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Chapter overview
Chapter A : Install
1 Introduction to Agile
Overview on Agile methodology, where Agile
teams can be deployed, available Agile
Frameworks and common pitfalls.
2 Scrum Roles
Get to know who should be in Scrum Team,
roles and success behaviour
3 Events, Artefact and Tools
Understand Scrum framework and tools available
to enable Agile teams
4 Enablers Role
(e.g. Finance, HR, Procurement)
Enable initial set-up of teams (e.g., staffing,
funding, etc.)
Key outcomes
• Understanding of Agile (what, why, when and Scrum)
• Cleared on scrum roles and traits to succeed
• Right scrum process is practiced in Agile team
• Recommended tools to be applied in Scrum cycle
process
• Support functions enabled for teams to run Agile
successfully
• Informed on outlined training plans
D Communications & Change Management
Ensure successful implementation of Agile scale up by managing sponsorship spine, communicating to the population and generating excitement
CHAPTER INDEX
Chapter B : Kick-off Chapter C : Scale
1 Launch team 1 Scale Up Agile
Determine Agile team readiness to launch and Launch next waves of Agile teams through
kick off new Agile team via Six Key Steps of scaling architecture
Implementing Agile including workflow on how
impediments are raised beyond an Agile team 2 Introduction to Scrum@Scale
Get to know how Scaling Agile frameworks works.
Continue next wave of trainings, including trainings
on scaling Agile
2 Manage Team
Agile Team health-check assessment, elements Events, Artefact and Tools
3
to measure Agile Team success and introduction
Set-up program events and Artefacts and
of Agile Coach to guide Agile Team
measure key performance indicators
Enablers Role
4
(e.g. Finance, HR, Procurement )
Adapt support functions processes to become
consistent with Agile team needs
Key outcomes Key outcomes
• Agile team ready to launch and run the sprints • Scrum@Scale rolled out within initiatives providing a
• Team able to self-assess the way of working & team structured way to coordinate and manage multiple
well being teams with interdependencies.
• Impediments identified and plans prepared • Teams can scale up and down as needed
to unblock
• Agile Team independently run the team health-check
assessment
• Successful of Agile Team are measured
• Agile coach is developed
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D. Change Management and Communications

D1. Create and mobilize sponsor spine

D1.1 Define role and success criteria of sponsors

D1.2 Mobilise change network

D2. Create change management and communications plan

D2.1 Understand the change curve

D2.2 Development of an integrated Communication Plan

D2.3 Setting the objective, audience and the key outcomes

D2.4 Determine key messages and content in change story

D2.5 Determine appropriate communication and engagement platforms

D2.6 Deploy health check and intervene

D2.7 Assess team working relationships and deploy right intervention

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Section D1: Create and mobilize sponsor spine

Section Coverage:
Potential Users :
• Roles of sponsors and change agents to ensure successful Agile Scale-scale
• Example comms plans and guidance to manage take up of Agile
a) BU
Transformation
Key questions covered in this section
Office
• How do I identify, create, and mobilize the sponsorship spine towards my BU’s Agile journey?
b) Change
• What are the elements to consider in communications and change management as my BU Managers
transitions towards Agile?
c) Change Agents
• How do I create excitement and buzz around the successes of my BU’s Agile journey?
d) Communication
• How do I prevent the fear of trying something new (Agile) within my BU? practitioners

• How do I ensure that my teams feel supported and seen throughout their transition towards e) HR
Agile? practitioners

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D1.1: The sponsorship spine is the most powerful lever to accelerate change

Sponsor
Key principles to remember
Provide communication, coaching and
ensure change is followed through
to when building your
sponsorship spine

• Identify sponsors “bottom-up” to

Change agent ensure right target populations are
Facilitate execution on behalf of
the appointing sponsor served by the sponsor

• Sponsorship is not an appointment

– foster buy-in and commitment

• Cascade sponsorship top-down for

consistent messaging

• Effective sponsorship can be

Performer learned, provide guidance and
Execute actions and behaviors in continue to refine, test-and-learn
a change program

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D1.1: Successful sponsors do five things right

Allocate Accelerate
Own strategy and Role model. Live resources and set adoption and
focus the the PCB and our teams up for remove Build trust and
organisation. Shared Values success. impediments. Empower teams

