Let’s talk about Agile and lean coaching

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Let’s talk about Agile and lean coaching

  1. 1. Let’s talk about: Agile and lean coaching Samuli Ruuskanen Huitale, Helsinkitwitter.com/huitale|facebook.com/huitale|huitale.blogspot.com
  2. 2. my background [samuli]• AaltoU MSc Tech / EDHEC, France 2007• Software developer 2000-2004• Agile program management, UK 2006• Agile software developer 2007• Business owner 2008• Entrepreneur and sales operations 2008-• Lecturer, advisor and coach 2010 -
  3. 3. company background 1/2• Professional services in lean and agile coaching• We debug, fine-tune and fix living sw- companies• Areas of business, management, technology• ”One stop shop for next generation software house”
  4. 4. company background 2/2• Founded 2007, key personnel: – Co-founder, lead coach, CTO, Marko Taipale – Co-founder, coach, CEO, Samuli Ruuskanen• FY 2011 sales 170 000 eur• Also producers, marketers of Nextdoor.fi (c2c) – live example of lean product development• Small in size, but widely known in the market• We let our customers make the noise
  5. 5. what are we talking about• Agile • Lean – Embrace change – Continuous learning – Fast adaptation – Quality improvements – Small increments – Eliminate waste – Short cycles – Less is more – Customer collaboration – Visual management – Flow of value
  6. 6. why care about agile• Improved go-to-market, beat the competition• Motivated and self-organised personnel• Improve product quality, operational efficiency• Customer-centric business development• Flexibility and adaptation• Improved ROI• Continuously looking for perfect strategic fit• Change is driven by the personnel, but benefits are also recognised at the org. level
  7. 7. why agile coaching 1/2• Effective and concentrated effort to improve living software organisation• Most organisations keep focus in what - production, not how - method development• In-house coach is not seen as very feasible option
  8. 8. why agile coaching 2/2• Coach is top talent- you get faster results, fixed costs• You buy objective view, from outside the power play• Helps ”both sides” – management and r&d• Coached companies perform better & keep their staff• You could say coaches are your secret weapons
  9. 9. what is an agile coach• Trainer, consultant, advisor, mentor• Outward –looking, communicative ”people”-work• More valuable person, than IT –consultant, more practical, than strategy/management consultant• Benchmarking with perspective, rationalise• Facilitation on key decisions• Outsiders’ look at the big picture• Skill transfer on processes, management• Introduces best practices, helps teams to excel
  10. 10. okay, but what does he/she do daily• Dialog with development teams, management• Gives lectures for larger audience• Gives workshops for specific theme• Documents findings to agile playbook, manual• Invites guest lecturers in-house• One-to-one advisory for key personnel• Facilitates meetings and negotiations• Writes and presents progress reports• Gives active support, problem solver
  11. 11. when ready to be coached• Intiative supported by vision, investors or board• Hunger for excellence, better performance• Existing, documented trials on agile & lean• Successful local optimisation• Challenging restructuring ahead• Fill in COO position, before new one is found• Reality bites – books and seminars are done• High growth, new teams, new prod. units• ROI / financial pressure to perform
  12. 12. how gets things done• Working persistently, listening to the customer• Set-up ”one enterprise”, systematic view• Challenging static, rigid, thinking models• Stick to the agile and lean fundamentals• Tailor them to fit the local setting
  13. 13. how gets things done• Find out what works well, and improve it• Drive natural and organic transformation• Set up agile playbook, rolebook, manual• Operational assistance in implementation• Specific training, such as TDD, CI, Scrum, automation
  14. 14. why choose• Necessary entrepreneural mindset• Complete set of skills, experience, interest• Four years’ track record, happy customers• Two complete transformations in Finland• We practice, what we preach in our own biz• Attention to detail• Keynote-level, celebrated in-house product• Ability to handle business/tech. issues• Commitment and passion brings results
  15. 15. what wants• Strong business partners, living organisations• Smart personnel working inside smart org.• Work with motivated and open-minded professionals and their superiors• Backing from the top-management – however earned repeatedly at each milestone• Learn more about lean- and agile experience through the ”customer experience”• Bold customers, who want to win the market• Make things happen, push things forward
  16. 16. Stages
  17. 17. Stage 1 Agile Health Check & audit• 1-5 core projects under study• Interviews, observations, documentation• Open communication• Final report and presentation• 10 days (8 on-site, 2 backoffice)• What can be expected? – Short analysis of current state of agility
  18. 18. Stage 2 Improvement plan & tailoring• Recommendations and action plan• Pinpoint critical domain touchpoints• ”One enterprise” –vision as internal driver• Full operational integration plan• 2-4 weeks, full time ( 50/50 on- site/backoffice)• What can be expected? – Detailed, custom implementation plan and metrics
  19. 19. Stage 3 Development team and management training• Made to fit• Scaling practices and transforming organisation• Resolving complex issues• Day-to-day practice• 1 month – 6 months (100% on-site)• What can be expected? – Ongoing operational coaching period that aims to improve the whole organisation towards self- sufficient lean methodology
  20. 20. Thank you Contact samuli.ruuskanen(a)huitale.com +358 40 7179763This is the end of the presentation

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