Slides from the Regional Scrum Gathering South Asia. I spoke on Coaching for Change

1. Shiva Krishnan
Societe Generale
Coaching for Change

2. Resistance
•Like status quo
•Fear of the unknown
* From Mike Cohn
Bringing about
a change is
Hard
The Satir Model, 1991

3. Sustaining the
change is Harder
* Barriers for further agile adoption – VersionOne -9th Annual State of Agile Survey

4. How do we bring about sustainable
Change?

5. Intentional change theory (2006)
People only change
when they truly
want to change—
and these proposed
changes must be
important to their
long-term vision in
order for them to
sustain the energy
for the effort.
Richard Boyatzis

6. How does this apply to Agile coaching?

7. Creating a shared vision for the transformation

8. Expectations Meeting
Expectation from the transformation
Expectation from Coach
Expectation from Management
Client satisfaction
•Faster ,better delivery
•better quality - lesser UAT defects
•better usability
Team satisfaction
•sustainable pace, better work life balance
Self organized , empowered, Open and autonomous team
•No task assignment -ability to choose
•everybody can take decisions
•everybody is aware, transparency
•accountable, take ownership
•reduce follow-ups ,reduce monitoring
•share issues and knowledge
Simplify process
•do all ceremonies every iteration
•more effective retros - include appreciations, act on action items
•realistic
Planning
•everybody estimates
•utilize velocity for planning
•raise risks early
•better estimations
Spread knowledge
•reduce dependencies
•add skillsets wherever necessary
•share issues and knowledge
•reduce assumptions
Susutain the Transformation
•All activities must add value - including the meetings
•It's the team's responsibility to sustain the transformation

9. U dersta di g the tea ’s pai poi ts a d drivers for cha ge

10. Co-creating the coaching Backlog

11. Investing in Sustainable Relationships

12. Involving everyone
Relationships

13. Leadership
– Contracting for effective understanding among
stakeholders

14. Org- level
-Transformation stand-up meetings
Management
The Teams
Agile Coach

15. Platforms

16. How do we know that it is working?

17. Success Stories

18. 0
2
4
6
8
10
12
Before
Transformation
Current State
Who makes decisions in your
team?
Manager and
Lead
Team members
55%
18%
27%
Do you feel safe to fail?
yes
no
sometimes
18%
64%
18%
Do you feel safe to fail?
Yes
No
Did Not Answer
Surveys
0 2 4 6 8 10
Most of the times
Sometimes
No
Most of the times Sometimes No
Current State 0 2 9
Before Transformation 6 3 2
Do you stretch regularly to complete your work?
Team is more open - questioning value behind
each activity
Shared responsibility -ownership with the
team and not TL
Mindset changes
Team more autonomous - no assignments
Asking questions
Helping each other
Open – comfortable to share issues/Concerns

19. Question the team
Individual ownership has increased and
micro-management of task reduced
I thought it’s tough to for a successful
Agile Team but as we began our
transition amazingly now I could see the
agility in our team.
Taking up tasks and trust
built by the leads for the
team
White board and daily
standup improvement
Before the CD, I felt it is difficult to
give the exact estimate of given
task. But after CD, It is quite easier
Being Autonomous and taking card for
development from white board
Self managed
team
Team self organized
and sharing Ownership
and Responsibility
Avoiding Task
Assignment and
Team picking up tasks
Delivery being managed by team. To
a age the project’s day to day activity,
Iteration planning, Grooming, Demo,
Retro, Homo/UAT Release, Before CD
tra sfor atio I could ’t eve thi k this
was possible without manager, my
thinking was only manager can do all this
BA
Developer
Tech Lead
Question: What is that one outcome which you thought was not possible before CD
begun but it is possible now?

20. Check your progress

21. From
Coaching for
Compliance
To
Coaching with
Compassion

22. Questions???

23. Thank You!!!
shivakrishnan_2000@yahoo.com