• First convince your • Embed and • Invest sustained • Build an • Provide protections
organisation that the reinforce PCB and attention, personal uninterrupted and permissions to
status quo is our Shared Values credibility and commitment remove fear
unacceptable and as part of Doing political capital ‘spine’
• Empower people to
set bold, achievable Agile Right
• Assign the best • Listen and make proposals and
ambitions
• Demand peers and people with encourage open release energy
• Engage your team teams to sufficient time to honest two-way
• Apply a transparent
to co-create a demonstrate PCB serve in key roles communication
decisions process
compelling vision and our Shared
• Free capacity – say • Reward early and
and define clear Values when we do • Over-index on
no to ‘good ideas’ frequent risk
focus area business. positive
that distract from identification and
reinforcement to
• Adopt a common realizing the vision mitigation
encourage desired
consistent
behaviors
transformation
process to de-risk
the journey
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D1.1: As the Sponsor for the Agile Scale Up, Sponsors Must Declare your Change
Vision

When designing your change vision, the change vision should include the following:
• A compelling vision of your future state

Change & Comm

• Principles and values that will guide your response. [Agile Sponsors should familiarize self with Agile Values and
Practices to better understand the experience of teams prior to sponsoring Agile Teams]
• Specific actions you’ll take to guide the team towards the vision

Moving quickly will mean that not everyone will be able to weigh in, and your change vision won’t be perfect. But it will
make clear where you stand and put an end to any speculation. Companies without a clear vision will spend too
much time fielding stakeholder inquiries instead of tending to the necessary changes.

“An Agile Approach to Change Management,” Harvard Business Review, Jan 2021

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D1.2: Developing an effective change agent network is invaluable in supporting
sponsors

What do effective change agents do? How can change agents support
the sponsor?

Processes Serve as trusted advisors to Sponsors

• Work within constraints • Enable Sponsors to make informed decisions
• Understand psychology of change • Provide early warning of risks, identifying implications and
recommending mitigating actions
• Value both technical/human aspects
• Present unbiased view and provide clear recommendation, but
Communication support sponsor publicly regardless of the decision
• Respect diverse perspectives
Enabler risk monitoring
• Communicate effectively
• Form and lead Regional Change Team
• Facilitate commitment by developing productive working
relationships • Lead Health Check process
• Deal with opposition to change
Provide field support/ risk mitigation
Outcomes • Give feedback based on real information from performers
• Convert data to usable approaches • Participate in Change Agent Network
• Achieve results ethically and sensitively • Set up/ monitor change management plan for high-risk
populations (if required)
• Choose goals of the change over personal agendas
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D1.2: When you have a network of change agents, it’s important to manage the
network to sustain motivation and improve capability

Identify and appoint Change

• Clearly communicate the Roles and Responsibility to the appointed Change Network
Network, both Sponsors and
Agents • Maintain database of appointed Change Network

Assess and identify training • Identify training needs for Culture Change Champions and Culture Change Agents
needs of Change Network • Monitor their training required competency levels

Establish regular engagement • Conduct regular engagement for Change Network to provide update on the progress of
and conversation platform change and promote sharing of best practices and lessons learnt

• Conduct periodic assessment of Change Network’s effectiveness in enabling the change and
Assess effectiveness of
design necessary intervention
Change Network
• Recognise and celebrate achievements in public platforms

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Section D2: Create change management and communication
plan
Section Coverage:
• Provide greater understanding of psychology of change
Potential Users :
• Examples of promotional plans and key messages used to convey Agile efforts and change
management
a) BU
Key questions covered in this section Transformation
Office
• Understanding how will change happen and what are the efforts required?
b) Change
• Understanding what are the component of a communication plan? Managers
• Understanding the key objectives and the end in mind? c) Change Agents
• How can Message Maps be used to focalize communications? d) Communication
practitioners
• What channels and materials can I use to raise awareness of Agile efforts?
e) HR practitioners
• How can I ensure the best communication channel is chosen based on the messages’ sensitivity?
• How to conduct Health Check and design the right intervention?
• How to assess Agile team working relationships and how do I react?

