Agile Resonance Coaching -Scrum Gathering 2013

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Are you coaching Agile, or, are you doing something else? Take a long coaching stance in this approach that blends a true coaching approach with Agile values. Learn the benefits of how Agile Resonance Coaching can help you coach to help you coach to fulfill your client's Authentic Agility.

Transcript of Agile Resonance Coaching -Scrum Gathering 2013

  • 1.True Agile Coaching Ante Up Coaching for Big Rewards

2. What are the activities of an Agile Coach? Write activities on sticky notes and place on ip chart 3. John%Miller% CSP,CSM,&CSPO,&PMP,&ITIL,&HDI&SCD& 15#years#project#management# experience# Agile#Coach# Your#Agile#Guide#on#the#Side!# 4. The beginning of wisdom is a definition of terms -Socrates 5. What is Coaching? Partnering)with)clients)in)a)thought1provoking) and)crea6ve)process)that)inspires)them)to) maximize)their)personal)and)professional) poten6al) Coaches)honor)the)client)as)the)expert) in)his)or)her)life)and)work)and)believe) every)client)is)crea6ve,)resourceful)and) whole.)Standing)on)this)founda6on,) the)coach's)responsibility)is)to:) Discover,)clarify,) and)align)with) what)the)client) wants)to)achieve) Encourage)client) self1discovery) Elicit)client1 generated) solu6ons)and) strategies) Hold)the)client) responsible)and) accountable) 6. Whos The ? 7. My life and work situations Helping you nd next actions and reap the learning from your action 8. Rather than xing or changing anything, reveal the system to itself -Lyssa Adkins - Coaching AgileTeamsWorkshop 9. It might be valuable, but it aint coaching if... 10. Associate Certied Coach Minimum Skill Requirements 11. focuses on primarily telling the client what to do or how to do it You will be doing a burndown chart this Sprint. Watch me. 12. coach demonstrates significant interest in the coachs view of the situation than the clients view of the situation Here is what I think about that.... 13. coach appears to be listening for the place where the coach can demonstrate their knowledge about the topic Wait for it.... 14. if the majority of questions contain already pre- determined answers by the coach Wouldnt planning poker be a better way? 15. changes the agenda without input from the client, or appears attached to a particular outcome or solution Interesting, but what is really important is increasing velocity. 16. the coach seems to substitute assessments or standard coaching exercises for powerful questioning or inquiry Time for our weekly Scrum assessment on Survey Monkey! 17. Support Discovery Evoke Solutions Expertise Diagnose Implement 18. Evokes Clients Own Advise Own Counsel Guidance Advise Counsel 19. Evokes Clients Dance in the Moment No Curriculum Instructor Goals Linear Path Set Curriculum 20. Evokes Clients Dance in the Moment No Curriculum Instructor Goals Linear Path Set Curriculum 21. Transformational Outside the structure Individuals & Interactions Incremental Incremental Advice Within the Structure Interactions 22. Are Agile Coaches mostly Coaching? 23. Stupid Question of the Day... What is Agile? 