Agile Coaching:     always learning                       Stephen Reed                       Senior Scrum Master          ...
Risk         The	  dancer	  who	  inspired…	  h0p://www.youtube.com/watch?v=hO8MwBZl-­‐Vc	  
Who’s here ?
“All	  those	  in	  the	  tribe	  who	  do	  Scrum	  –	  	  raise	  your	  hand”	  
My Road Trip J
Journey Lines                                             Stephen	  14	                                                   ...
Explain / ExploreWrite	  down	  something	  TRUE	  about	  yourself	  	  Introduce	  yourself	  using	  your	  card	  (Exp...
thepower&simplicityof agile  done well
Winning	  is	  everything!	  
Give a team a goal, train them well,- they will surprise you           J
Let’s Playwhat’s not true
What’s not true?•  We	  value	  individuals	  and	  interac2ons	  more	  than	     processes	  and	  tools	  •  We	  value...
What’s not true?1.   Our	  highest	  priority	  is	  to	  sa^sfy	  the	  customer	  through	  early	  and	  con^nuous	  de...
Values   4Principles   12
Agile	  Pyramid          	       Prac2ces	     Principles	      Values	  
Be the Agile Coach            business,	  technical,	  	              or	  transforma^onal	  domains	                     ...
Train Yourself	  Any	  kind	  of	  training	  in	  coaching	  skills	  Any	  kind	  of	  training	  in	  facilita^on	  ski...
Practice
Fail
Practice some more
Passion                   Steve…	  h0p://www.youtube.com/watch?v=wvsboPUjrGc	  
The Enterprise is different J
Scale	  Diverse	  Technology	  Business	  Complexity	    Legacy	  Systems	        Culture	     Time	  Horizon	  
Build Trust
 The	  uncrea^ve	  mind	  can	  spot	  wrong	  answers,	  but	  it	  takes	  a	  very	  crea^ve	  mind	  	  to	  spot	  wr...
Powerful QuestionsIf	  people	  are	  being	  paid	  to	  think,	  isn’t	  it	  about	  ^me	  we	  helped	  them	  improve...
Powerful	  QuestionsThinking	  •  How	  long	  have	  you	  been	  thinking	  about	  this?	  •  How	  important	  is	  th...
During	  a	  retrospec^ve,	  a	  team	  member	  huffs	  and	  puffs.	  Finally	  he	  says,	  	  “The	  retrospec^ve	  is	 ...
High Performing Teams	  
High Performance Pyramid	               Results	            Accountable	           Commitment	              Conflict	      ...
Continuous Learning
Schedule Training
Agile Toolbox
TribesMarket of Skills Constellation Failure Bow
Professional Coaching Powerful QuestionsFailure/Success Modes      Games J
Team DynamicsHigh Performing Teams  Systems Thinking
Agile NVC         NLPCoaches coaching Coaches
Coaching Circles
Enlarge	  your	  Network	  
Leadership        Stanford	  Gradua^on	  speech	          -­‐	  Steve	  Jobs	                                             ...
stay hungry, stay foolish
"If	  your	  ac^ons	  inspire	  others	  	  to	  dream	  more,	  learn	  more,	  	  	  do	  more	  and	  become	  more,	  ...
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Agile Coaching by ScrumMasterNZ

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A presentation given to AgileWelly in Wellington NZ, by Stephen Reed to several keen agilites. Basically my little Agile Coaching journey. Thanks goes out to Lyssa Adkins and all the others that have trained me as well as all the teams I have worked with over the years who have also trained me.

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Agile Coaching by ScrumMasterNZ