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D2.1: Change is a journey with different tactics / support at different junctures

Install Kick-off Scale

• Assess team readiness for the change
• Define and share case for change
Change Management
• Assess team readiness to kick off
• Assess team readiness to scale
• Establish clear expected result and define what is
• Support and build sponsorship spine (for multi

• Build leadership and sponsorship spine to required to achieve the goals

support the change
• Building Agile change agents and communities
business)
• Strengthen sponsorship and change agent's spine
• Expand change agent spine to support scale up
• Develop leadership toolkit
plans including at regions
• Conduct health checks and evaluate existing gaps
• Continue health checks and gaps evaluation
and determine gap closure plans e.g. ADKAR
• Monitor key milestones and results areas
survey

• Rally and create awareness and excitement • Demonstrate the benefits of implementing Agile by • Share Agile team success stories and impact of
on Agile showcasing success stories implementing Agile
Communications

• Share Agile benefits, values and principles • Communicate on health checks • Leadership engagements via townhall, video
• Promote Agile capability programs • Targeted engagements with affected teams messaging to a wider audience
• Continued sponsorship messaging • Continue to communicate the change and key
• Ramp up on communication milestones

Note:
1. Above are sample of tactics and is non-exhaustive. Change management and communications activations shall be determine based on respective functions change readiness and maturity levels
2. Tactics from the previous phases can be continued and intensity should be increased
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D2.2: Communications play an important role in creating awareness and
understanding in the change journey
Communication Plan Component

Delivery Timeline/ Monitor &

Communication Audience Message Type
Method Frequency Measure
Objective Who? What?
How/Where? When? Is it effective?

• Clear end in mind • • Determine • Monitor and

Identify target • Determine • Determine
of the overall appropriate delivery measure
audience messaging type frequency of
intent, change and method and who to effectiveness of
(vary by audience) communications
deliver the message campaign
business • Determine key
objectives • Measure team
outcome the Think, • Messaging should
Recognize e.g. • Identify and setup effectiveness
feel, do for each drive towards the
improving platforms (where
audience group Communications
awareness on necessary)
objective
Agile, supporting including
Agile scale-up engagements
• BUs/OPUs should
plans align to the group
• Leverage on
messaging
existing platforms/
co-create with
Group

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D2.3: The Communications objective will determine the key
audience and desired outcomes GROUP EXAMPLE

>
•

© 2022 Petroliam Nasional Berhad (PETRONAS) |

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D2.4: The right messaging is important to affect change and achieve
the desired outcome
GROUP EXAMPLE

•
•

•
•
•

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 D2.5: Content must be strategically curated to create excitement and
interest in Agile GROUP EXAMPLE

Available Content at Group BUs/OPUs role

• Agile key messages and narratives • Embed key messages in leadership messaging and key
Content

engagements
• Bite sized graphic and short videos to spread excitement
about Agile • Share success stories and Agile practices in respective
BUs
• Agile success stories, testimonials from teams,
practitioners • Amplify and intensify group content to BUs platforms

>
• Developed materials and presentations to teach • Application and adaptation of materials and
Collateral

Agile principles presentations to BUs/OPUs context

– Introduction to Agile
– How to Launch an Agile team
– FAQs
• Materials were consistently updated based on
feedback and learnings

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D2.6: Leverage on existing platforms and further amplification should
happen at every level
Available Platform at Group
• Dedicated BeAgile@petronas.com email address
Email
to announce Agile initiatives to all employees
Internal platforms
• Be Agile intranet site (myPETRONAS) to serve as
resource for employees to learn about Agile
• Agile sharepoint contains introductory Agile
information as well as resources for Agile teams
• Innovation and Agile Community on
myLearningX/MS Teams (TBC)
Engagement
efforts
• Leverage on existing engagement platforms and
embed Agile messaging e.g. townhall, COPs, key
engagements
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GROUP EXAMPLE
BUs/OPUs role
• Leverage on BeAgile@petronas.com to amplify Agile
stories to groupwide
• Utilise BU/OPU internal email for targeted communication
(create new email only if necessary)
• Provide content to be featured on Be Agile intranet site
• Amplify content at respective internal BU/OPU platform
>
• Promote innovation and Agile community and leverage
on platform
• Identify key platforms to embed Agile messaging
• Identify thought leadership opportunities and feature
Agile practitioners on best practices and lesson learnt
• Co-create engagement platform and content with group
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D2.6: Communication channels must be selected based on the message’s
sensitivity and the desired level of commitment from the audience
I L L U S T R AT I V E EXAMPLE
Greater

Used to spread messages to a focalized audience in an Used to spread messages to a focalized audience in a more
immediate and impersonal way personal but less immediate manner
• Memos, manuals, guides • Townhalls (Q&A sessions with leaders)
• Emails
• Personnel meetings
• Newsletters
• 1:1 Meetings
Message sensitivity

