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Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
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Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
Coaching & desenvolvimento de times
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Coaching & desenvolvimento de times

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Coaching & desenvolvimento de times

Coaching & desenvolvimento de times

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  • 1. Coaching & Desenvolvimento de Times@diego_pachecoabout .me/diegopacheco
  • 2. Sim, Eu trabalho com TI…(Gosto de Dinossauros) diego.pacheco@ilegra.com @diego_pacheco diego-pacheco.blogspot.com github.com/diegopacheco
  • 3. #coachilegra11
  • 4. Let me remind you on Agile / Lean...
  • 5. Yes, Agile & Lean /Kanban !!!
  • 6. http://agilemanifesto.org/
  • 7. Agile>Scrum
  • 8. Thomas Jefferson In matters of style, swim with the current; In matters of principle, stand like a rock.
  • 9. Lean Why do it at all ? Remove Waste
  • 10. Respect People
  • 11. Kanban is 80% about People!"Putting people in good systems results in better results than putting people in bad systems – soattending to the systems will help the peoples behavior" via @alshalloway
  • 12. The Essence of Kanban is…1. Visualize the Workflow2. Limit WIP3. Manage Flow4. Make Process Policies Explicit5. Improve Collaboratively (using Models and the Scientific Method)
  • 13. http://agileconsulting.blogspot.com/2011/07/explaining-why-limiting-wip-is-so.html
  • 14. Deming’s 14 Points
  • 15. Deming – Beyond Process and tools...
  • 16. Getting StartedSo… Out Coaching Training Begins 
  • 17. I’m afraid of Cthulhu (and talk about...Psychology, People, Teams and my-self being badinterpreted… )
  • 18. Difference between Management & Leadership
  • 19. The difference is…
  • 20. Coach, Your journey just began...
  • 21. Why do Coaching ?
  • 22. John Wooden has the answer(At least for me)
  • 23. #1 - Group activity – Working Agreements + Consensus Notes
  • 24. I coin my own definition(1934)…
  • 25. John Wooden Success Pyramid...
  • 26. Coach, How it works…
  • 27. Like in XP. It’s time for a metaphor... Or more than one...
  • 28. Coaching as Training Wheels
  • 29. You are a Gardner! You grown teams.
  • 30. Coach as Gardner... Focus ON/OFF Coaching Tools (Tool set) The System
  • 31. People are not Resources.
  • 32. Coaching focusing on LONG TERM...
  • 33. Coaching is more than feedback(seed).
  • 34. Coaching is HARD Work(Harvest).
  • 35. 2 coaching manifestations – Coaching
  • 36. 2 coaching manifestations – Agile Coaching
  • 37. Let’s start talking about PURE Coaching
  • 38. Coach % People & Teams
  • 39. ASK Questions. Don’t give easy answers!
  • 40. Coach a Coach Like a hospital...
  • 41. Everything must have...
  • 42. Purpose - Create PUBLIC Ownership/Mastery.
  • 43. Purpose - Be Passionate...
  • 44. HAKA… wtf ?
  • 45. CHA = Conhcimento + Habilidade + Atitude
  • 46. Lead by Example – You need believe...
  • 47. A tree MUST BAND...
  • 48. Stewardship... Power to loose power
  • 49. Mind your language – Focus to Grow the team,
  • 50. Deliberate Practice
  • 51. Deliberate Practice (Deming was ALWAYS right) People are Good! 85% of the problems are about People
  • 52. Discipline...
  • 53. Discipline... Is not dictatorship !!!
  • 54. Lots of Patience...
  • 55. Be Aware... Things that coach must know...
  • 56. #B0 - Obvious – There is no such as thing.
  • 57. #B1 - ...Unfortunately.
  • 58. #B2 - Listening Filters
  • 59. #B3 – Effective Learning – Teach !!!
  • 60. #B3 – People need Teach to Learn...
  • 61. #B4 - Influence
  • 62. #B5 – Where you are as a Coach?
  • 63. #B6 – What really Motivate us ?
  • 64. #B7 – Be aware of people needs...Somethings that every PEOPLE want!You need be conscious about it...
  • 65. #B7 – People make Progress and SEE it...
  • 66. #B7 – People want you recognize they...
  • 67. #B7 – People want feel unique, special,exclusive and you threat they that way...BUT be careful with EGO.
  • 68. #B7 – People just want feel...
  • 69. #B8 – Maslows Human needs model
  • 70. People Limit they selfs... Believes that limit!Seek and Destroy this believes! (Remember TOC?)
  • 71. As a Coach you Focus on...
  • 72. #F1 - As a Coach you job is promote change...
  • 73. #F2 - CommandIntent VS C2Command Intent VS C2
  • 74. #F3 - Make conditions to people be Empowered.
  • 75. #F3 - Make conditions to people be Empowered.
  • 76. #F4 - Make communication Effective.
