Topic-icon What is your experience bringing in a New Methodology?

8 months 4 days ago #164 by Anne Hunnex

This is an interesting topic. You are absolutely correct that implementing any new methodology is a culture change. It changes the way people work and the way they interact with each other. Often leaders don't understand the cultural impacts of new methods or new tools.

Implementing new methods not only affects the people where are using the methods. I sends ripples throughout the organization. Take implementing agile, yes it affects the IT employees but it also affects the business partners. They need to interact with IT in a new way. It also affects how projects are approved and financed which then touches top leadership.

Discussion on making changes to processes and tools need to include all those affected. No change go well unless everyone understands the impact and the value. People from all sectors need to buy-in and support the change for it to be successful. But you especially need management to be on board. Remember they are the ones that have a big influence on culture. They can make it happen or sink a new idea.

Change in organizations is a big deal and needs to be treated that way.

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8 months 5 days ago #162 by Nicholas Van

As is often the case when I am having conversations with my fellow professionals, we have long discussions about our passions. Recently a colleague brought up a scenario that I have gone through several times and sought the benefit of my experience. It's a common event.

A senior figure comes to you and asks you to implement Agile/SCRUM/SAFE/Lean/Dev Ops etc etc etc...

What are you going to do?

You are not implementing Agile. You are not implementing SCRUM. You are not implementing SAFE. You are not implementing LEAN. You are not implementing Dev Ops. Implementing new process does not improve value. By themselves these processes do nothing except waste time.

You are changing your organization culture to increase value.

Standardized process frameworks are powerful tools to change your organization. To succeed, your focus must be on changing the tool users. People's attitudes, skills and practices with the tool provide value. You will be developing people.

Every one of the process frameworks I named can be reduced to a small set of diagrams on a large poster and learned in less than a day. Changing the organization culture, all those people, takes years.

So how do you go about all this change?

Start with why. (There's a whole book by Simon Sinek about this. Read it)

Every step of your journey on this transformation must start with explaining and understanding why change is happening. You want to increase value. Exactly what is valued is determined by your organizations culture. Because organizations vary, you will see variances in how any process is implemented. You are bringing change to increase value, this often means you need to change the organizations values. This is hard. People take time to change, and they change slowly.

What do you think? Do you have an experience to share?

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