ExperimentsThink of changes as small, time-bound experiments
Once you’ve chosen your Options, they become Experiments. People often ask if you need to call every action you do as a change agent an Option or Experiment.
It’s up to you, I tend to use my best judgement. If I feel there’s too much overhead in writing down and tracking every activity, I won’t do it. I will also refer to some Experiments as a hack if I need to take action in order to figure out what my Options are in the first place.
Experiments have 3 main components:
Hypothesis: When you think a change is a good idea, you have a hypothesis and not much more. It’s based on your own bias. Make that bias explicit!
Measurements: How you’ll measure the outcome of the Experiment. For example, the Lean Coffee Experiment I mention in the book had simple measurements: number of people attending over time, which departments they were from, and what type of questions they were asking.
Big Picture: Your Experiment should fit into the big picture of your change. You can track this on your Change Wall.
Stories and Examples
This is the story of the journey to integrate change management into a continuous delivery model, from the perspective of 4 people and their respective roles as Change Managers (Portfolio and Project Level), Scrum Master and Agile Coach.
When faced with a desire to produce a big plan when introducing change, you have a choice. Here’s how I dealt with this choice.
Find out how HolidayCheck started their journey with Lean Change Management. It can be much more simple than you might think!