24. THERE Are NO AGILE METHODs 25. Gee wiz, what might True Agile Coaching look like? 26. Agile Facilitation and Coaching Competencies Building the Bridge between Coaching & Agile 27. COACHING AGILE 28. COACHING AGILE Evoke Transformation 29. PAIR NICELY Co-Active and Agile 30. Coaching Long Stance @gile Agile Resonance Agile -based Coaching Structures Co-Active Agile Evoking Transformation Through Authentic Agility Co-Active Agile Coaching Approach 31. AGENDA @[email protected] agenda Co-Active Agile Evoking Transformation Through Authentic Agility 3 As of Co-Active Agile Coaching 32. Long StanceCoaching 33. COACHING AS THE LONG SWORD AGILE AS THE SHORT SWORD. Coaching is Primary. Agile Supports. 34. To master the virtue of the long sword is to govern the world and oneself, thus the long sword is the basis of strategy. -Miyamoto Musahshi, Book of the 5 Rings 35. There is no fast way of wielding the long sword. The long sword should be wielded broadly, and the companion sword closely. -Miyamoto Musahshi, Book of the 5 Rings 36. SCRUM MASTER "Re.S.'f>O>"ldC.>'t-S. S.o..ld t-he..'.l WOl"'r.e.d 0..t- whe.l"e. t-he. t-e.I" Is. mo..1>"11.'.l O>' t-1>"13 t-s. O..>'d le.s.s. O>' ct-he.I" dut-le.s.. Has 5+ teams Has Product Owner responsibilities Has Management responsibilities Has duties outside traditional role BARRIERS TO FURTHER AGILE ADOPTION 11% 17% 52%The. t-o t-he.11" ol"3o..>"llU..t-lo>"l's. wo..s. t-he. >'umbe.l"-o>'e. bo..l"l"le.I" t-o o..do'f>t-lo>"I, b.'.) "' 3e.>"le.l"o..I !""e.s.ls. t-o O..>'d t-1".'.)1"'3 t-o e.le.me.>'t-S. l>"lt-o "' t-lme. t-o fro..>"IS.lt-lo>"I O..>'d bud3e.t- ho..d t-he. lowe.s.t- t- O>' o..do'f>t-lo>'. Ability to change organizational culture None VERSIONONE"Agile Made Easier Trying to fit agile elements into a non-agile framework 31%Management support 41% 33%Availability of personnel with right skills VERSIONONE.COM 2013, VersionOne, Inc. All Rights Reserved 7 Version one State of Agile 2012 37. SCRUM MASTER "Re.S.'f>O>"ldC.>'t-S. S.o..ld t-he..'.l WOl"'r.e.d 0..t- whe.l"e. t-he. t-e.I" Is. mo..1>"11.'.l O>' t-1>"13 t-s. O..>'d le.s.s. O>' ct-he.I" dut-le.s.. Has 5+ teams Has Product Owner responsibilities Has Management responsibilities Has duties outside traditional role BARRIERS TO FURTHER AGILE ADOPTION 11% 17% 52%The. t-o t-he.11" ol"3o..>"llU..t-lo>"l's. wo..s. t-he. >'umbe.l"-o>'e. bo..l"l"le.I" t-o o..do'f>t-lo>"I, b.'.) "' 3e.>"le.l"o..I !""e.s.ls. t-o O..>'d t-1".'.)1"'3 t-o e.le.me.>'t-S. l>"lt-o "' t-lme. t-o fro..>"IS.lt-lo>"I O..>'d bud3e.t- ho..d t-he. lowe.s.t- t- O>' o..do'f>t-lo>'. Ability to change organizational culture None VERSIONONE"Agile Made Easier Trying to fit agile elements into a non-agile framework 31%Management support 41% 33%Availability of personnel with right skills VERSIONONE.COM 2013, VersionOne, Inc. All Rights Reserved 7 Version one State of Agile 2012 38. SCRUM MASTER "Re.S.'f>O>"ldC.>'t-S. S.o..ld t-he..'.l WOl"'r.e.d 0..t- whe.l"e. t-he. t-e.I" Is. mo..1>"11.'.l O>' t-1>"13 t-s. O..>'d le.s.s. O>' ct-he.I" dut-le.s.. Has 5+ teams Has Product Owner responsibilities Has Management responsibilities Has duties outside traditional role BARRIERS TO FURTHER AGILE ADOPTION 11% 17% 52%The. t-o t-he.11" ol"3o..>"llU..t-lo>"l's. wo..s. t-he. >'umbe.l"-o>'e. bo..l"l"le.I" t-o o..do'f>t-lo>"I, b.'.) "' 3e.>"le.l"o..I !""e.s.ls. t-o O..>'d t-1".'.)1"'3 t-o e.le.me.>'t-S. l>"lt-o "' t-lme. t-o fro..>"IS.lt-lo>"I O..