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Agile Coach Retreat - Montreal - Sep-2013


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First Agile coach retreat in Canada.

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Agile Coach Retreat - Montreal - Sep-2013

  1. 1. Coach Retreat Montreal 2013
  2. 2. Your facilitators today Omar Bermudez @ocbermudez Oana Juncu cOemerge @ojuncu
  3. 3. Event Sponsors @SeedBoxTech: Follow us for a live feed of your #CoachRetreat on Twitter! #s Agile Open Space Meetup group
  4. 4. What is Coach Retreat?
  5. 5. CoachRetreat CodeRetreat CoachingDOJO
  6. 6. Coach Retreat Rules
  7. 7. What is it about? “Who Drop The Bomb? You have 8 minutes! Try Again!”
  8. 8. Prime Directive Regardless of what we discover, we understand and truly believe that everyone does the best job they can, given what they know at the time, their skills and abilities, the people and resources available, and the situation at hand. At the end of today everyone will know so much more. Naturally we will discover decisions and actions we wish we could do over. This is wisdom to be celebrated, not judgment used to embarrass.
  9. 9. Pictures?
  10. 10. Aha wall
  11. 11. Check in
  12. 12. Coach Retreat Rules • Sessions 60 min – Form groups of around 6 to 8 – 5 min explanation of technique – Repeat Always the same coaching problem – 40 min Coaching Dojo Sessions – 10 min of Team Retrospective – 5 min of General Retrospective
  13. 13. Coaching Dojo by Rachel Davies Coaches Seeker Observers
  14. 14. Standing Retrospectives • All groups together
  15. 15. Agenda 09:00 Welcome & Networking 09:15 start with introductions 09:25 Selection of the situation 09:45 ”Free style & Click-rewind” 10:45 10-min - Break 10:55 “Yes/and” 12:00 Lunch 13:00 “Appreciative Inquiry” 14:00 “Solution Focused” 15:00 10-min - Break 15:10 “Crucial confrontations & Difficult conversation” 16:10 “Real-Options” 17:10 Retrospective – Circle of Questions
  16. 16. Situation 1 tried to convince him that PP was good for the team, to no avail. You work with 4 persons on a project which is behind schedule and over budget. You were brought in 2 weeks ago by your manager as a technical leader, to help with the project completion. The quality level of the code is quite low. The requirement was: “take this legacy system and port it to this new environment, iso-functional”. Explanations about what the system is expected to do are coming under the form of 200 bug reports. You and the team observed that pair programming gets you better results than solo programming, and were until today decided to keep doing it most of the time. On day 1, you proposed that all debugging, testing and programming be done in pairs. The team agreed and have been enjoying some (modest) results as of today. On day 3, the manager privately asked you to stop the pair programming stuff, as the project schedule is already very late. You Last week You had a second discussion with the manager about the very same subject, without success. Yesterday, your manager had a 1 to 1 meeting with every one of you. Debriefing with the team members today, you learn that he told them as he told you: “stop pair programming, or else I will get you off the team and retrograde you”. Every team member approves of pair programming, but is unwilling to take risk with his/her position fighting against management.
  17. 17. Situation 2 In a large company, Jean-Louis, a young manager is appreciated for his efficiency. He has led projects to completion on time and well communicated with the top management. He was given a team of developers who must work in Agile. The Agile approach is viewed with interest by the CIO, the internal customer (marketing) is the main promoter, because Agile brings quick results cheaper. Jean-Louis gives a lot of value to the quality of reporting, he read that Scrum provides indicators for team performance (velocity). Team members have to provide priority indicators of progress daily to update the burn-down charts. The Louise, the PO challenges the estimates in story points. The team concluded that Scrum is a constrictive-control method. You arrive in this context to coach the the team for “high performance”. Objectives Jean-Louis’s goal is to have visibility. He expects you o enable increased visibility . Louise still sees little future ...
  18. 18. Situation 3 Marc manages a study department composed of several development teams. One of these teams working in Agile mode, which "moved" itself in this process. They say they are self-organized in advance iterations, but nobody outside team seems to know wha’s happening, how it works, what is done, etc.. Arnaud, head of customer service platform, which represents the business in the project, seems happy. At least, there are no special alerts from him window. However, he does not seem to know exactly where we are in the development of the tool. You are responsible for coaching the team at Marc’s request. His goal is to whose objective is to verify where all this stuff goes. For him, Agile is seem to be the open bar black box method, with no organization.
