- is like exercise - if you are two or more it's harder to skip a work-out because of peer pressure.
- How are you going to make this fun?
- What are the daily routines that implement the change in the organization?
- How will you know that the change is implemented? Define your end-state, so you know.
4. Establish A Success Story
Implementing small changes in the process, methods, or techniques used in a project is not very difficult. People working on the project usually recognize the positive aspects of the change and happily accommodate it. The people around the project that usually scream foul when theydiscover what you are doing. Examples include the QA department forcing you to do a document review of a design that you know will change and evolve and the test department demanding that you should give them specifications of requirements that nobody knows. So your main goal is to shield the project from these people, let's call them the quot;enemy,quot; so that they can't hinder the implementation of the changes. This shielding activity may include writing documentation that the project doesn't need and/or running interference in meetings with management/QA.
During these activities you need to remember the following:
- Conserve your energy and pick your battles; if necessary retreat and regroup.
- Everything you implement must become an integral part of your reporting and daily activities.
- Implement the change in the project where the majority of the raiding party work, or in a part of that project.
When the change is running smoothly, declare it a success. We all know that it could have been implemented better and may still be improved, but when you and your raiding party agree that it's working and that it has improved the project, you are home free. When this is done it time to spread the good news - go to war.
5. Go to War!
This war is going to be fought by the water coolers, in the elevator, by the lunch tables, and at the office parties. You and your raiding party are going to write and practice quot;elevator speechesquot; until you become blue. You are going to spread the word to everyone who wants to hear - and everyone else. You will give your quot;elevator speechesquot; to the CEO and the CTO when you meet them by the coffee machine and the message is that you will make them look good by improving the bottom line for the company. They are to remember three things: improved bottom line, the name of the technique, and your name.
One important thing to remember is that you don't have to win every battle to win the war. Sometimes the best strategy is to retreat and fight another day.If the effort to implement the change is much higher than your estimate, the best course of action may be to abandon the attempt and pick something else from the backlog. You should use it as a learning experience and re-estimate the effort column in the Change Backlog based on this experience.
When is the war over? The answer to this question depends on your organization; we can't help you. We can only caution you not to stop too early - the quot;enemyquot; may use the same tactics as you and retreat to fight another day.
When you have reached your predefined end-state you should gather your raiding party and everyone else and celebrate your achievement. There are a couple of things you should use this opportunity to do:
- Make heroes of your raiding party. This will make it easier to