The document provides guidelines for an Agile Delivery Manager to self-assess their skills and personal traits. It includes instructions to assess skills using radar charts at different levels, plan improvement by focusing on one competence, and track progress over time with feedback. Sample skills include Lean-Agile mastery, training and mentoring, facilitation, and dependencies management. Sample personal traits include initiative, flexibility, optimism, and resilience.
New Self-assessment radar for Scrum Masters.
Use this as a permanent link to always get access to the latest version: http://www.smharter.com/blog/scrum-master-skills-self-assessment-radar/
New Lean-Agile Coach Self-Assessment - detailed descriptions v3Luca Minudel
Detailed descriptions for the Lean-Agile Coach Self-Assessment
Includes references to resources useful to improve in each competency area (download the deck and look at the notes)
Agile Center of Excellence : Presented by Rahul Sudame oGuild .
When any organization plans to move to Agile methodology, it needs to plan multiple initiatives for successful transition. One of the important initiative would be building an Agile Center of Excellence, a team which would support for consistency of Agile implementation across the organization. The Agile CoE we built worked on multiple aspects such as:
Defining organization-wide Agile methodology, tailoring it as per organization environment if required.
Build knowledge of Agile across the organization.
Supporting the team members with any ongoing queries.
Support in building required Tools and Templates required implementing Agile.
Assessing Agile implementation of different projects, identifying any gaps or improvement areas.
This session covered practical experience of how we built a successful Center of Excellence, which become a big enabler for successful Agile transformation.
The "2017 Scrum by Picture" is something you can call Scrum Guide illustrated. It is based on the newest version of "Scrum Guide".
You will find the theory, scrum values, scrum team, scrum events including sprint, sprint planning, daily scrum, review and retrospective as well as scrum artifacts. All of those is explained in easy to follow, illustrated nicely presentation, which can assist you to catch the idea behind Scrum.
Feel free to share "2017 Scrum by Picture" with your Scrum friends.
New Self-assessment radar for Scrum Masters.
Use this as a permanent link to always get access to the latest version: http://www.smharter.com/blog/scrum-master-skills-self-assessment-radar/
New Lean-Agile Coach Self-Assessment - detailed descriptions v3Luca Minudel
Detailed descriptions for the Lean-Agile Coach Self-Assessment
Includes references to resources useful to improve in each competency area (download the deck and look at the notes)
Agile Center of Excellence : Presented by Rahul Sudame oGuild .
When any organization plans to move to Agile methodology, it needs to plan multiple initiatives for successful transition. One of the important initiative would be building an Agile Center of Excellence, a team which would support for consistency of Agile implementation across the organization. The Agile CoE we built worked on multiple aspects such as:
Defining organization-wide Agile methodology, tailoring it as per organization environment if required.
Build knowledge of Agile across the organization.
Supporting the team members with any ongoing queries.
Support in building required Tools and Templates required implementing Agile.
Assessing Agile implementation of different projects, identifying any gaps or improvement areas.
This session covered practical experience of how we built a successful Center of Excellence, which become a big enabler for successful Agile transformation.
The "2017 Scrum by Picture" is something you can call Scrum Guide illustrated. It is based on the newest version of "Scrum Guide".
You will find the theory, scrum values, scrum team, scrum events including sprint, sprint planning, daily scrum, review and retrospective as well as scrum artifacts. All of those is explained in easy to follow, illustrated nicely presentation, which can assist you to catch the idea behind Scrum.
Feel free to share "2017 Scrum by Picture" with your Scrum friends.
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Personally designed (content + graphics design), officially accredited AgilePM® (Agile Project Management) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Présentation de l'Agilité, conférence au Cara le 5 septembre 2017, à Lyon.
Introduction aux Scrum, Kanban, Lean Startup, Définition des Rôles Scrum Product Owner, Scrum Master, des cérémonies Daily Meeting, Démonstration, Product Backlog, Sprint, Coach, User Stories, Sprint Backlog, Increment, Sprint review, retrospective, sprint planning
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
We all know how important is trust for any team to deliver results. The question is, how to build trust in practice? We all heard that agile teams should be self-managed. The question is, how to develop a team that is able to self-manage and achieve results? We all understood that cross-functionality is crucial for development teams to be able to deliver "done" functionalities and absorb variations in the demand. The question is, how to make it happen in real life when companies are still hiring specialists? Some of our Agile teams have Scrum masters. The questions are, do we really need a Scrum Master? What should we expect from a good one? Using real-life examples from companies that made Agile their competitive advantage and from companies that failed to get results from Agile. Angel is going to share practical tools that you can use as a manager, leader, scrum master or team member to make trust, self-management, cross-functionality, and high performance a reality in your team.
Introduction to Agile software testing - The 5th seminar in public seminar series from KMS Technology which have been delivering from 2011 in every two months
For those new to Agile there is often an assumption made that the Scrum Master and the Project Manager are the same role.This is absolutely not the case. The two roles are very different and they each fit into approaches to projects that are wildly different as Agile is a Value and Culture driven Project Management Methodology.