  • 77. #F5 - See & Threat -- Team Dysfunctions
  • 78. #F6 – Help People to Self-Organize
  • 79. #F6 – Help People to Self-Organize - Removing Waste
  • 80. #F6 – Help People to Self-Organize – Mind Mapping
  • 81. #F7 – Pomodoro – Time Management, Focus & Productivity
  • 82. #F8 - Tuckmans forming, storming, norming & performing Bruce Tuckman (1965)
  • 83. #F8 – Shu Ha Ri RI Advising HA Coaching SHU Teaching
  • 84. #F8 – Change Styles – Help the team to SelfOrganize - Where you want to go ?
  • 85. #F8 – On the road to self-organization...
  • 86. #F9 – Forget some tools!People must do it manually.
  • 87. #F10 – Manage Constraints instead of People!
  • 88. #F10 – ADD / REMOVE Constraints Experiment...
  • 89. Some Coaching Tools... To help in your journey.
  • 90. #T1 - System Thinking – Tree/forest metaphorFrom far = Symptoms, Close you see the root cause
  • 91. #T1 – System is a group of independent butinterrelated elements comprising an integrated whole. Systems Characteristics • Structure (Composition of elements) • Behavior (Process - Input - output) • Interconnections (Structural & Functional Relationship) • Emerging Properties(Not appear on individual elements)
  • 92. #T1 – Butterfly Effect – There is Cause &effect between the parts of the system.
  • 93. #T1 – Root cause – The cause who generatethe bigger number of effects.
  • 94. #T1 – System Thinking in Action
  • 95. #T1 - System Thinking – Big Picture
  • 96. #T1 - System Thinking – Communicating danger signals
  • 97. #T1 - System Thinking – Tools
  • 98. #T1 - 5 whys Don’t attack the symptoms!
  • 99. #T1 - Critical Chain
  • 100. #T1 – System Thinking - Diagram of Effects
  • 101. #T2 – SWOT
  • 102. The Enterprise Game
  • 103. #T3 - Visual Thinking
  • 104. #T3 – Visual Thinking - Materials
  • 105. #T3 – Visual Thinking - Kanban board
  • 106. #T4 - Toyota Kata: Continuous Improvement* http://www-personal.umich.edu/~mrother/Homepage.html
  • 107. #T4 - Toyota Kata: Coaching
  • 108. #T5 - Let it go... DELEGATE
  • 109. #T5 - Beware of the Exposure. Good or Bad ?
  • 110. #T6 – Facilitation Cards
  • 111. #T7 - Do Experiments... Learn from they.• Work from home• Give People your responsibilities• Change people seats• Actions * Book & Movie Club• Say something BUT don’t do it• Let people alone in meetingswithout upfront notification• Listen and DO NOTHING - whenpeople they expect you to kicktheir asses.
  • 112. #T7 - inspect and adapt
  • 113. #T8 - This is not Feedback...
  • 114. #T8 - ...Struggle to change... Feedback is not enough.
  • 115. #T8 - This is Feedback.
  • 116. #T9 - Observation is everything!
  • 117. #T9 - Observation at the ACT
  • 118. #T10 -(Breath and Reflect)*
  • 119. #T10 -(Breath and Reflect)* - Awareness
  • 120. #T11 – GROW a coaching model...
  • 121. Agile Coaching... Now an Specific Kind of coaching124
  • 122. Agile Coaching - Facilitation
  • 123. Agile Coaching - Reaching Agreement
  • 124. Agile Coaching – Learning from failure
  • 125. Agile Coaching – Spread Success
  • 126. Agile Coaching – Enlisting Support
  • 127. Agile Coaching – Conflict Navigation
  • 128. Agile Coaching – Failure Modes
  • 129. Agile Coaching – Failure Modes
  • 130. Agile Coaching – Success Modes
  • 131. Agile Coaching – Success Modes
  • 132. Agile Coaching – Big Visible Charts
  • 133. Agile Coaching - Retrospectives
  • 134. Start Soft  PI NI PE NE
  • 135. Look real data... Avoid Judgment
  • 136. Improving Visualization & Structure
  • 137. Too Many issues ?
  • 138. Team Priority Colors
  • 139. Structure & evolve after sometime...
  • 140. Team Values - ...OR Attitudes. • XP • Attitudes
  • 141. Custom Team Values
  • 142. Force Field Analysis • Brainstorm • System Thinking • Easy to get started.
  • 143. Force Field Analysis
  • 144. Fishbone
  • 145. Fishbone
  • 146. Fishbone
  • 147. ROTI – Retrospective of Retrospective... • Problem Solving • Move Forward • Information
  • 148. SMART Goals – Don’t buy weak goals.
  • 149. People / Team Value Mapping
  • 150. Build a Retrospective Timeline
  • 151. Agile Coaching – Reinforce the rightprocess and practices for you team.
  • 152. Feedback happens everywhere
  • 153. You need enforce engineer practices Lean
  • 154. Help people to work around stories... Como usuário <USER> Eu quero<FUNCTIONALITY> (Então isso <BENEFIT>) INVEST in Good Stories, and SMART Tasks I - Independent S - Specific N - Negotiable M - Measurable V - Valuable A - Achievable E - Estimable R - Relevant S - Small T - Time-boxed T - Testable
  • 155. Teach people to explicit deal with Tech Debt.