  1. 1. Agile Coaching: always learning Stephen Reed Senior Scrum Master at IAG@ScrumMasterNZstephen@agile.net.nz
  2. 2. Risk The  dancer  who  inspired…  h0p://www.youtube.com/watch?v=hO8MwBZl-­‐Vc  
  3. 3. Who’s here ?
  4. 4. “All  those  in  the  tribe  who  do  Scrum  –    raise  your  hand”  
  5. 5. My Road Trip J
  6. 6. Journey Lines Stephen  14   Agile  2011  12   Leadership   Coaching  10   Co-­‐Coached  CAT   Being  the  Coach…   CAT  course   Agile  Australia   8   Senior  SM   Mike  Cohn   Wanted  more…   6   Coaching  Circle   CSM   IAG  SM   4   2   (Scrumbut)   projects   0  -­‐2   Waterfall?  
  7. 7. Explain / ExploreWrite  down  something  TRUE  about  yourself    Introduce  yourself  using  your  card  (Explain)    Swap  cards  with  2  others    Introduce  yourself  using  the  new  card  (Explore)    Repeat  2  or  3  ^mes  
  8. 8. thepower&simplicityof agile done well
  9. 9. Winning  is  everything!  
  10. 10. Give a team a goal, train them well,- they will surprise you J
  11. 11. Let’s Playwhat’s not true
  12. 12. What’s not true?•  We  value  individuals  and  interac2ons  more  than   processes  and  tools  •  We  value  working  so7ware  (or  product)  more  than   comprehensive  documenta^on  •  We  value  customer  collabora2on  more  than   contract  nego^a^on  •  We  value  responding  to  change  more  than     following  a  plan  
  13. 13. What’s not true?1.  Our  highest  priority  is  to  sa^sfy  the  customer  through  early  and  con^nuous  delivery  of   valuable  so`ware/product  2.  Welcome  changing  requirements,  even  late  in  development.  Agile  processes  harness   change  for  the  customers  compe^^ve  advantage  3.  Deliver  working  so`ware  product  frequently,  from  a  couple  of  weeks  to  a  month,  with  a   preference  to  the  shorter  ^mescale  4.  Business  people  and  developers  must  work  together  daily  throughout  the  project  5.  Build  projects  around  mo^vated  individuals.  Give  them  the  environment  and  support  their   needs,  and  trust  them  to  get  the  job  done  6.  The  most  efficient  and  effec^ve  method  of  conveying  informa^on  to  and  within  a   development  team  is  face-­‐to-­‐face  conversa^on  7.  Working  so`ware  is  the  primary  measure  of  progress  8.  Agile  processes  promote  sustainable  development.  The  sponsors,  developers,  and  users   should  be  able  to  maintain  a  consistent  pace  indefinitely  9.  Con^nuous  a0en^on  to  technical  excellence  and  good  design  enhances  agility  10.  Simplicity  -­‐  the  art  of  maximizing  the  amount  of  work  not  done  -­‐  is  essen^al  11.  The  best  architectures,  requirements,  and  designs  emerge  from  self  organising  teams  12.  At  regular  intervals,  the  team  reflects  on  how  to  become  more  effec^ve,  then  tunes  and   adjusts  its  behaviour  accordingly  
  14. 14. Values 4Principles 12
  15. 15. Agile  Pyramid   Prac2ces   Principles   Values  
  16. 16. Be the Agile Coach business,  technical,     or  transforma^onal  domains   Reading Training Doing!focused  on  content   processes,  prac^ces,  &  principles   Practice Practice Practice! Holding  the  process  for  others  to  accomplish  more  
  17. 17. Train Yourself  Any  kind  of  training  in  coaching  skills  Any  kind  of  training  in  facilita^on  skills  Any  kind  of  training  in  leadership  skills  Agile  Conferences  -­‐  Workshops  Books,  Books,  Books  Online  courses,  cleancoders.com!  Blogs,  Blogs  and  more  Blogs  Twi0er  –  follow  me  J  
  18. 18. Practice
  19. 19. Fail
  20. 20. Practice some more
  21. 21. Passion Steve…  h0p://www.youtube.com/watch?v=wvsboPUjrGc  
  22. 22. The Enterprise is different J
  23. 23. Scale  Diverse  Technology  Business  Complexity   Legacy  Systems   Culture   Time  Horizon  
  24. 24. Build Trust
  25. 25.  The  uncrea^ve  mind  can  spot  wrong  answers,  but  it  takes  a  very  crea^ve  mind    to  spot  wrong  ques^ons.    –  Anthony  Jay  
  26. 26. Powerful QuestionsIf  people  are  being  paid  to  think,  isn’t  it  about  ^me  we  helped  them  improve  their  thinking?    Powerful  Ques^ons  have  no  mo^ve,.  You  don’t  know  the  answer  to  a  realy  powerful  ques^on:  What…    How…    Tell  me  more  about…  
  27. 27. Powerful  QuestionsThinking  •  How  long  have  you  been  thinking  about  this?  •  How  important  is  this  issue  to  you,  on  a  scale  of   one  to  ten?  •  What  other  ideas  have  you  thought  about  that   might  help?  •  What  is  your  gut  ins^nct  telling  you?    •  What  insights  are  you  having?  •  Are  you  clear  about  what  to  do  next?  
  28. 28. During  a  retrospec^ve,  a  team  member  huffs  and  puffs.  Finally  he  says,    “The  retrospec^ve  is  too  kindergarten.  We’re  all  adults  here.  We  don’t  need  this  nicey-­‐nice    ‘stop  and  reflect’  ^me.  We  have  too  much  real  work  to  do.”    The  effect  in  the  room  is  as  if  someone  has  sucked  out  all  the  air.      What  might  you  say?   ~Thanks  Lyssa  
  29. 29. High Performing Teams  
  30. 30. High Performance Pyramid   Results   Accountable   Commitment   Conflict   Trust  
  31. 31. Continuous Learning
  32. 32. Schedule Training
  33. 33. Agile Toolbox
  34. 34. TribesMarket of Skills Constellation Failure Bow
  35. 35. Professional Coaching Powerful QuestionsFailure/Success Modes Games J
  36. 36. Team DynamicsHigh Performing Teams Systems Thinking
  37. 37. Agile NVC NLPCoaches coaching Coaches
  38. 38. Coaching Circles
  39. 39. Enlarge  your  Network  
  40. 40. Leadership Stanford  Gradua^on  speech   -­‐  Steve  Jobs   Watch:   7:59  –  9:57min       11:39  –  14:33  h0p://www.youtube.com/watch?v=UF8uR6Z6KLc  
  41. 41. stay hungry, stay foolish
  42. 42. "If  your  ac^ons  inspire  others    to  dream  more,  learn  more,      do  more  and  become  more,      you  are  a  leader“    -­‐  John  Quincy  Adams  
  43. 43. End of Show

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