge
The challenge of the agile transformation lay in the fact that, in addition to the changed working methods of the development teams, the customers/ users were integrated directly and permanently into the further/ new development of, for example, systems. In addition, requirements were prioritized on a regular basis in order to be able to react quickly to new market developments and user needs. This posed a challenge in that transparency and communication became even more important. The agile transformation ultimately changed – in some departments more and in others less – the entire organization.
The
Approach
Change Story
Communication of a consistent story; visualization, wording, statements from relevant stakeholders, videos, emotionalization.
Stakeholder Analysis
Who is directly or indirectly affected by the transformation? Development of a stakeholder management plan based on input from personal interviews; clear understanding of all stakeholder groups, their needs and expectations.
Change Impact Analysis
Screening of available documents, in-depth interviews and workshops with experts.
Objective: create a common understanding of who is affected and in what way, and what measures need to be implemented to meet the defined needs.
The Measures
Selected measures for the involvement of directly affected stakeholders
Directly affected stakeholders are people who work in the development team and help shape the agile transformation or use the new way of working in their daily work.
Training & Coaching
The coaching and training offers were specifically tailored to the needs of the various stakeholder groups. The individual conception was an essential criterion for success in order to achieve the support of the various stakeholders.
Barcamp
A barcamp is an open, conference-like event format. However, it is accessible without invitation and the structure is looser than traditional conferences. The content and the agenda are proposed by the participants at the beginning. Selected topics will then be discussed. Barcamps helped us identify problems and provided a platform for knowledge transfer.
Communities of Practice
This is a community of employees who face similar challenges and want to learn from each other. This tool has been useful in encouraging creative and unconventional approaches and helping new staff to settle in.
The Success Factors
Building expertise for as many stakeholders as possible about the agile way of working and the continuous development of the agile mindset (cultural change) is essential.
It is not enough to support only those employees who implement and live new ways of working in their daily routine. The agile transformation should look at the entire organization and consider the implications for all employees, including managers.
Key elements of success are an intensive dialogue with employees and the regular collection of feedback to identify knowledge gaps and further needs for support.
The Integration of the new way of working into the daily routine is only the first step. Another important aspect is the change from "Doing Agile" to "Being Agile". The agile way of working must be sustainably anchored. It can be continuously improved, for example, by means of KPIs that are determined in regular surveys.
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