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.

1. Agile Coaching:
always learning
Stephen Reed
Senior Scrum Master
at IAG
@ScrumMasterNZ
stephen@agile.net.nz

2. Risk
The
dancer
who
inspired…
h0p://www.youtube.com/watch?v=hO8MwBZl-­‐Vc

3. Who’s here ?

4. “All
those
in
the
tribe
who
do
Scrum
–
raise
your
hand”

5. My Road Trip J

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. Explain / Explore
Write
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. the
power
&
simplicity
of agile
done well

9. Winning
is
everything!

10. Give a team a goal,
train them well,
- they will surprise you
J

11. Let’s Play
what’s not true

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. 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. Values
4
Principles
12

15. Agile
Pyramid
Prac2ces
Principles
Values

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. 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. Practice

19. Fail

20. Practice some more

21. Passion
Steve…
h0p://www.youtube.com/watch?v=wvsboPUjrGc

22. The Enterprise is different J

23. Scale
Diverse
Technology
Business
Complexity
Legacy
Systems
Culture
Time
Horizon

24. Build Trust

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. Powerful Questions
If
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. Powerful
Questions
Thinking
• 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. 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. High Performing Teams

30. High Performance Pyramid
Results
Accountable
Commitment
Conflict
Trust

31. Continuous Learning

32. Schedule Training

33. Agile Toolbox

34. Tribes
Market of Skills
Constellation
Failure Bow

35. Professional Coaching
Powerful Questions
Failure/Success Modes
Games J

36. Team Dynamics
High Performing Teams
Systems Thinking

37. Agile NVC
NLP
Coaches coaching Coaches

38. Coaching Circles

39. Enlarge
your
Network

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. stay hungry, stay foolish

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. End of Show