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
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 form 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
manage the project’s day to day activity,
Iteration planning, Grooming, Demo,
Retro, Homo/UAT Release, Before CD
transformation I couldn’t even think 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?
23. Work-life balance improved, team
openness about task
Even though we spent lot of time in
trainings/meetings – could see wonderful
outcome of those meetings in terms for
team collaboration, team spirit, shared
responsibility etc
Shared responsibilities
(working as a team)
Shared responsibility.
Now everybody is part of
management activities
like planning, grooming
etc
Story selection, task breakup & sub-
task creation etc entire this process
will be taken care by some X person.
But it is possible by the team also. I
am really seeing the great difference
between before & after CD in the
Team.
Life Became easy because the process
being followed by CD is great like
(Grooming, Planning , Task slicing, T-
shirt sizing ), And able to give almost
exact estimation for the task
Right
Estimation
Team sharing Openly
about their concerns or
issues
Team Happiness,
Opening up on issues,
Shared Responsibility
Trust; I had feeling that this process may
come and go like any other process but
team management hierarchy would
remain same. I have not expected that
management can have TRUST on team
on their delivery capability. I may take
some more time to go with this point
Thank You!!!
shivakrishnan_2000@yahoo.com
Editor's Notes
People only change when they truly want to change—and these proposed changes must be important to the long-term vision of their lives in order for them to sustain the energy for the effort.
The Agile Transformation is co-owned by all the Stakeholders
At any point of time, all the stakeholders should share the same view of the Transformation – Progress, Risks and Issues
The key appears to be, so far in our research, that you need to: (1) arouse the PEA first; and (2) arouse the PEA sufficiently such that it is about three to six times more frequent in the discussions than the NEA.
In coaching for compassion, we move a person into Positive Emotional Attractor (PEA) by initiating dialogues about hope, compassion, mindfulness, or even playfulness. On the other hand, coaching for compliance is consciously or unconsciously leading someone over to Negative Emotional Attractor (NEA) and this occurs when we tell someone what to do, how to do things, and how to feel. In short, coaching for compliance begins with the assumption that something is not right and therefore is in need of “fixing”.
Coaching others with compassion, that is, toward the Positive Emotional Attractor, appears to activate neural systems that help a person open themselves to new possibilities– to learn and adapt. Meanwhile, the more typical coaching of others to change in imposed ways (i.e., trying to get them to conform to the views of the boss) may create an arousal of the SNS and puts the person in a defensive posture. This moves a person toward the Negative Emotional Attractor and to being more closed to possibilities.
). When coaches emphasize positive emotional attractors, they demonstrate compassion towards the hopes and dreams of individuals
In contrast, when coaches adopt a negative emotional attractor, they focus attention on how the limitations of individuals could impede their capacity to fulfill prescribed criteria or standards.