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Lyssa Adkins & Michael Spayd: The Essential Transformations: How Agile Calls Forth Change in Everyone

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  • Lyssa’s Key Concepts:\nChange comes to us continually, agile coaches can help (and here’s their toolbox)\nEfforts to effect the change have not been great so far\nChange happens when we partner with people using professional coaching skills\nChange is a process, not an event (like a deployment weekend)\nAgile people go through some predictable changes\nStarwalk: Connection creates the openness for change\n\nMichael's Key Concepts:\nHere are several models fro thinking about change - a false one, but a common one and a better one\nHere are different aspects about change\n
  • We want to thank you for inviting us to the Ukraine. \n
  • We want to thank you for inviting us to the Ukraine. \n
  • We want to thank you for inviting us to the Ukraine. \n
  • We founded the Agile Coaching Institute to raise the level of agile coaching world wide. \n
  • The voice of scrum says to you....\nI have created the space for you to awaken -- have you felt it?\nYou can see more clearly what the impediments to your work are.. and it’s now important to attend to them.\nYou can talk more freely with one another, asking “what do you need?” “how can I help?” and “how can we be something great together?”\nYou can see your colleagues eye-to-eye rather than across a cubicle wall. \nYou have the chance to build something great.\n\nI have created this openness, this possibility for you -- opening the way for a better work and a better life.\nBut it requires change.\nAre you ready? \n\n\n\n\n\n
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  • Segue: If you have a new technology, you’ll get a specialist in that technology to help. If your car is broken, you’ll get a specialist - a mechanic - to fix it. In the agile world you need a human change specialist.\n
  • Segue: If you have a new technology, you’ll get a specialist in that technology to help. If your car is broken, you’ll get a specialist - a mechanic - to fix it. In the agile world you need a human change specialist.\n
  • \n\nSegue: Someone that works with change and is a human change specialist needs a tool box with different compartments for different kinds of skills.\n
  • Continue the toolbox metaphor: biggest compartment is agile-lean practitioner. Special compartment for Mentoring and Teaching. Open the box up more, it reveals a compartment for Professional Coaching and Facilitating. etc.\n\nSegue: In this talk, we are speaking to you from the Transformational wedge.\n\nThis agile coach competency framework defines the palette of skills of good agile coaching. For a more detailed description of this framework see:\nhttp://www.agilecoachinginstitute.com/wp-content/uploads/2011/08/Agile-Coaching-Competencies-whitepaper-part-one.pdf\n
  • Continue the toolbox metaphor: biggest compartment is agile-lean practitioner. Special compartment for Mentoring and Teaching. Open the box up more, it reveals a compartment for Professional Coaching and Facilitating. etc.\n\nSegue: In this talk, we are speaking to you from the Transformational wedge.\n\nThis agile coach competency framework defines the palette of skills of good agile coaching. For a more detailed description of this framework see:\nhttp://www.agilecoachinginstitute.com/wp-content/uploads/2011/08/Agile-Coaching-Competencies-whitepaper-part-one.pdf\n
  • Continue the toolbox metaphor: biggest compartment is agile-lean practitioner. Special compartment for Mentoring and Teaching. Open the box up more, it reveals a compartment for Professional Coaching and Facilitating. etc.\n\nSegue: In this talk, we are speaking to you from the Transformational wedge.\n\nThis agile coach competency framework defines the palette of skills of good agile coaching. For a more detailed description of this framework see:\nhttp://www.agilecoachinginstitute.com/wp-content/uploads/2011/08/Agile-Coaching-Competencies-whitepaper-part-one.pdf\n
  • Continue the toolbox metaphor: biggest compartment is agile-lean practitioner. Special compartment for Mentoring and Teaching. Open the box up more, it reveals a compartment for Professional Coaching and Facilitating. etc.\n\nSegue: In this talk, we are speaking to you from the Transformational wedge.\n\nThis agile coach competency framework defines the palette of skills of good agile coaching. For a more detailed description of this framework see:\nhttp://www.agilecoachinginstitute.com/wp-content/uploads/2011/08/Agile-Coaching-Competencies-whitepaper-part-one.pdf\n
  • Continue the toolbox metaphor: biggest compartment is agile-lean practitioner. Special compartment for Mentoring and Teaching. Open the box up more, it reveals a compartment for Professional Coaching and Facilitating. etc.\n\nSegue: In this talk, we are speaking to you from the Transformational wedge.\n\nThis agile coach competency framework defines the palette of skills of good agile coaching. For a more detailed description of this framework see:\nhttp://www.agilecoachinginstitute.com/wp-content/uploads/2011/08/Agile-Coaching-Competencies-whitepaper-part-one.pdf\n
  • Continue the toolbox metaphor: biggest compartment is agile-lean practitioner. Special compartment for Mentoring and Teaching. Open the box up more, it reveals a compartment for Professional Coaching and Facilitating. etc.\n\nSegue: In this talk, we are speaking to you from the Transformational wedge.\n\nThis agile coach competency framework defines the palette of skills of good agile coaching. For a more detailed description of this framework see:\nhttp://www.agilecoachinginstitute.com/wp-content/uploads/2011/08/Agile-Coaching-Competencies-whitepaper-part-one.pdf\n
