Guide to execute and lead the change

By principle 5 the delta-T Cockpit guides to drive short operational sprints 

For this principle the delta-t cockpit guides by three groups of rules: 

First, make your plan fit for execution

1.Freeze the operational plan when confirmed

The operational plan is completed, when every obligation has been confirmed by their owners. In that confirmed version, the operational plan remains to the end of the sprint, and can only be modified in special cases, by approval of the responsible unit manager.

2.Set due dates of obligations for sprints

When designing the operational plan, set due dates for all obligations within the sprint time frame.

This rule is recommended, not hard coded.

Second, keep your community updated

3.Share goal achievement and explanations

By unit managers keeping the entire community permanently updated on progress to the goal, both in values achieved and explanations.

4.Share progress in initiatives

By obligation owners keeping the entire community permanently updated on progress in initiatives and their obligations.

Third, deliver as committed

5.Deliver obligations on time

On delivery of their obligations, owners are obliged to confirm conclusion of their obligation

To follow business agility principle Nr.6,

after each operational sprint the delta-T Cockpit guides the unit community  to respond to change in operational plans by critically reviewing its plan, item by item.

The delta-t Cockpit requires to follow these rules in hard coded steps:

Review the entire operational sprint plan

List each item of the sprint plan, for review, hard coded. 

For each plan item 

Decide what to change: Perform robust causality analysis and log the constraint faced, hard coded.

Decide what to change to: Define state of the ecosystem when constraint is resolved = Respond to change. Recommended decisions like:

  a. Continue item in next sprint? 

  b. Delete item? Done or no more value 

  c. Modify item?

  d. New item?

Assign obligation to change: Nominate owner of related change project. Assignment will appear in the owner´s obligation workbench

Principle 7: Lead the change to agile business management

Such culture change does not happen by email – instead it requires firmly focused personal leadership by top management.

The delta-T Cockpit supports such leadership in three ways

Leading by example

Sharing progress to top level goal at least monthly

Designing top level plans as leading examples for all units

Driving sprints at top level
Delivering top level obligations

Maintaining focus

At every meeting review progress to the top level goal and in the top level operational plan. The delta-T cockpit offers a “quick review” – on line or as PDF.

Coaching the community

Track capability for agile business management by unit. The delta-T cockpit shows where and by what that development is constrained – so you can take the appropriate action.