Alyona Lubchak: Вижити у трансформації: чому впровадження процесів зазнає поразки і що з цим робити (UA)
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Alyona Lubchak: Вижити у трансформації: чому впровадження процесів зазнає поразки і що з цим робити (UA) Kyiv Project Management Day 2025 Spring Website - https://pmday.org/ YouTube - https://www.youtube.com/@StartupLviv FB - https://www.facebook.com/pmdayconference
Alyona Lubchak: Вижити у трансформації: чому впровадження процесів зазнає поразки і що з цим робити (UA)
- 1. Вижити у трансформації: чому впровадження процесів зазнає поразки і що з цим робити
- 2. ● Consultant on Agile Transformation and SAFe injection ● Working in software development since 2005, working as a manager since 2006 in outsourcing, outstaffing and product companies ● Launched software development office of Swiss outsource company in Kyiv. ● Organizer of ITKaiZenClub meetings, speaker on multiple software development and project management conferences. Delivery Manager with more than 15 years of experience improve yourself CONTINUOUSLY About the consultant CEO & SAFe Program Consultant @E5 Helen Lubchak see detailed info on LinkedIn
- 3. E5.UA
- 5. Reason #1 Resistance to Change
- 6. Reason #2 Lack of Leadership Support
- 7. Case Study SAFe injection with formal C- level support and real commitment from RTE
- 8. Reason #3 Inadequate Training and Education
- 9. Reason # 4 Misalignment with Organizational Goals
- 10. Reason # 5 Overemphasis on Processes
- 11. Reason # 6 Poor Communication and Collaboration
- 12. Reason # 7 Luck of transparency in Agile transformation progress
- 13. Reason # 8 Inflexible Organizational Structure
- 14. Reason # 9 Failure to Address Organizational Dysfunctions
- 15. Reason # 10 Unrealistic Expectations of Results or Time
- 16. Reason # 11 Inconsistent Implementation: each team has its own Agile
- 17. Any transformation is a journey. Agile transformation as well
- 18. Agile transformation: tips and tricks
- 19. Why we’re doing it? Set the goals
- 20. How we’re doing it? Get the feedback
- 21. Leading Change 1. Establish a sense of urgency 2. Create the guiding coalition 3. Develop the vision and strategy for change 4. Communicate the change vision 5. Empower employees for broad-based action 6. Generate short-term wins 7. Consolidate gains and produce more change 8. Anchor new approaches in the culture
- 23. Change Impact Analysis: ADKAR, Prosci 1. Awareness • People must understand the need for change. • This includes knowledge of the drivers behind the change (e.g., market shifts, technology, strategy). 2. Desire • Awareness isn’t enough — individuals must have the motivation to participate and support the change. • Influenced by personal values, organizational culture, and leadership engagement. 3. Knowledge • Refers to training and education on how to change. • Includes understanding new processes, tools, and roles.
- 24. Change Impact Analysis: ADKAR, Prosci 4. Ability • Even with knowledge, individuals must develop the capability to implement new behaviors. • May require coaching, practice, support, or overcoming barriers. 5. Reinforcement • To make change stick, it must be reinforced through recognition, rewards, feedback, and measurement. • This step ensures change becomes the new norm.
- 27. Books
- 28. Questions? [email protected] +38 (096) 798 77 88 www.e5.consulting E5ConsultingAndTraining E5 EFive Training
Editor's Notes
- #2: Helen
- #5: Helen Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #6: Helen Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #7: Helen Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #8: Roman Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #9: Helen Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #10: Roman Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #11: Helen Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #13: Helen Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #14: Helen Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #15: Helen Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #16: Helen Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #17: Helen Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #18: Helen Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #19: Helen Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #20: Helen Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #22: Helen Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.
- #23: Roman Trainer Guidance: By adopting SAFe—and applying its well-described set of values, principles, and practices—the enterprise can address these questions and realize greater business and individual benefits. Now in its sixth major revision, SAFe 5.0 is enabling business agility and improving business outcomes for organizations of all sizes across the world. SAFe has produced dramatic improvements in time to market, employee engagement, higher quality, higher customer satisfaction, and overall improved economic outcomes. It also helps create cultures that are more productive, rewarding, and fun. The figure on this slide highlights these benefits.
- #24: Roman Trainer Guidance: By adopting SAFe—and applying its well-described set of values, principles, and practices—the enterprise can address these questions and realize greater business and individual benefits. Now in its sixth major revision, SAFe 5.0 is enabling business agility and improving business outcomes for organizations of all sizes across the world. SAFe has produced dramatic improvements in time to market, employee engagement, higher quality, higher customer satisfaction, and overall improved economic outcomes. It also helps create cultures that are more productive, rewarding, and fun. The figure on this slide highlights these benefits.
- #25: Roman Trainer Guidance: By adopting SAFe—and applying its well-described set of values, principles, and practices—the enterprise can address these questions and realize greater business and individual benefits. Now in its sixth major revision, SAFe 5.0 is enabling business agility and improving business outcomes for organizations of all sizes across the world. SAFe has produced dramatic improvements in time to market, employee engagement, higher quality, higher customer satisfaction, and overall improved economic outcomes. It also helps create cultures that are more productive, rewarding, and fun. The figure on this slide highlights these benefits.
- #26: Helen Our mission is to help s/w dependent enterprises achieve better outcomes, increased employee engagement, and improved economics through Lean-Agile principles and practices based on the Scaled Agile Framework.