• Surveys

Used to spread low sensitivity messages to massive Used to spread low sensitivity messages to a massive
audiences in an impersonal way audience in a less immediate manner

• Videos (on intra-net or bank screens) • Expos (roadshows)

• Posters
• Brochures / Internal magazines
• Employee Portal
Smaller

Smaller Generate awareness (inform) Promote understanding and acceptance Greater

Target level of commitment
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D2.6: A successful communications plan must be aligned to the bigger
picture, integrated and consider all related interdependencies
I L L U S T R AT I V E EXAMPLE

• Engage with Group to understand

upcoming
communications/engagements
• Develop communications plan aligning
to Group’s initiative and existing
initiatives
• Determine the appropriate timelines for
communication/engagement
• Determine level of involvement in
developing content – who owns the
content?
• Monitor and track execution

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D2.7: ADKAR survey provides an indication on the progress made and
progress needed
Strongly Strongly
Disagree Agree
Category Questions 1 2 3 4 N/A
AWARENESS I understand how energy transition and changing consumer demands requires to adopt
Innovation and Agile Way of Working
The team has a clear vision that prioritises that customers value most and adapts when needed
DESIRE Innovation and Agile Way of Working improves our ability to respond to what customer values
most
Working in Agile improves our financial results (reduces costs and/or increases revenues)
Innovation and Agile Way of Working improves the team’s morale and motivation
KNOWLEDE I have the necessary knowledge to deliver Innovation and Agile Way of Working
ABILITY I am able to deliver working prototypes in each sprint that are ready for customer feedback
I have the necessary resource to deliver Innovation and Agile Way of Working
REINFORCEMENT Leadership actively sponsors Innovation and Agile Way of Working
My team believes in Innovation and Agile Way of Working
I feel trusted, empowered and valued.
I am likely to recommend Innovation and Agile Way of Working to another employee

Note: Other communication measures include campaign effectiveness metrics such as # engagements, NPS, sentiment etc.

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D2.7: Post Health Check, we generate useful generation and formulate
intervention to improve acceptance and adoption to change
Assess organisation change • Analyse performance of key agile metrics as per the guide here
readiness and acceptance for
• Conduct Health Check prior and regularly during Agile Scale Up
Agile Scale Up

• When conducting interviews, ask open ended questions to identify the behaviours and
Conduct necessary interviews current beliefs around the way Agile is being practiced. Use techniques such as 5 Why to
/ Focus Group to give deep dive
meaning to the data gathered
• Be conscious of personal biases for e.g. confirmation bias – seeking information that
earlier
validates your viewpoint, bandwagon bias – tendency to conform to the group-think

Develop insights on what has • When forming hypothesis, identify the experiences that needs to be addressed. Experiences
led to the desired or can be leadership, effectiveness of structure / process, stakeholder alignment, planning and
undesired behaviour / belief execution discipline, capability / skill, team engagement

• Identify the new experience necessary to shift the undesired behaviour / belief
• The new experiences should focus on:
– Fostering conviction and understanding on why the new experience is necessary
Develop intervention
– Formal [structure, process, system] and informal [feedback, recognition] to reinforce the experience
– Capability and skills to implement the new experience
– Leadership role-modeling to set the tone from the top
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D2.7: Teams will go through multiple phases of team development before
arriving at a performing team phase through multiple phase
FORMING STORMING NORMING PERFORMING ADJOURNING
• Anxious and • Competitive and • Trusting and • Independent • Sad or insecure
Feeling
excited tense respectful
• Learn own roles • Struggle to • Start to work • Perform at a • Move in different
Behaviour and duties establish self in more effectively high level direction as
Noticeable Towards Self team project ends
Feeling and
Behaviours • Get to know • Disagree with • Respect each • Make decisions • Move in different
each other other team other’s opinion and solve direction as
Behaviour member problems quickly project ends
Towards Team • Try to • Agree on team and effectively
understand role • Forming cliques rules and help
each other
• Set clear • Team coaching • Evaluate • Measure and • Recognise
structure, goals, to address process and celebrate change
directions and conflicts and productivity
roles normalize • Empower • Opportunity for
matters, • Recognise summative team
• Take the lead progress • Encourage evaluations
Role of Team Leader, group decision
supported by Coach • Encourage
• Quick response leadership • Provide learning and problem • Opportunity for
time opportunities solving acknowledgeme
and feedback nts
• Provide learning
opportunities
across teams
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