11. Dimensions of an Agile Coach
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SYSTEM
APPROACH
Teaching / Consulting
Mentoring
Coaching
PROFESSIONAL
&
PERSONAL DEVELOPMENT
Being
Doing
“No se trata sólo de vivir los valores y
principios de Agile, sino de la presencia
atenta y el silencio que nos permiten fluir
con nuestros equipos e intervenir sólo
cuando hace falta de manera efectiva” –
Gerard Chiva
15. Being
• Detach from outcomes
• Take it to the team
• Be a mirror
• Non judgment
• Silence
• Model being unreasonable
• Let them fail
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Source: “Coaching Agile Teams” – Lyssa Adkins
16. @GerardChiva - gerard.chiva@gmail.com 16
“Si nosotros estamos
desapegados, permitimos
que el equipo se
responsabilice de sus
resultados y tome el control
de su destino.
” – Gerard Chiva
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“Si nosotros diagnosticamos y ofrecemos la
solución nos arriesgamos a minar la capacidad del
equipo de resolver sus propios problemas y
creamos una dependencia” – Gerard Chiva
23. Recover from Command & Control
• Coordinating individual contributions Coaching for
collaboration
• Subject matter expert Facilitator
• Being invested in specific outcomes Being invested in
team’s performance
• Knowing the answer Asking the team for the answer
• Leading the team Letting the team find their way
• Driving Guiding
• Deadlines & Technical Options Business Value Delivery
• Doing the optimal thing Doing the right thing right now
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Source: “Coaching Agile Teams” – Lyssa Adkins
35. Belief System
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Project Management belief Replaced with
We can plan the work and work the plan Planning is essential; plans are useless
The triple constraints can be trade off for one
another to correct unknowns
Time and budget (people) are held constant.
Only scope flexes
The plan gets more accurate over time as we
flesh out the project through phases of activity:
requirements, design, development, testing,
and so on.
A plan gets more accurate over time because it
is constantly revised and trued up to the team’s
actual performance
Delivering on time, within budget, and on scope
equals success
Clients getting the business value they need is
the only measure of success
Scope can be locked down with later discoveries
being handled as change requests against the
scheduled end date
Scope remains flexible, and changes of any kind
are welcomed even late in the project
Controlling through the project plan is my job Controlling through a plan is not possible;
releasing the team into the safety of agile is my
only measure of control. So, I coach a team to
use agile well
Completing tasks and delivering deliverables
indicate progress and value delivered
Only delivered end products indicate progress
and value delivered
Source: “Coaching Agile Teams” – Lyssa Adkins
36. Takeaways
1. Profesión joven
2. Evolución del rol de Scrum Master
3. Profesional independiente con diferentes skills
4. 70% SER – 30% HACER
5. Actitud: desapego, liberarse de la necesidad de
control, hacerse dispensable
6. Coaching situacional
7. Que NO es un Agile Coach
8. Confusión con otros roles
9. Cómo se llega a Agile Coach – Caminos diferentes
10. Project Manager to Agile Coach
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