  • 156. Teach people to work on waves... Dirt Road Cobblestone Road Highway Time ComplexityValue Added Scalability Risk
  • 157. Why care about Continuous Integration
  • 158. Encourage Conversations
  • 159. Encourage CODE Standars...
  • 160. Encourage Refactoring
  • 161. Encourage TDD – For better design
  • 162. Levels of testing – Leverage your protection!
  • 163. Integrations Testes - Chart
  • 164. Software Architecture Is a big deal!
  • 165. Pair Programming
  • 166. Pair Programming
  • 167. Pair Programming
  • 168. Brain Sync
  • 169. Pair Programming
  • 170. Define Team Rules(sometimes Constraints)Some stuff that I’m doing(examples)...
  • 171. Money Works(You to pay the Retrospective Beers...)
  • 172. Taxes can be fun... In agile at least =)
  • 173. Working Agreements
  • 174. Local Custom Process Enforcement
  • 175. ...Small but important things as well, Nothing to hide...
  • 176. Vacations…
  • 177. Responsibilities must be explicit and visual.
  • 178. Take Actions... Sometimes you need trust your GUTS.
  • 179. * Of the week – (15)
  • 180. Clubs... (Think in your team needs...)
  • 181. Vacation Presentation PLUS BLIND Change (3 weeks)
  • 182. Agile is not Religion (Be careful) Daily Example...
  • 183. Let’s become heroes...
  • 184. Don’t Change the culture, Changethe System, change the world!
  • 185. Promote the Culture... Changing the System!Some stuff that I’m doing...
  • 186. DOJOs – CODE – Lighting Talks + ...
  • 187. FREE Food has a important place...
  • 188. Shared Code, Ideas and Standards(Code review, Pair programming, Dojos, Lighting Talks...)
  • 189. One team, One problem, One CODE...
  • 190. Always with Retrospectives...
  • 191. Don’t forget the fun...
  • 192. Architect As Coach & DevsSome thoughts about my 2 functions...
  • 193. 2 Hats – NOT SO EASY!
  • 194. Architect As Coach & Devs Agile Constraints Process Dev. Services Software Software Architecture Architecture Customer(Team – As Devs) (Me – As Coach)
  • 195. A Coaching Story... (Wrapping up)
  • 196. Teach Kung Fu? ...It depends on the reason(Purpose).
  • 197. There is no such thing as bad students.ONLY Bad Teachers!!!
  • 198. …Stupid stuff, really ?
  • 199. Jacket on. Jacket off. Hang the jacket. Jacket off. Put iton the ground. Now, hang the jacket... with attitude.
  • 200. ...Change the mindset, changing the system first!http://www.mindset.ws/images/misc_elements/iceberg-diagram.gifhttp://blog.anascimento.net/wp-content/uploads/2010/02/Scrum.jpg
  • 201. "Kung Fu is in everything we do. How we put on a jacket,how we take off a jacket, how we treat people. Everythingis Kung Fu."
  • 202. Drive out fear.
  • 203. Recommended Books
  • 204. Recommended Books
  • 205. Recommended Books
  • 206. Coaching Game
  • 207. Fishbowl Conversation
  • 208. Coaching & Desenvolvimento de TimesThank You !!!@diego_pachecoabout .me/diegopacheco
  • 209. #coachilegra10:00 – 10:15 – Warm Up10:15 - 12:00 - Lecture Part 1 / Mini Dynamic Activity 112:00 - 13:00 - Break for Lunch13:00 - 13:30 – Warm Up / Mini-Game13:30 - 14:40 - Lecture Part 214:40 - 15:00 – Coffee Break15:00 - 16:00 - Fish Bowl16:00 – 17:30 - Coaching Game17:30 - 18:00 - Retrospective
  • 210. Coaching Game – Create a Story for me Please.
  • 211. Coaching Game – The Scope (Drew me ALL in ONEStory Developer
  • 212. Coaching Game – Agile Tools Process Planning(10 mim) Retrospectivo(15 mim) Tools Pairing standup 2 mim meeting Feedback value mapping Cartolina + Postits + Canetinhas
  • 213. Coaching Game – The Characters Não concorda com nada Sabotador Precisa falar sempre(Pouco sensivel) Vai sempre na direção Oposta Tem medo, repete muito as coisas Excelente executor de tarefas Leprechaun Sabe de uma informacao muito util Concorda com tudo mas nao fala nada Subestima seu valor, ODEIA quem discorda Muito Emotivo
  • 214. Coaching Game – The Characters Gossip Girl Perde o foco muito facil Aceita Feedback, mas nao muda Demora para executar tarefas Nao confia em quem nao fala nada
  • 215. Coaching Game – Better & Worst Sabotador Explica para ele o Por que das coisas SE Seu medo é removido Medo de nao ser reconhecido Por que ninguem seu trabalho Leprechaun Se mostrado como ele eh importante ao time, e que precisam dele Se tratado com muita educacao
  • 216. Coaching Game – Better & Worst Gossip Girl SE pedido para usar uma ferramenta de gerenciamento de tempo Se dado um norte mais concreto

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