>'d bud3e.t- ho..d t-he. lowe.s.t- t- O>' o..do'f>t-lo>'. Ability to change organizational culture None VERSIONONE"Agile Made Easier Trying to fit agile elements into a non-agile framework 31%Management support 41% 33%Availability of personnel with right skills VERSIONONE.COM 2013, VersionOne, Inc. All Rights Reserved 7 Version one State of Agile 2012 39. Coaching is based on the idea that our thoughts cause our behaviors Culture Is Beliefs & Behaviors 40. Yet, we lead with the short sword of Agile methods Transforming beliefs requires the long sword of coaching 41. Long StanceCoaching 42. Fulfillment - discover unique values -Agile Resonance - identify self-defeating influences - create vision for a compelling future (Big A Agenda) 43. Big A Agenda. Not Primarily Agile Transformation.Fulfilling THEIR values, may include Agile values. Not AgileAssimilation Evoke Their Transformation 44. AGENDA What we want to become.The Metaview @gile @gile What Agile values we want to fulll. What Resonates with the clients AGENDA agenda Co-Active Agile Fulllment and Resonance 3 As of Co-Active Agile Coaching 45. Cultural boundaries are designed topreserve that which is us fromcontamination by that which is otheror them Contact Theory 46. Agile Blending with current culture Builds on current strengths Pull versus Push Resonance is not seen as a contaminant Agile Resonance 47. Evoke Authentic Transformation Seek Resonance for Clients Authentic Agility 48. What Agile values do we gravitatetowards? What Agile values resonate with ourcurrent values? What Agile values cause dissonance? Agile Resonance Powerful Questions 49. Balance See many useful perspectives Plan from possibility rather than circumstances Create an exciting, life- affirming strategy for action that arises out of the perspective theyve chosen and their resonant choice Use structures to keep the client in action 50. AGENDA @[email protected] agenda Setting goals. Incremental actions to A and @. Particular events. Co-Active Agile Balance 3 As of Co-Active Agile Coaching 51. Dude! Youre Insane! I am not supposed to teach Agile stuff?! I love teaching planning poker. That is what people pay me to do! 52. Cool. Teach Them! 53. But, it aint Coaching if that is mostly what you are doing! 54. There is a different perspective.... 55. THE MOMENT YOU BELIEVE YOU HAVE THE RIGHTANSWER OR THE RIGHT WAY, YOU HAVE BEGUN TOIMPOSE YOUR AGENDA ON THE CLIENTS ACTION-CO-ACTIVE COACHING 3RD EDITION 56. Perspec've)! Choice) Co.Ac've)Strategy! Commitment) Ac'on) Balance Agile Coaching 57. Perspec've)! Choice) Co.Ac've)Strategy! Commitment) Ac'on) + Agile Perspectives Balance Agile Coaching 58. Perspec've)! Choice) Co.Ac've)Strategy! Commitment) Ac'on) + Agile Perspectives + Agile Approaches Balance Agile Coaching 59. Perspec've)! Choice) Co.Ac've)Strategy! Commitment) Ac'on) + Agile Perspectives + Agile Approaches Balance Agile Coaching + Agile Structures 60. Cognitive Behavioral Agile Coaching Ac#va#ng(Event( Beliefs( Consequence( Dispute( 61. PRESENTING AGILEPERSPECTIVES IS DIFFERENTTHAN BEINGA HALF STEP AHEAD 62. REQUESTS &CHALLENGES 63. Admit it. This happens with Agile adoptions. emotionally-charged issues. chaos, confusion and inertia 64. PROCESS help clients work through emotionally- charged issues. chaos, confusion and inertia are part of a clients forward motion 65. The Whole Person Dont put people in Agile boxes. They are compartmentalized enough. Investment to help them as a whole person pays dividends in hot Agile transition issues. Story of