Monthly Archives: April 2013

Lean Change Canvas combined with Impact Mapping

“Agile Transformation” is something that you might have heard about or even experienced in your own work environment.
Most often this is a quite lengthy process that takes years. And change agents like Agile Coaches or Agile Consultants at the beginning often have the same problem.
Find out what needs to be done and visualize it in a way that the management – which is more than often knowing little or nothing about agile – understands it.

Lean Change Canvas

The lean change canvas helps you visualising the “pains”. It’s structure leads you quite naturally to a result that even non-agile people can understand.
It is devided in 9 separate areas. Those can deviate in their nomenclature depending on the context but they share the underlying meaning.
  1. Urgency/Drivers
  2. Change Recipients
  3. Vision
  4. Target State/Foundation
  5. Actions/Tactics
  6. Required Investments
  7. Benefits/Wins
  8. Success Criteria/Measurable Outcomes
  9. Communication
Steps for change gives you a quite comprehensive explanation of all these points.
The Picture is an example fromt his blogpost: Lean startup for change is dead.
If you capture your Agile Transformation with a lean change canvas the targets that you will find might be very high level. So high level that you will not be able to act on it right away.
This is where the next step can help you.

Impact Mapping

With the Lean Change Canvas you have identified high level goals.
Let’s use a simple example: “Introduce TDD to development”.
With the impact mapping technique you could now start to clarify what exactly that means for your organisation.
The basic technique is:
  1. Why
    • This needs to be a SMART goal, so that you can track it. If this is too vague you will hit a wall sooner or later when you try to define the “hows” and “whats”, so better take your time to break the abstract goal down into something achievable.
  2. Who
    • This is the person/group that can help you or block your endeavour. It is a person/group that is impacted by what you want to do 
  3. How
    • Here you list what the individual(s) listed under “who” can do to help you. How they should change to produce the desired outcome. Or for example what they should not do
  4. What
    • This is the things that you as a team that is creating the impact map can do to support the impacts that you want to achieve
So let’s use the example “introduce TDD to development”.
First of all we need to have a SMART goal, so elaborate that a bit further.
➝ “Deliver basic TDD training to all development teams until end of next Quarter”.

This is just a quick example that I created. It is by far not complete but maybe gives you a few ideas to get started on your own.

The combination

Combining The lean Change Canvas and Impact Mapping helps you in several ways:

  • Quickly get an overview over the giant task at hand
  • Identify the most important changes that you want to start with
  • Get the big picture about the involved individuals/groups
  • Get a tangible picture on the wall – you can use post-its to create that
  • Rough view for management and High resolution view for all others who are impacted
Did anyone of you combine these two?
What are your experiences? I’m curious to see your comments.