Convincing Organizational Management
Much of how to do this depends on your leaders themselves and what they focus on. Convincing them can be easier when there is organizational pressure to speed up the development of learning experiences.
For buyers, even with smaller procurement budgets, you still have to assure stakeholders you will get them what they need. With Lean-Agile contract provisions, you can assure them their highest priority Learning Objectives will be satisfied during the project by using prioritization.
Use the time savings examples reported from software groups that have successfully applied Lean-Agile if you don’t have your own metrics to help persuade your organization to explore Lean-Agile. This could be groups inside your company, or groups external to your organization. We have seen significant savings using Lean-Agile.
Seek a quick initial win with a stacked development team of highly skilled people to help your leadership see that you can achieve success quickly. Share the successes. Add learned risk mitigation to your next project/program.
Don’t pick people for the first attempt that have a history of aiming critiques like Eeyore from the side lines. Pick those for the first effort that adapt well to change and can be enthusiastic about applying new ideas.
Asking Development Team Members to Change to Lean-Agile
Because we’re talking about humans, it is easiest to hire new development teams and set their expectations for using Lean-Agile. However, you can also convert existing employees into using Lean-Agile, who are used to other ways. We’ve done both successfully.
When you need to ask existing teams to make the change, it is a change management process. Pick the change management process you like if your organization does not have a favored one. Follow it. Message often. It takes time. Some people will adapt quickly. Others may take more time to adapt. Coach development teams during daily synchronization meetings. Coach buyer stakeholders during iteration demos.