I try to address some of the misunderstandings of the Scrum Master Role
You can see some of Scrum Master internal training videos that I did in past.
https://www.youtube.com/my_videos?o=U
How to Become an Indispensable Scrum Master
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
Moving a junior rep forward into a new role? What's the best way to set them up for success and ensure their comfort in the position? This is an example of getting those milestones outlined to help them in their new role transition.
Scrum 101 Learning Objectives:
1. Waterfall project methodology basics - what is waterfall and where did it come from?
2. Agile umbrella practices and frameworks - what is agile? what isn't agile? Where does Scrum fit in?
3. Scrum empirical theory - emperical vs. theoretical
4. Parts of the Scrum framework - roles, events / ceremonies, artifacts and rules
5. Features of cultures that use Scrum
Personally designed (content + graphics design), officially accredited AgilePM® (Agile Project Management) Foundation courseware.
AgilePM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Présentation de l'Agilité, conférence au Cara le 5 septembre 2017, à Lyon.
Introduction aux Scrum, Kanban, Lean Startup, Définition des Rôles Scrum Product Owner, Scrum Master, des cérémonies Daily Meeting, Démonstration, Product Backlog, Sprint, Coach, User Stories, Sprint Backlog, Increment, Sprint review, retrospective, sprint planning
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
We all know how important is trust for any team to deliver results. The question is, how to build trust in practice? We all heard that agile teams should be self-managed. The question is, how to develop a team that is able to self-manage and achieve results? We all understood that cross-functionality is crucial for development teams to be able to deliver "done" functionalities and absorb variations in the demand. The question is, how to make it happen in real life when companies are still hiring specialists? Some of our Agile teams have Scrum masters. The questions are, do we really need a Scrum Master? What should we expect from a good one? Using real-life examples from companies that made Agile their competitive advantage and from companies that failed to get results from Agile. Angel is going to share practical tools that you can use as a manager, leader, scrum master or team member to make trust, self-management, cross-functionality, and high performance a reality in your team.
Introduction to Agile software testing - The 5th seminar in public seminar series from KMS Technology which have been delivering from 2011 in every two months
For those new to Agile there is often an assumption made that the Scrum Master and the Project Manager are the same role.This is absolutely not the case. The two roles are very different and they each fit into approaches to projects that are wildly different as Agile is a Value and Culture driven Project Management Methodology.
I try to address some of the misunderstandings of the Scrum Master Role
You can see some of Scrum Master internal training videos that I did in past.
https://www.youtube.com/my_videos?o=U
How to Become an Indispensable Scrum Master
When I needed to do presentations of Scrum to executives and students, I started to look for existing ones. Most presentations I found were very good for detailed presentations or training. But what I was looking for was a presentation I could give in less than 15 minutes (or more if I wanted). Most of them also contained out dated content. For example, the latest changes in the Scrum framework were not present and what has been removed was still there.
Moving a junior rep forward into a new role? What's the best way to set them up for success and ensure their comfort in the position? This is an example of getting those milestones outlined to help them in their new role transition.
Leadership Explained (Be, Know, Do model)Aslan Umarov
Short Disclaimer:
Leadership has many different definitions and forms. Your company or circumstances may need absolutely different set up.
This material may be helpful for young leaders, especially in pressing situations, use it carefully.
As basis for this material I used “Be, know, do” formula and U.S. Army field manual “Battlefield Leadership”.
These principles are universal, well tested and work in many situations.
Never stop learning.
If you are interested in more material please contact me at: aslan.umarov@gmail.com
8 important soft skills freelancers need to have (1).pdfJagriti Rai
In this amazing slides of 8 important soft skills, you as a freelancer will learn that not only technical skills are going to help you in your freelance journey rather having a good knowledge of soft skills and interpersonal skills will boost your way of freelancing.
Soft skills are just as crucial for freelancers as technical skills, if not more so. While technical skills determine the expertise and knowledge in a specific field, soft skills encompass a range of interpersonal and communication abilities that facilitate success in the freelance world. Here's why soft skills are vital for freelancers:
1. Client Collaboration: Freelancers often work directly with clients, and effective communication and collaboration are paramount. Soft skills like active listening, empathy, and clear articulation help freelancers understand client requirements, build strong relationships, and deliver satisfactory results. By demonstrating strong interpersonal skills, freelancers can establish trust, mitigate conflicts, and foster long-term partnerships.
2. Client Satisfaction: Clients value more than just technical proficiency; they seek freelancers who can understand their needs, provide excellent customer service, and exceed expectations. Soft skills such as problem-solving, adaptability, and attention to detail enable freelancers to deliver tailored solutions, respond to changing client demands, and ensure client satisfaction. These skills contribute to positive feedback, repeat business, and referrals.
3. Time and Project Management: Freelancers juggle multiple projects simultaneously, requiring effective time management, prioritization, and organization skills. Soft skills like self-discipline, reliability, and the ability to meet deadlines are critical. They enable freelancers to manage their workload efficiently, deliver projects on time, and maintain a professional reputation.
4. Networking and Self-Promotion: Freelancers need to market their services and build a strong professional network. Soft skills like networking, interpersonal communication, and self-confidence help freelancers engage with potential clients, promote their work effectively, and seize new opportunities. Strong networking skills can lead to referrals, collaborations, and a steady stream of projects.
