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Agile Coaching Workshop
 

Agile Coaching Workshop

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Workshop delivered by Adrian Smith and Craig Smith at Agile Australia 2012 in Melbourne in May 2012. ...

Workshop delivered by Adrian Smith and Craig Smith at Agile Australia 2012 in Melbourne in May 2012.

The Agile Coach is a critical role in helping leaders, teams or individuals understand, adopt and improve Agile methods and practice. Additionally, an Agile Coach helps people rethink and change the way they go about their work. For a individual to be effective in a coaching role, they must poses a wide range of skills and experience. In this workshop we will explore Agile coaching skills in the context of a competency framework and provide participants with lessons from real-world coaching experience. The workshop will provide an opportunity for participants to learn about coaching, identify areas of Agile development and to broaden skills through hands-on group and individual exercises and games.

You will:
» Understand role of an Agile coach and the typical development pathways
» Identify personal areas of strength/weakness in relation to a broad range of Agile and related skills
» Learn situational specific coaching techniques for common Agile dysfunctions
» Understand the use of maturity models in helping teams learn and adapt to Agile
» Understand organisational and role specific Agile challenges
» Learn how to adapt Agile practices to suit team specific challenges

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Agile Coaching Workshop Agile Coaching Workshop Presentation Transcript

  • Adrian Smith Craig SmithAgile CoachingWorkshop
  • Image: © Gracie Films / 20th Century Fox Television
  • Image: http://www.thelicensingplate.com/wp-content/uploads/2009/05/charitable-hands.jpg Show of hands…
  • Exercise… 300 100 400 200 1 2 3 4 5 6 7 8Image: http://www.parisnajd.com/wallpapers/data/media/34/parisnajd_sport_10_09_003.JPG
  • Image: http://www.free-desktop-backgrounds.net/free-desktop-wallpapers-backgrounds/free-hd-desktop-wallpapers-backgrounds/300935260.jpgDerived from Hungarian word for “carriage” which is“something that takes you fromwhere you are now to where you want to be”. Coaching Defined…
  • agilecoach.net Story… Agile CoachImage: http://www.sportsnewsfirst.com.au/Data/Media/00000001/00002062/MickMalthouseCrop.jpg
  • agilecoach.ca Manifesto… Agile Coach Image: http://images.smh.com.au/2011/04/28/2331293/Wayne_Bennett-420x0.jpg
  • Hiring… Trends in CorporateImage: http://www.indeed.com/jobtrends?q=agile+coach%2C+agile&l=&relative=1
  • Trends in Corporate Learning… Productivity Increase through Training 100 80 60 40 20 0 Traditional Training Training + Coaching (22% increase) (88% increase)International Personal Management Association, 2001
  • Scrum Mastersvs Agile CoachesImage: © Lucasfilm http://images2.wikia.nocookie.net/__cb20080508150759/starwars/images/thumb/1/1a/Yodaandluke.jpg/830px-Yodaandluke.jpg
  • A Coach is Different?“Try this “I have this… I’ve problem ...”done itbefore “Why is it a Individualand it problem?”works “First do A... “Let’s…” Then do B … “What else brainstorm a Then do …” solution …” could you try?”Consultant Trainer Facilitator Coach
  • C Level Leader The Coaching Yellow Brick RoadExecutive Leader Agile Coach Image: http://www.carversation.com/wp-content/uploads/2009/08/yellow_brick_road.jpg Iteration Manager / Scrum Master Team Leader Project Manager Architect Other Business Developer Tester Roles Analyst
  • Agile Coach Exercise: Competencies?Image: http://www.parisnajd.com/wallpapers/data/media/34/parisnajd_sport_10_09_003.JPG
  • Agile Coach Competency Training Agile Skillset Knowledge Image: http://www.parisnajd.com/wallpapers/data/media/34/parisnajd_sport_10_09_003.JPG Coaching Agile Technical Skillset Coach Skillset Facilitation Business Skillset Experience