  • Continue the toolbox metaphor: biggest compartment is agile-lean practitioner. Special compartment for Mentoring and Teaching. Open the box up more, it reveals a compartment for Professional Coaching and Facilitating. etc.\n\nSegue: In this talk, we are speaking to you from the Transformational wedge.\n\nThis agile coach competency framework defines the palette of skills of good agile coaching. For a more detailed description of this framework see:\nhttp://www.agilecoachinginstitute.com/wp-content/uploads/2011/08/Agile-Coaching-Competencies-whitepaper-part-one.pdf\n
  • We want change to be a straight line process: decide how to change, then just do it. \n\nSegue: Does it work? What does your experience tell you?\n
  • \nSegue: Let’s see what the data says.\n
  • \nSegue: You know how change works. We all know it.\n
  • \nSegue: You know how change works. We all know it.\n
  • \nSegue: You know how change works. We all know it.\n
  • \nSegue: You know how change works. We all know it.\n
  • \nSegue: You know how change works. We all know it.\n
  • The transformation process, in reality, is a messy one. If we want to learn it, we should focus on the middle portion, when the caterpillar has turned into a chrysalis but before the butterfly has emerged.\n\nTransformation is not an event, it’s not a deployment weekend. It’s a process.\n
  • The transformation process, in reality, is a messy one. If we want to learn it, we should focus on the middle portion, when the caterpillar has turned into a chrysalis but before the butterfly has emerged.\n\nTransformation is not an event, it’s not a deployment weekend. It’s a process.\n
  • The transformation process, in reality, is a messy one. If we want to learn it, we should focus on the middle portion, when the caterpillar has turned into a chrysalis but before the butterfly has emerged.\n\nTransformation is not an event, it’s not a deployment weekend. It’s a process.\n
  • Practices and agile processes are wonderful. To make them stick, the change needs to come not only from these but also from inside every person who encounters agile. This is what makes the change long-lasting. It’s what makes it stick.\n\nSegue: Let me give you a model...\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
  • We want to be a good Scrum Master, so we let the team self organize: Zig\nThen, some stories start to be in jeopardy. We tense up. We get the team together to help them: Zag.\nThe agile coach says we should let the team learn its own lessons. We resolve to be a good Scrum Master and relax: Zig.\nWe get to the sprint review, the team does not deliver 2 of their stories. Our managers sound critical. We vow we will not let this happen again: Zag.\n
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  • \nSegue: Let’s look at the essential transformation in other roles.\n
  • Testers feel like they are the “last in line” – development takes all the time and leaves them with none\nThis leads them to feel like victims – after all, they did see this problem coming all along, but didn’t have any way to affect change – they knew the requirements were wrong, whether it was the customer or the analyst who made the mistake\nNo one really listens to them….so they sit and wait, for the inevitable bad news at the end that they must deliver\n
  • Its great being the smartest person in the room – everyone admires you, wants to be like you, listens with rapt attention to everything you say – but as the great basketball player Michael Jordan learned, you can’t achieve greatness by just being great yourself - you must make other people better\n\nAs the Tech Lead transforms, they learn to take satisfaction in the achievement of others; they learn to mentor effectively, to create overall boundaries to ensure technical integrity without making most of the decisions themselves\n
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  • The good news is that we are joined together. Just as we speak of team spirit, so too we can sense a spirit of our organizations: we might call it being in tune with the Tao of our product line, or the Tao of Ericsson. When we allow our own deep transformation, we join with others in their transformation, and everything changes. \n
  • The voice of scrum says...\nIf you have been awakened at all then I urge you....\nDo not go back to sleep\nWe have much work to do, much progress to make\nWe have many accomplishments to see come true and a joy to recapture\nThroughout all this change, be like the dance, flowing with whatever music is playing.\n\nOpen your heart and mind to your friends, your colleagues, your customers. Create delight.\n\nIt is the way of scrum\nGiving you opportunity to grow and to become more of who you are.\nTo have a purpose and to live aligned with that purpose.  To lead the way into our common future.  \n\n\n\n\n
  • \nBrodjma! (phonetic spelling)\n
  • Transcript

    • 1. The Essential Transformations:How Agile Calls Forth Change in Everyone Lyssa Adkins Michael K. Spayd
    • 2. Lyssa & Michaelproject & program manager Organizational change coachProject Mgmt Office director Process re-engineerProject Mgmt Professional Cert. Prof. FacilitatorSix Sigma Green Belt PsychologistCST & CSC Agile transformation coachCo-Active Coach Certified Org & RelationshipOrg & Relationship Systems CoachSystems Coach Coaching the Agile Enterprise (in progress)
    • 3. The voice of ScrumThe voice of scrum says to you....I have created the space for you toawaken -- have you felt it?’You can see more clearly what theimpediments to your work are.. and it’snow important to attend to them.You can talk more freely with oneanother, asking “what do you need?”“how can I help?” and “how can we besomething great together?”You can see your colleagues eye-to-eyerather than across a cubicle wall.You have the chance to build somethinggreat.I have created this openness, thispossibility for you -- opening the way fora better work and a better life.But it requires change.Are you ready?
