agile coaching by scrummasternz
DESCRIPTION
A presentation given to AgileWelly in Wellington NZ, by Stephen Reed to several keen agilites. Basically my little Agile Coaching journey. Thanks goes out to Lyssa Adkins and all the others that have trained me as well as all the teams I have worked with over the years who have also trained me.TRANSCRIPT
Stephen Reed Senior Scrum Master
at IAG
Agile Coaching: always learning
@ScrumMasterNZ [email protected]
Risk The dancer who inspired…
h0p://www.youtube.com/watch?v=hO8MwBZl-‐Vc
Who’s here ?
“All those in the tribe who do Scrum – raise your hand”
My Road Trip J
projects
CSM
(Scrumbut)
Mike Cohn
Waterfall?
IAG SM Coaching Circle
Senior SM CAT course
Wanted more…
Co-‐Coached CAT
Agile Australia
Leadership Coaching
Agile 2011
Being the Coach…
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2
4
6
8
10
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14 Stephen Journey Lines
Explain / Explore Write down something TRUE about yourself Introduce yourself using your card (Explain) Swap cards with 2 others Introduce yourself using the new card (Explore) Repeat 2 or 3 ^mes
the power & simplicity of agile done well
Winning is everything!
Give a team a goal, train them well,
- they will surprise you J
Let’s Play what’s not true
What’s not true? • We value individuals and interac2ons more than processes and tools
• We value working so7ware (or product) more than comprehensive documenta^on
• We value customer collabora2on more than contract nego^a^on
• We value responding to change more than following a plan
What’s not true? 1. Our highest priority is to sa^sfy the customer through early and con^nuous delivery of
valuable so`ware/product 2. Welcome changing requirements, even late in development. Agile processes harness
change for the customers compe^^ve advantage 3. Deliver working so`ware product frequently, from a couple of weeks to a month, with a
preference to the shorter ^mescale 4. Business people and developers must work together daily throughout the project 5. Build projects around mo^vated individuals. Give them the environment and support their
needs, and trust them to get the job done 6. The most efficient and effec^ve method of conveying informa^on to and within a
development team is face-‐to-‐face conversa^on 7. Working so`ware is the primary measure of progress 8. Agile processes promote sustainable development. The sponsors, developers, and users
should be able to maintain a consistent pace indefinitely 9. Con^nuous a0en^on to technical excellence and good design enhances agility 10. Simplicity -‐ the art of maximizing the amount of work not done -‐ is essen^al 11. The best architectures, requirements, and designs emerge from self organising teams 12. At regular intervals, the team reflects on how to become more effec^ve, then tunes and
adjusts its behaviour accordingly
Values
Principles
4
12
Prac2ces
Principles
Values
Agile Pyramid
Be the Agile Coach Reading Training Doing!
Practice Practice Practice!
Holding the process for others to accomplish more
processes, prac^ces, & principles
business, technical, or transforma^onal domains
focused on content
Train Yourself Any kind of training in coaching skills Any kind of training in facilita^on skills Any kind of training in leadership skills Agile Conferences -‐ Workshops Books, Books, Books Online courses, cleancoders.com! Blogs, Blogs and more Blogs Twi0er – follow me J
Practice
Fail
Practice some more
Passion Steve…
h0p://www.youtube.com/watch?v=wvsboPUjrGc
The Enterprise is different J
Scale Diverse Technology Business Complexity Legacy Systems
Culture Time Horizon
Build Trust
The uncrea^ve mind can spot wrong answers, but it takes a very crea^ve mind to spot wrong ques^ons. – Anthony Jay
If people are being paid to think, isn’t it about ^me we helped them improve their thinking? Powerful Ques^ons have no mo^ve,. You don’t know the answer to a realy powerful ques^on: What… How… Tell me more about…
Powerful Questions
Powerful Questions Thinking • How long have you been thinking about this? • How important is this issue to you, on a scale of one to ten?
• What other ideas have you thought about that might help?
• What is your gut ins^nct telling you? • What insights are you having? • Are you clear about what to do next?
During a retrospec^ve, a team member huffs and puffs. Finally he says, “The retrospec^ve is too kindergarten. We’re all adults here. We don’t need this nicey-‐nice ‘stop and reflect’ ^me. We have too much real work to do.” The effect in the room is as if someone has sucked out all the air. What might you say?
~Thanks Lyssa
High Performing Teams
High Performance Pyramid Results
Accountable
Commitment
Conflict
Trust
Continuous Learning
Schedule Training
Agile Toolbox
Tribes
Market of Skills
Constellation
Failure Bow
Professional Coaching
Powerful Questions
Failure/Success Modes
Games J
Team Dynamics
High Performing Teams
Systems Thinking
Agile NVC
NLP
Coaches coaching Coaches
Coaching Circles
Enlarge your Network
Leadership Stanford Gradua^on speech -‐ Steve Jobs
h0p://www.youtube.com/watch?v=UF8uR6Z6KLc
Watch: 7:59 – 9:57min 11:39 – 14:33
stay hungry, stay foolish
"If your ac^ons inspire others to dream more, learn more, do more and become more, you are a leader“ -‐ John Quincy Adams
End of Show