Stephen Reed Senior Scrum Master

at IAG

Agile Coaching: always learning

@ScrumMasterNZ stephen@agile.net.nz

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…  

-­‐2  

0  

2  

4  

6  

8  

10  

12  

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