  19. 19. Situation 4 Alain is an IT person who is very enthusiastic about Agility; He decided to go for Agile for all projects. Its development teams are also on board and motivated to do Scrum. They had previously experience in Agile. To implement the project, the identified PO is Mireille. She is a Business Analyst. It has been said that Agile must provide specifications as simple user stories. That could work for Alain, but actually it is not very clear: what does "simple“ mean? Mireille has other responsibilities outside of her role as PO. She does not understand how to manage the scope of the application and she cannot give priorities without prior notice from business managers; most of the time, everything is a priority. The development team believes that User Stories are not written well enough, and Mireille is frustrated because what is demos work only partly; the development team blame that the acceptance test are not provided, user stories are unclear and puts the sprints at risk...
  20. 20. Situation 5 An audit of The Regulation Office has identified that CRM applications were not properly tested. Following this audit, performing tests was reported as a high priority by the top management of IT. Management asked for KPIs for tests, so they can show progress to the order to present them to the REO (Regulation Executive Officer). Nothing happens. Ron, a project management don’t really support this initiative, their focus is to make teams deliver fast to meet clients requirements. Teams don’t see testing as a valuable activity. Test are done manually and there is a poor formalization of tests. They are slow and inefficient. The lack of test environments created a bottleneck in the delivery process. In addition, applications are delivered late to the Q&A teams. Usually They have less than a week to test before the products needs to go in production, and Muriel, the head of the Q&A team has more than enough of this situation. Actually, all teams are passing the buck: for Ron and his development teams, tests the test team matter; for Muriel and the test team it is the responsibility of the development team to deliver a quality product of. Ron’s manager has to report the requested KPIs. The called you in as an Agile coach to make all this hell work together.
  21. 21. Situation 6 The relationship between Business and IT are at their lowest. For Pierre-Antoine, a Senior VP, IT costs a fortune and produces little. IT is no more, how can we know what to build? Obviously, our relationships are strained. Could Scrum possibly fix things? But how to tell them that they must be involved in the development? They have already said that it does not suit them and we can only arrange to find a Product Owner than a paperwork machine. “Just go and see how it works since last CMMI process improvement: we cannot take any action without filling a clueless form in a SW too, so they completely avoid any responsibility. IT people don’t start developments until specifications are not signed off, as if we had the time to read all that double Dutch! Afterwards development takes ages! The latest IT fancy? Agile ! As long as I understood , they want my people to do their job simply They want us to ”involved”! Agile is like CMMI and ISO 9001, and other IT blabla fashions, it will eventually be forgotten.” For Patrick, an IT Services Department Manager , that struggles to achieve projects, the Business is simple unbearable: “We do not know what they want, they are never happy and they are completely disorganized. Impossible to make them follow a process, they are never ready to validate the specifications so IT teams can go for development .... Obviously, our relationships are strained, could Agile possibly fix things? But how to tell them that they must be involved in the development? They have already said that it does not suit them and we can only arrange to find a Product Owner in our IT teams ....” You are the Agile Coach called in by Patrick to try Agile as a last chance to get out of this mess.
  22. 22. Free style & Click Rewind
  23. 23. Free style & Click Rewind
  24. 24. 10 minutes break
  25. 25. Yes, and...
  26. 26. Lunch
  27. 27. Appreciative Inquiry
  28. 28. Solution Focused
  29. 29. 10 minutes break
  30. 30. Crucial Confrontations & Difficult Conversations
  31. 31. Signs that you’re dealing with the wrong problem your solution doesn’t get you you want you’re constantly discussing the same issue you’re getting increasingly upset ✔ ✔ ✔ ✔ ✔ ✔ ✔
  32. 32. Real-Options
  33. 33. Circle of Questions
  34. 34. Keep in touch • Mailing list : • Oana Juncu – – – – Twitter: @ojuncu E-mail: Linkedin: • Omar Bermudez – – – – Twitter: @ocbermudez E-mail: Linkedin:
  35. 35. Resources The Power of Appreciative Inquiry: A Practical Guide to Positive Change (BK Business) [Paperback] Diana Whitney (Author), Amanda Trosten-Bloom (Author), David Cooperrider (Foreword) Team Coaching with the Solutioncircle: A Practical Guide to Solutions Focused Team Development (Solutions Focus at Work) Daniel Meier (Author) Commitment-Now about Managing Project Risks – Chris Matts, Olav Maassen