  • Name: ______________________________Agile Coach Competency Matrix Date: ______________________________ Beginner Practitioner Advanced Expert Master • Fully understand principles and • Aware of principles • Understand the principles • Have presented at several • Can setup and lead an Agile practices and can adapt to suitAgile • and practices Participated in an • and practices Actively working in and project project environments conferences or have written a book • Experience as an Iteration • Significant Agile projectKnowledge Agile project improving an Agile Manager / Scrum Master experience in varied • Well recognised with the industry project and maintain pubic presence environments My Progress  • Remains current with best- • Creates new techniques, • Lead of a discipline practice and industry trends practices and tools withinTechnical • Work in a team using within a team • Recognised in industry in relevant discipline discipline core skills (BA, Dev, • Establish standard of • Creating and publishing new • Aware of standards of • Recognised by peers as aSkillset Tester, PM) practice and quality practices within other technical expert in relevant techniques within a team disciplines discipline My Progress  • Clear understanding • Comfortable discussing • Understand market trends • Understand risk, financial and of the business I am business process andBusiness and are able to provide strategic elements that impact a • Have run a successful business supporting, the objectives advice on strategy business • Sort after to advise on running operating • Understand factorsExperience environment and the influencing business • Sort after for business advice • Experience running a business business and analysis of impacts. unit market success My Progress  • Comfortable working • Experienced in facilitating • Facilitates sessions involving with and leading aFacilitation group discussion of • Leads multi-day workshops complex people issues • Facilitates senior executive group complex issues and planning events for large • Facilitates sessions involving sessions and/or large groups of • Adhoc facilitation ofSkills Agile team • Leads the facilitation of or newly formed teams multiple stakeholders and people Agile team ceremonies conflicting priorities ceremonies My Progress  • Significant training experience • Enjoy helping other • Comfortable delivering across multiple courses types • Recognised and sought after as aTraining learn • Have limited experience training to larger groups • Have written and delivered trainer • Supports learning delivering training to • Participate in developing and multiple courses • Have trained a number of otherSkills initiatives within the small teams updating training content • Comfortable piloting and trainers team environment delivering new course content My Progress  • Recognised as a coach and • Recognised and sort after as a • Understand the role • Adapt coaching style to suitCoaching an d difference • I provide adhoc coaching am able to follow a simple coaching model for helping situation, team and staff level. coach not only in Agile but in other areas of work and life between coach, within current team • Comfortable coaching executiveSkills mentor and advisor. people to resolve their own staff • Capable of coaching C-level problems executives My Progress 
  • Exercise: Competencies!Image: http://www.parisnajd.com/wallpapers/data/media/34/parisnajd_sport_10_09_003.JPG
  • Agile Knowledge Participants at Agile Australia 2012 Rahul Kashyap Anne Nolan Alex Watson Nick Jeffries Highest Competency Frank Valks Bridget Farmer Needs More Work Hong Ch’ng Michael Wright Justin Hennessy Nathan Jones Image: http://www.parisnajd.com/wallpapers/data/media/34/parisnajd_sport_10_09_003.JPG Gareth Evans Rhys Long Michael Stange Katherine Dooley Lakhan Sharma Linda Christensen Gavin Browne Don’t Enjoy
  • Technical Skillset Participants at Agile Australia 2012 Prashant Sagar Neal Horner Sergei Shutov Highest Competency Akhil Mittal Needs More Work Salman Munir Brendan McCarthy Image: http://www.parisnajd.com/wallpapers/data/media/34/parisnajd_sport_10_09_003.JPG Shane Wegener Dina Bauman Cynthia Tapp Rene Chappel Stewart Howell Robbie McDowall Bridget Farmer Gillian Clark Don’t Enjoy
  • Bus. Experience Participants at Agile Australia 2012 Nathan Jones Warwick Slade Anne Nolan Rene Chappel Highest Competency Frank Valks Needs More Work Gareth Evans Archie Harris Image: http://www.parisnajd.com/wallpapers/data/media/34/parisnajd_sport_10_09_003.JPG Michael Stange Rahul Kashyap Stewart Howell Brendan McCarthy Don’t Enjoy
