This is the pack we used during our session at LAST Conference in Melbourne, Sydney, Canberra and Brisbane in 2017. We outlined the 7 steps approach we use at The Agile Eleven to coach agile non-software development teams.

1. SEVEN STEPSTO COACHING AGILE NON-SOFTWARE DEVELOPMENT TEAMS
E D U A R D O N O F U E N T E S – T H E A G I L E
E L E V E N
@theagileeleven

2. ABOUT US
@theagileeleven
Helping people discover better ways of
working
“The number eleven is said to represent –
collaboration and intuitive guidance,
enlightenment and creativity, pushing
past limitations to achieve goals and
enhance the human experience”.

3. SOME OF THE TEAMS WE WORK WITH…
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4. AGILE BEYOND SOFTWARE – A VISUAL REPRESENTATION
Visual Representation by Christiane Anderson of Eduardo Nofuentes session – 1st Conf 2016
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5. AGILE TODAY
2001 2017
Better ways
of developing
software
Better ways
of working
@theagileeleven

6. THE THREE WAVES OF AGILE
The three Waves of Agile by Charlie Rudd – Solutions IQ
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7. SO… HOW DO WE DO IT?
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R E A L C A S E S T U D Y – P E O P L E A N D C U LT U R E
T E A M

8. STEP ONE:
LEADER INTERVIEW
@theagileeleven

9. • ASSESS LEADER AGILE MINDSET
• GATHER CONTEXT INFORMATION ABOUT TEAM
• UNDERSTAND CURRENT CHALLENGES AND PAIN
POINTS
• FORMULATE A PLAN
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STEP ONE: LEADER INTERVIEW

10. • New in the role
• Inherited team after a merger
• Very low engagement score
• A lot of output – not many outcomes
• Team working in silos
• Understands agile
• He has Executive Sponsorship
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MEET DAMIAN – GM PEOPLE AND CULTURE

11. EGM P&C
GM, People &
Culture
Talent Acquisition
Organisational
Development
Diversity,
Inclusion &
Engagement
Internal
Communications
P&C Business
Partners
GM,
Remuneration &
Governance
Performance &
Reward
Shared Services Payroll
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STRUCTURE OF THE TEAM

12. STEP TWO:
INTRODUCING AGILE TO THE TEAM
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13. • LIGHT TOUCH TRAINING – 30 TO 60 MIN
• FOCUS ON PRINCIPLES AND MINDSET
• FOCUS ON BENEFITS OF THIS WAY OF WORKING
• DON’T INTRODUCE NEW FRAMEWORKS OR ROLES
• MAKE TEAM FEEL SAFE AND ASK FOR
PERMISSION
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STEP TWO: INTRODUCING AGILE TO THE TEAM

14. ag-ile
adjective
“the ability to move quickly and easily”
WHAT IS AGILE?
@theagileeleven

15. AGILE IS A MINDSET
• Respect for the worth of every person
• Truth in every communication
• Transparency of all data, actions, and decisions
• Trust that each person will support the team
• Commitment to the team and to the team’s goals - Collaboration
KEY BEHAVIOURS THAT ENABLE THE AGILE MINDSET
Agile Principles and Values by Jeff Sutherland
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16. From the article “What is Agile “by Steve Denning – Image from Ahmed Sidky
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STEP TWO: INTRODUCING AGILE TO THE TEAM

17. @theagileeleven
MEET THE PEOPLE AND CULTURE TEAM

18. STEP THREE:
FACILITATE A PURPOSE SESSION
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19. • AGREE ON THE WHY
• AGREE ON THEIR VISION AND
ESSENCE
• LINK IT TO THE COMPANY PURPOSE
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STEP THREE: FACILITATE A PURPOSE SESSION

20. • Give everyone a few minutes
to think individually
• In small groups, each team
brainstorms words &
statements
• Each team comes with one
purpose statement
• Then they agree as a group on
a final one out of the two or
three from the groups.
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HOW DO WE RUN A PURPOSE SESSION

21. STEP FOUR:
RUN THEIR FIRST RETROSPECTIVE
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22. • DO IT WHEN YOU START WORKING WITH THE
TEAM
• USE IT TO UNCOVER ISSUES
• AND GIVE THE TEAM A VOICE
• PUT OWNERSHIP OF ISSUES ON THE TEAM
• SCHEDULE THEM REGULARLY BUT NOT EVERY
TWO WEEKS
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STEP FOUR: RUN THEIR FIRST RETRO

23. @theagileeleven
WHAT DID WE UNCOVER WITH THIS TEAM?
COMMUNICATION
ISSUES
TRUST
ISSUES
FEELING OF THERE
NOT BEING
ENOUGH PEOPLE
& TOO MUCH
WORK

24. @theagileeleven
WE USE THE A3 MODEL TO IMPROVE THOSE ISSUES
Background:
• What are we talking about?
• What is the business case? What business problem are we trying to solve or
analyse? Be very concise – communicate WHY you are addressing this issue.
Current Conditions:
• What is going on?
• Use facts, data.
• Be visual – use charts, sketches, etc…
• Make the problem clear
Goal:
• State the specific target (s). State in measurable or identifiable terms
Analysis:
• Use the simplest problem-analysis tool that will suffice to find the root cause of
the root cause of the problem. : Five whys, fishbone diagram, problem or process
analysis tree, 7 QC tools (old or new), tools from Six Sigma, etc…
Recommendations:
• Your proposed countermeasures
Plan:
• Timeline with who, what, when, where, how.
Follow up:
• What issues or remaining problems can you anticipate?
Title: Owners: Date:

25. STEP FIVE:
DEVELOP A VISUAL MANAGEMENT
SOLUTION
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26. • TAILORED FOR EACH TEAM AND THEIR NEEDS
• HELP THE TEAM PRIORITISE
• FOCUS ON OUTCOMES NOT OUTPUTS
• VISUALISE IMPORTANT METRICS TOO
• PHYSICAL OVER ONLINE BOARDS WHEN
POSSIBLE
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STEP FIVE: DEVELOP A VISUAL MANAGEMENT SOULTION

27. @theagileeleven
VISUAL MANAGEMENT: THERE IS NO ONE SOLUTION

28. @theagileeleven
90 DAYS INITIATIVES BOARD

29. 90 DAY INITIATIVES BOARD
90 DAY
INITIATIVES
TO DO IN PROGRESS DONE
CREATING AN AWESOME PLACE TO WORK
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STRATEGIC
DRIVER 1
STRATEGIC
DRIVER 2
STRATEGIC
DRIVER 3
STRATEGIC
DRIVER 4

30. @theagileeleven
IMPROVEMENT KATA WALL - LEADERSHIP

31. IMPROVEMENT KATA
The Lean Enterprise – Humble, Molesky & O’Reilly
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32. IMPROVEMENT KATA WALL - LEADERSHIP
IDEAL
CONDITION
CURRENT
CONDITION
NEXT
TARGET
CONDITION
NEXT STEPS
TO DO IN
PROGRESS
DONE
@theagileeleven

33. @theagileeleven
BAU WALL – COMMS TEAM

34. BAU WALL – COMMS TEAM
THIS WEEK
FUTURE
NEXT
WEEK
@theagileeleven
COMMS
CHANNEL 1
COMMS
CHANNEL 2
COMMS
CHANNEL 3
COMMS
CHANNEL 4
< 30 DAYS > 30 DAYS

35. @theagileeleven
BAU WALL – RECRUITMENT

36. SOURCING INTERVIEWING REF CHECK /
OFFER
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MARKETING
LEGAL
OPS
BAU WALL – RECRUITMENT TEAM
FINANCE
ADVERTISED PENDING

37. BAU WALL – SHARED SERVICES
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BAU WALL – SHARED SERVICED

38. CONTRACT
SENT
POLICE CHECK
ACTIVATION
REQUEST
ONBOARDING
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MARKETING
LEGAL
OPS
FINANCE
REQUISITIONED
BAU WALL – SHARED SERVICES
NEW STARTERS

39. @theagileeleven
BAU WALL – BUSINESS PARTNERS

40. @theagileeleven
MARKETING
LEGAL
SHOPPING
CENTRES
BAU WALL – BUSINESS PARTNERS
FINANCE
COMING SOON
BUILDING &
MAINTAINING
OUR TALENT
& CAPABILITY
DEFINING &
NURTURING
OUR
CULTURE &
VALUES
ENERGISING
& ENGAGING
OUR
PEOPLE
SHAPING OUR
ORGANISATIO
N

41. @theagileeleven
HOW IT ALL FITS TOGETHER

42. @theagileeleven
HOW IT ALL FITS TOGETHER

43. STEP SIX:
AGREE ON AN OPERATING RHYTHM
@theagileeleven

44. • AGREE ON A CADENCE OF STAND UPS,
SPRINT PLANNING AND RETROS
• REMOVE OTHER MEETINGS THEY HAD
• BE FLEXIBLE WITH THE TEAM
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STEP SIX – AGREE ON AN OPERATING RHYTHM

45. @theagileeleven
STEP SIX – AGREE ON AN OPERATING RHYTHM
STAND UPS SPRINT PLANNING RETRO
LEADERSHIP 2 x A WEEK MONTHLY QUARTERLY
COMMS DAILY FORTNIGHTLY MONTHLY
RECRUITMENT 3 x A WEEK ONGOING MONTHLY
SHARED SERVICES 3 x A WEEK ONGOING MONTHLY
BUSINESS PARTNERS WEEKLY MONTHLY QUARTERLY
ALL 3 x A WEEK FORTNIGHTLY QUARTERLY

46. STEP SEVEN:
COACH / REVIEW /ADJUST
@theagileeleven

47. • MAKE THE TEAM FEEL SAFE
• DON’T FOLLOW THE AGILE “RULEBOOK”
• HIGHLIGHT RIGHT BEHAVIOURS
• CONSTANTLY LEARN AND ADJUST
@theagileeleven
STEP SEVEN – COACH / REVIEW / ADJUST

48. THE RESULTS
@theagileeleven

49. @theagileeleven
EMPLOYEE ENGAGEMENT
SCORE IN THE TEAM

50. @theagileeleven
SURVEY YOUR CUSTOMERS

51. 100% of people agreed communication
improved
92% agreed collaboration within their
team improved
92% agreed productivity improved
75% agreed they were more engaged at
work
61% agreed there was better
collaboration with other departments
SOME COMPANY WIDE RESULTS
EXTRACTED FROM A SURVEY TO THE TEAMS
@theagileeleven

52. 1. INTERVIEW THE LEADER
2. INTRODUCE AGILE TO THE TEAM
3. FACILITATE A PURPOSE SESSION
4. RUN THEIR FIRST RETRO
5. DEVELOP A VISUAL MANAGEMENT SOLUTION
6. AGREE ON AN OPERATING RHYTHM
7. COACH / REVIEW / ADJUST
@theagileeleven
THE SEVEN STEPS

53. THANK YOU
Eduardo Nofuentes
The Agile Eleven
www.theagileeleven.com
eduardo@theagileeleven.com
@theagileeleven