    • 4. What forces call for change? Photo by Trey Ratcliffe lostincustoms.com
    • 5. What forces call for change? The world is changing quickly Competition is forcing usI want to love my job, to contribute, to create Agile reveals our faults Photo by Trey Ratcliffe lostincustoms.com
    • 6. What forces call for change in your world?
    • 7. What forces call for change in your world? Do you need to change?
    • 8. What forces call for change in your world? Do you need to change?
    • 9. agile coach =human change specialist
    • 10. Agile Coach competency framework Agile-Lean Practitioner© 2012 Agile Coaching InstituteAgile Coaching Competency Framework is Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License. 8
    • 11. Agile Coach competency framework Agile-Lean Practitioner Mentoring Teaching© 2012 Agile Coaching InstituteAgile Coaching Competency Framework is Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License. 8
    • 12. Agile Coach competency framework Agile-Lean Practitioner Professional Mentoring Coaching Teaching Facilitating© 2012 Agile Coaching InstituteAgile Coaching Competency Framework is Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License. 8
    • 13. Agile Coach competency framework Agile-Lean Practitioner Professional Mentoring Coaching Teaching Facilitating Technical Transformational Business© 2012 Agile Coaching InstituteAgile Coaching Competency Framework is Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License. 8
    • 14. A manager’s theory of change Change
    • 15. A manager’s theory of change Change “Make it happen!”
    • 16. Does this approach work?
    • 17. VersionOne “State of Agile” Surveys
    • 18. 2008200920102011VersionOne “State of Agile” Surveys
    • 19. The reality of change Change
    • 20. The reality of change Change
    • 21. The reality of change ChangeTransformation nsform
    • 22. the change inside makes thechange outside... stick
    • 23. The coach’s model of change emergingfamiliar X©2012 Agile Coaching Institute
    • 24. The coach’s model of change emergingfamiliar X©2012 Agile Coaching Institute
    • 25. The coach’s model of change emergingfamiliar X©2012 Agile Coaching Institute
    • 26. X©2012 Agile Coaching Institute
    • 27. The coach’s model of change emergingfamiliar©2012 Agile Coaching Institute
    • 28. The coach’s model of change emergingfamiliar©2012 Agile Coaching Institute
    • 29. The coach’s model of change emergingfamiliar©2012 Agile Coaching Institute
    • 30. The coach’s model of change emergingfamiliar©2012 Agile Coaching Institute
    • 31. The coach’s model of change emergingfamiliar©2012 Agile Coaching Institute
    • 32. The coach’s model of change emergingfamiliar©2012 Agile Coaching Institute
    • 33. ©2012 Agile Coaching Institute
    • 34. The coach’s model of change emergingfamiliar©2012 Agile Coaching Institute
    • 35. zig-zag zone©2012 Agile Coaching Institute
    • 36. A real life example...Photo by Trey Ratcliffelostincustoms.com
    • 37. LEADER “From the illusion of controlling milestones tothe satisfaction of growing collaborative leaders”
    • 38. familiar
    • 39. Demo #1
    • 40. zig-zag zone
    • 41. Demo #2
    • 42. emerging
    • 43. Demo #3
    • 44. QA/TESTER“From testing workhorse to quality consultant”
    • 45. TECH LEAD “From the most brilliant coder to the most accomplished mentor”Photo courtesy Menlo Innovations
    • 46. PROJECT MANAGER“From task mechanizer to human gardener”
    • 47. ENGAGEMENT MANAGER “From taking orders from the client to teaching the client to be agile”
    • 48. when enough peoplechange, transformation simply happens
    • 49. when enough peoplechange, transformation simply happens
    • 50. The voice of ScrumThe voice of scrum says...If you have been awakened at all then I urge you....Do not go back to sleepWe have much work to do, much progress to makeWe have many accomplishments to see come true and a joy torecaptureThroughout all this change, be like the dance, flowing withwhatever music is playing.Open your heart and mind to your friends, your colleagues, yourcustomers. Create delight.It is the way of scrumGiving you opportunity to grow and to become more of who youare.To have a purpose and to live aligned with that purpose. To lead the way into our common future.  
    • 51. We will!

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