  • Facilitation Skills Participants at Agile Australia 2012 Gillian Clark Sergei Shuton Kim Linton Linda Christensen Highest Competency Bridget Farmer Needs More Work Anne Nolan Jaime Horton Image: http://www.parisnajd.com/wallpapers/data/media/34/parisnajd_sport_10_09_003.JPG Frank Valks Alex Watson Hong Ch’ng Nathan Jones Cynthia Tapp Dina Bawman Don’t Enjoy
  • Training Skills Participants at Agile Australia 2012 Nick Jeffries Stewart Howell Brendan McCarthy Highest Competency Shane Wegerer Needs More Work Image: http://www.parisnajd.com/wallpapers/data/media/34/parisnajd_sport_10_09_003.JPG Nick Jeffries Linda Christensen Serge Shutov Michael Wright Robbie McDowall Archie Harris Rhys Long Justin Hennessy Salman Munir Prashant Sagar Don’t Enjoy
  • Coaching Skills Participants at Agile Australia 2012 Archie Harris Robbie McDowall Warwick Slade Gavin Browne Highest Competency Neal Horner Rhys Long Needs More Work Michael Wright Alex Watson Prashant Sagar Image: http://www.parisnajd.com/wallpapers/data/media/34/parisnajd_sport_10_09_003.JPG Gillian Clark Dina Bauman Salman Munir Justin Hennessy Katherine Dooley Cynthia Tapp Kim Linton Hong Ch’ng Don’t Enjoy
  • Agile Coaching n Toolkit… Id tio ea va s Inno l Ski llsBusines ca s Skills Te chni g M entorin Fa cilitation Training Lean Agile
  • Team Practices Team Practices Co-location Refactoring Daily standup Continuous integration Iteration Planning Practices (Acceptance) test driven Customer Showcase development Retrospective Automated deployment Adaptive release plan Incremental design & Cross functional team architectureRequirements as stories Principles Domain driven design Planning / story wall Technical spikes Informative workspace Exploratory testing Burn up/down charts Collective code Parking lot diagrams ownership Success sliders Ubiquitous language Relatively sized work Crafstmanship One piece flow Values Kanban Definition of done Simplicity Image: http://www.lawtonps.org/schools/lta/img/wallpapers/1.jpg Transparency Frequent delivery Customer involvement Technical excellence Working solutions Teamwork Human interactions Self organisation Customer collaboration Emergent design Responding to change Continuous improvementAgile Knowledge… Sustainable pace Servant leadership
  • Agile Knowledge…■ Agile Manifesto■ Books■ Podcasts / Webinars■ Agile Conferences and Meetups■ Societies: Agile Alliance, Scrum Alliance, Lean Systems Society Image: http://cummaford.files.wordpress.com/2008/11/post-its.jpg■ Agile readiness and maturity assessments: The Nokia Test, SAMI, ThoughtWorks Agile Assessment■ Certifications: CSM, PMI-Agile, ICAgile
  • Technical Skillset…■ Software Developer: Craftsmanship, Code Katas, Polyglot programming, Coderetreat, Open Source Contribution, PeepCode■ Business Analyst: IIBA, BPMN■ Test / QA: ISTQB, Exploratory testing, Automation skills, Bug stomps, Specification By Example, Testing communities,■ Project Manager: PMI / PRINCE2, Servant leadership, Team dynamics■ System Engineer: Technical Certifications, ITIL, DevOps■ …or whatever skills will make you better at your key role
  • Business Experience… Image: http://2.bp.blogspot.com/-ouA0c82D6SQ/TrSlUu6p0zI/AAAAAAAACfs/0khrOU8_1Tg/s1600/make-money-from-home-australia.jpeg■ Agile Business Processes: Agile in the Business, Lean Startup, Business Model Canvas, Beyond Budgeting■ Financial skills■ Marketing skills■ Human Resources skills■ Business Domain knowledge: Market awareness, future trends and directions■ Run / start a business
  • Facilitation Skills…■ Techniques: Brainstorming, Affinity Image: http://upload.wikimedia.org/wikipedia/commons/thumb/0/03/Flipchart1-Asio.JPG/220px-Flipchart1-Asio.JPG Mapping, Wisdom of the Crowd, Icebreakers, Futurespectives■ Achieving session goals and objectives■ Being neutral / impartial■ Keeping focus■ Achieving concensus with conflicting priorities and opinions■ Keeping decisions and actions visible
  • Training Skills…■ Learning Models: Shu Ha Ri, Graphic, Audible■ Matching learning to content and audience■ Teaching through demonstration: “Training from the Back of the Room”■ Games: Innovation Games, Image: http://backontrack.org/images/30y/30y2.jpg Gamestorming, Tasty Cupcakes■ Mentoring post-training■ Alternative delivery methods
