How Does an Agile Coaching Team Work? A Case Study Maria Paasivaara & Casper Lassenius
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How Does an Agile Coaching Team Work? A Case Study Maria Paasivaara & Casper Lassenius
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How Does an Agile Coaching Team Work? A Case Study Maria Paasivaara & Casper Lassenius. Contents. Research Goals and Methods Case Organization How Does a Coaching Team Work? How Do the Coaches Work with the Case Projects ? Lessons Learned Benefits of Coaching - PowerPoint PPT Presentation
Transcript of How Does an Agile Coaching Team Work? A Case Study Maria Paasivaara & Casper Lassenius
How Does an Agile Coaching Team Work? A Case Study
Maria Paasivaara & Casper Lassenius
Contents
1. Research Goals and Methods
2. Case Organization
3. How Does a Coaching Team Work?
4. How Do the Coaches Work with the Case Projects?
5. Lessons Learned
6. Benefits of Coaching
7. Challenges of Building Coaching
8. Future
Research Goals and Methods
How Does an Agile
Coaching Team Work? Interview study of a
coaching team:• Semi-structured
interviews• Coaches &
coached projects
Case Organization
Globally distributedsoftware projects• Products & services• Low cost countries
Large Scandinavian
IT Organization
Process change:• RUP • Agile• Agile & Lean
Challenged projects
Coaching team• Eastern
European site• 2 -> 8 coaches
Global CoachingNetwork?
How Does the Coaching Team Work?
Team Leader
Working in Pairs
Weekly Iterations
Iteration Planningand Assessment
RetrospectiveMeeting
DailyMeetingsX 3
QuarterlyRetrospective
How Do the Coaches Work with the Case Projects?
Receiving Request
MappingPhase
KaizenWorkshop
Set-upPhase
Roadmap
MentoringPhase
IndependentPhase
”Deep and Narrow”Approach
Lessons Learned
Coaching is a long-term
relationship
Ensure executive support
Involve everybody from
the team Unify views in a ”Kaizen” workshop
Find a change agent
Small improvement
stepsTeam owns the change
”Don’t give them a fish but teach
them to fish”
Attitude: ”Selling the
change”
Benefits of Coaching
“(…) at the very beginning,it was that I had somebody Icould ask whether I wasdoing things wrong or right.”
“I would say maybe it takes four, five times longer. (…),because of the project size, because you have to learnhow to do it, but even then you are not sure if this iscorrect way, then there are misunderstandings, thenyou have to learn based on your failures, and it can beeven more than five times, so…”-
“I think it was this first Kaizen workshop.It was the major benefit and also contribution to the project (…) because theyreally (…) inspired the customer about changes.”
“I think that without those coaches,of course we would try to find a wayhow to fix the things ourselves, but ifyou don’t have experience from tensof projects and you are not specializedfor the processes and so on, it’s hardto see all the consequences of theideas you have.”
“(…) we where in red numbers (…) and then it switched, and at the end the project was very successful on all, (…) he customer was very satisfied.”
Enabling processimprovements
”Selling” the change
Locating issues
Suggests solutions
”Saves” the project
Customer satisfaction
Coaching team:more experience,knowledge, skills,resources
Avoid mistakes
Challenges of Building Coaching
”Deep and Narrow” or”Broad and Shallow”?
How to Choose
the Coaching Cases?
Who Pays for
Coaching?
Who is a Good
Coach?
How to Build a Successful
Coaching Team?
Future: Global Coaching Network?
www.icgse.org
