SCRUM in Organization Change Management

SCRUM works well in development and production environments. Many of my posts have attested to my experiences in implementing SCRUM - self-styled way. SCRUM gives a good framework to apply JIT, Kanban and increase throughput in a peak performance production and delivery oriented environment. There is scope for SCRUM implementation in this arena because you get measurable parameters of velocity and a logical completion measure in releasing a shippable product.

Recently, I was thinking of the notion of shippable product at end of sprint. My experiment is to work and check if I can implement SCRUM practices to ship products and then extend to get shippable product. Any change management requires working on lots of undercurrents than explicit stories and features. There cannot be a defined scope for resolving interpersonal conflicts , improvements in trust and getting together as a cohesive learning unit.

While I was considering the scenario, I could realize that SCRUM can be used in same way to

1. Implement multiple tracks of initiatives at same time,
2. Calibrate velocity of individual initiative tracks as per situation (most important value of Agile which is being responsive)
3. Continue few assignments across multiple sprints,
4. Assign and design initiatives to be completed in short term sprints, medium term multiple sprints and
5. Even conduct a long extended single sprint which is the most important and overarching initiatives that needs investment and constant attention to sustain.

Ideation of the change management actions and areas could be a free-wheeling mind map, capturing random thoughts, focused discussions, personal experiences and understanding under currents, loyalties and preferences. SCRUM provides a good support structure to create

1. A backlog of these ideas,
2. Prioritize them in Sprints,
3. Track their movements and velocity as Kanban,
4. Trace and control efforts in burn up and burn down charts,
5. Measure success through EVM.

 

Shall keep posting more as I progress along the journey.

Loyalty is

A structure: A common ground where self interests are aligned with group interests.

Self Interest example: I need to have a work life balance.

Group Interest example: Helping my mate who has to give me the working output and sharing status helps groups become loyal to each other.

A System:

A series of dependencies which flow both sides (never a one side giver or receiver) and inter-operational hand-offs that helps people not distinguish “me vs they” but accept “me” while thinking about “us and we”

Based on cycle of relationships: It is not just work. It is not just about spending time in office or home or with a constant group for a period of time. It is about sticking yourself up predictably every time all the time in the same zeal, vigor and support for the same group. Relationships transcend time and place and beyond this place is where loyalties are born. Any time and in any place cherishing a presence and feeling a relationship is what makes a group feel so special.

Built on core values and shared principles: What you are at heart and/or desire to be is the core value. Wanting to be fun/sport/debate loving, truth seeking, always seeking/helping out or experimenting or being constantly challenged are the core that becomes the reason to thrive and live the together moments happily.

Feeling these moments are enabled with shared principles. How each of the partners behave, live and shape the core and how it gets adapted to the personalities in relationships allow degrees of loyalties to be developed across individuals.

This possibly will be my last post in my current profile. Am thankful for the mates for the wonderful loyalty and camaraderie shared with each other and wish they last forever.