  • Coaching Skills...Coaching Models:■ GROW Coaching Model■ PrOpER Coaching Model■ Results Coaching Model Image: http://farm4.static.flickr.com/3460/3860609433_fe1e31803d_o.jpg■ 3 days, 3 things, 3 weeks■ Integral (AQAL) Model■ CLEAR Model
  • GROW Coaching Model Aim: Set long term objective Goal Objective: Agree specificAssessment: Invite self objective for sessionassessment Topic: Agree topic forExamples: Offer specific discussionexamples of feedbackAssumptions: Avoid or Realitycheck assumptions and Range: Cover the fulldiscard irrelevant history range of options Options Suggestions: InviteAction: Commit to action suggestions. CautiouslyObstacles: Identify offer suggestions Choices: Ensure choicespossible obstacles and Wrap are madehow to overcome. Agreesupport UpAim: Make steps specificand time bound
  • PrOpER Coaching ModelReview the outcome. Did Pick a problem to work on.you improve things? Watch how the teamEven if things Problem works. What needs to behaven’t improved, have improved?you learned something? Review Options Consider your options. What could you try Experiment that might influence Pick one option to try. the situation for the better? List at least three options.
  • Results Coaching ModelCurrentReality Habits Actions Insights QuestioningPermission Desired Outcome
  • Dodgeball ModelImage: © 20th Century Fox http://images.hollywood.com/site/hank-azaria-dodgeball-utr.jpg
  • Common Coaching Anti-Patterns…■ Trying to change too much■ Losing objectivity Image: http://img.gawkerassets.com/img/17h2kn39uwt4xjpg/original.jpg■ Staying too long■ Being too theoretical■ Being inflexible■ Getting influenced■ Avoiding tough conversations
  • Agile Tips… CoachImage: http://www.celebrityspeakers.com.au/media/pics/site/imagecache/ACBF569DB1738B37DC6FF604E85A8830.jpg
  • and have a clear exit plan Start with the end in mind… Know when to leaveImage: http://mkmiku.files.wordpress.com/2011/03/sucker-punch-analysis-stage-zack-snyder.jpg
  • Be the changeyou wantto see…Roll up yoursleeves and show themhow its done
  • Keep your distance…Don’t become part of the team
  • Ask the team…Make the team responsible -you don’t have all the answersImage: © Universal Television http://www.hejorama.com/wp/wp-content/uploads/2011/04/A-team.jpg
  • Step by step… Don’t change everything at once, create a learning environment
  • Just the facts…Separate fact from emotion Image: © Universal Studioswith insightful questions
  • Make what you measure…Select simplemetrics,measureregularly and Image: http://www.pubos.org/wp-content/uploads/2011/08/tape-measure.jpgmake visible
  • Agile is only a means to an end… Adopting Agile should increase business value and reduce risk
  • Wrap Up…Image: http://keepitcivil.files.wordpress.com/2010/10/bomber_harls_cup_07.jpg
  • Adrian Smith Agile Coach Questions?http://www.ennova.com.auhttp://www.agileengineeringdesign.comadrian.smith@ennova.com.au@adrianlsmith Craig Smith Agile Coachhttp://www.suncorp.com.auhttp://www.craigsmith.id.aucraig.smith@suncorp.com.au Download this presentation at:craig@craigsmith.id.au http://www.slideshare.net/smithcdau@smithcdau http://www.slideshare.net/adrianlsmith Suncorp Group includes leading general insurance, Ennova is a software development company that specialises in banking, life insurance, superannuation and helping businesses optimise their use of technology. We are investment brands in Australia and New Zealand. passionate about what we do and have embedded Agile and Lean The Group has around 16,000 employees and thinking into our approach to everything. This enables us to rapidly relationships with nine million customers. It is a Top deliver high quality software solutions that provide long term business 25 ASX listed company with over $95 billion in value. Our Agile and Lean consulting services draw on an diverse assets. Suncorp has five core businesses: Personal experience base that spans the engineering, manufacturing, Insurance; Commercial Insurance; Vero New construction and financial services industries. Additionally, Ennova is Zealand; Suncorp Bank and Suncorp Life. These are active in the development of software products and therefore has first supported by corporate and shared services hand practical experience in the application of Agile and Lean divisions. methods. (http://www.suncorp.com.au) (http://www.ennova.com.au)