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The	
  Case	
  for	
  Coaching
@AgilePHL
PHL=Philadelphia
Practices
Principles
Optimize the whole
Respect people
Deliver fast
Defer commitment
Create knowledge
Build quality in
Eliminate waste
Principles behind the Agile Manifesto
• Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software.
• Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
• Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
• Business people and developers must work
together daily throughout the project.
• Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
• The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
• Working software is the primary measure of progress.
• Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
• Continuous attention to technical excellence
and good design enhances agility.
• Simplicity--the art of maximizing the amount
of work not done--is essential.
• The best architectures, requirements, and designs
emerge from self-organizing teams.
• At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.
http://agilemanifesto.org/principles.html
Principles behind the Agile Manifesto
• Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software product.
• Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
• Deliver working software product frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
• Business people and developers must work
together daily throughout the project.
• Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
• The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
• Working software product is the primary measure of
progress.
• Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
• Continuous attention to technical excellence
and good design enhances agility.
• Simplicity--the art of maximizing the amount
of work not done--is essential.
• The best architectures, requirements, and designs
emerge from self-organizing teams.
• At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.
http://agilemanifesto.org/principles.html (sort of)
https://blog.scrum.org/updates-scrum-guide-5-scrum-values-take-center-stage/
Scrum
Kanban
Lean
Startup
XP
Crystal
DSDM etc.
Agile	
  Practices
Roger Federer Severin Luthi
2015
Wimbledon
“At the end of practice we were just kidding
around almost. I said, ‘Okay, I’m going to chip
and charge and just keep the points short. I’m
tired. I want to get off the court soon anyway.
That’s when I started to run in and hit returns. I
hit a couple for a winner. They were ridiculous.
“He laughed, I laughed, Severin laughed. Then I
did it again in the next practice just to see if it
actually would still work again. Then I tried it
the next practice and it still worked.
“That’s when Severin said, ‘Well, what about
using it in a match?’ I was like, ‘Really?’ “So he
pushed me to keep using it and not shy away
from using it in big moments.”
SABR
Coaching	
  is	
  not…
Coaching	
  is…
Source:	
  http://www.performancecoachinginternational.com/resources/roi.php
22%
88%
Training Alone
Training Along with
Coaching
Agile Manifesto Signer
Retrospective
Be	
  
Humble
Master	
  
the	
  
Basics
Be	
  
Coach-­‐
able
Be	
  
Present
Be	
  
Aware
Practice	
  
Empathy
Create	
  
Safety
Mentor
Engage
?
Some	
  images	
  used
With	
  permission	
  from
Slides will be tweeted
@AgilePHL
ryanlockard.com
ryan@ryanlockard.com

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The case for coaching-Norwich

  • 1. The  Case  for  Coaching
  • 4. Optimize the whole Respect people Deliver fast Defer commitment Create knowledge Build quality in Eliminate waste
  • 5. Principles behind the Agile Manifesto • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. • Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. • Business people and developers must work together daily throughout the project. • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. • The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. • Working software is the primary measure of progress. • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. • Continuous attention to technical excellence and good design enhances agility. • Simplicity--the art of maximizing the amount of work not done--is essential. • The best architectures, requirements, and designs emerge from self-organizing teams. • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. http://agilemanifesto.org/principles.html
  • 6. Principles behind the Agile Manifesto • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software product. • Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. • Deliver working software product frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. • Business people and developers must work together daily throughout the project. • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. • The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. • Working software product is the primary measure of progress. • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. • Continuous attention to technical excellence and good design enhances agility. • Simplicity--the art of maximizing the amount of work not done--is essential. • The best architectures, requirements, and designs emerge from self-organizing teams. • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. http://agilemanifesto.org/principles.html (sort of)
  • 11. “At the end of practice we were just kidding around almost. I said, ‘Okay, I’m going to chip and charge and just keep the points short. I’m tired. I want to get off the court soon anyway. That’s when I started to run in and hit returns. I hit a couple for a winner. They were ridiculous. “He laughed, I laughed, Severin laughed. Then I did it again in the next practice just to see if it actually would still work again. Then I tried it the next practice and it still worked. “That’s when Severin said, ‘Well, what about using it in a match?’ I was like, ‘Really?’ “So he pushed me to keep using it and not shy away from using it in big moments.” SABR
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  • 23. Be   Humble Master   the   Basics Be   Coach-­‐ able Be   Present Be   Aware Practice   Empathy Create   Safety Mentor Engage
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  • 25. Some  images  used With  permission  from Slides will be tweeted @AgilePHL ryanlockard.com ryan@ryanlockard.com