5. Adaptability to Changing Environments: Freelancers often encounter diverse clients, industries, and work environments. Soft skills such as flexibility, resilience, and the ability to learn quickly are essential for adapting to new situations and requirements. These skills enable freelancers to thrive in dynamic work settings, embrace new technologies, and stay ahead of industry trends.
While technical skills provide the foundation for freelancers, Freelancers who cultivate and emphasize their interpersonal, communication, and other soft skills position themselves for client satisfaction, and sustainable growth in the highly competitive freelance marketplace.
Let's explore the essential aspects of self-management and how they can help you lead by example: 1. Time Management 2. Emotional Intelligence 3. Personal Growth and Development 4. Stress Management 5. Integrity and Ethics
Leland Sandler: Leadership and Succession DevelopmentLeland Sandler
Leland Sandler's presentation on managing talent in the pharmaceutical industry. This presentation goes over leadership & succession development. More specifically, what it is, and how we do it. Visit http://lelandsandler.com/ for more information.
A good guide to the science of coaching and developing your employees as well as the basic skills needed as a supervisor. New supervisors will find this training helpful in making the transition from a position where they were technically proficient to one where they rely on their subordinates for that proficiancy.
It takes two to tango - why tech and business succeed or fail together v4.1 b...Luca Minudel
In this session, we will discuss how to achieve real technical excellence that matters to the Business, how to build trust between Business and Tech, and how Business can react quickly and beat the competition with help from Tech. After many years in professional software development, we experienced the impact of Business’ decisions on Tech, the importance of technical excellence for the Business, and the role of Software Craftsmanship/Craftswomenship in achieving technical excellence.
We learned that Tech is an enabler for the Business, that Business is a key stakeholder, that mastery in practices such as Software Craftsmanship/Craftswomenship leads to technical excellence that really matters. Then, in an unexpected turn of events, we learned these assumptions were flawed, it was much more than that.
Project management in the age of accelerating change - IT/Tech specificLuca Minudel
- What is Agile and why is becoming increasingly popular?
- For what types of endeavours Agile is best suited?
- What additional tools does Agile add to a PM toolbox?
- How does a traditional project differ from an Agile digital product delivery?
- What is the role of the PM in an Agile delivery?
This session gives a short introduction of Agile for traditional Project Managers and describes the structure, the steps and the activities of an Agile project from Inception to delivery.
Project management in the age of accelerating change - general non IT specificLuca Minudel
- What is Agile and why is becoming increasingly popular?
- For what types of endeavours Agile is best suited?
- What additional tools does Agile add to a PM tool box?
- How does a traditional project differ from an Agile digital product delivery?
- What is the role of the PM in an Agile delivery?
This session gives a short introduction of Agile for traditional Project Managers, and describes the structure, the steps and the activities of an Agile project from Inception to delivery.
What is Agility?
What are the characteristics that contribute to Agility?
What are the team/org structures that support Agility?
What are the challenges that require Agility?
From Continuous Integration to Continuous Delivery and DevOpsLuca Minudel
An overview of Continuous Delivery from a business and a technical point of view.
Includes an overview of:
- business value proposition of CD
- prerequisites and tips for CD implementation
- CD implementation was stories and strategies
- CD technical practices
Draft your next training course with ideas from Training from the Back of the...Luca Minudel
A personal approach on applying the 4Cs techniques for the book 'Training from the Back of the Room!' starting from the end like the legend of the Phoenix.
Pratica avanzata del refactoring (2004)Luca Minudel
Abstract
- Perché fare Refactoring?
Riconoscere le situazioni ed i problemi che si risolvono con il Refactoring
- Quali i prerequisiti per fare Refactoring?
Dotarsi del necessario per applicare il Refactoring in continuo miglioramento
- Come comprendere e reagire ai feedback del codice?
Esempio "Live" di Refactoring del 2° tipo applicato al codice dell'interazione utente
Agility: The scientific definition of how to be(come) AgileLuca Minudel
Many talks about doing Agile versus being Agile. The session presents a scientific definition of Agility, how to move from doing Agile to being Agile. Characteristics of Agility that can be enhanced, inhibitors the can be reduced and removed and contexts where Agility is an advantage are all presented in this session. All this enables you, a team and an organization to decide when and to know how to go from doing Agile to being Agile.
References
The content of this session is based on studies and experiments promoted by U.S. DoD and NATO research and presented in these books:
The Agility Advantage: A Survival Guide For Complex Enterprises and Endeavors; David Alberts; 2011.
Power to the Edge: Command...Control...in the Information Age; David Alberts and Richard Hayes; 2003.
Lightning talk: Active Agility, the magic ingredient of Lean and AgileLuca Minudel
Many talks about doing Agile versus being Agile. The session presents a scientific definition of Agility, how to move from doing Agile to being Agile. Characteristics of Agility that can be enhanced, inhibitors the can be reduced and removed and contexts where Agility is an advantage are all presented in this session. All this enables you, a team and an organization to decide when and to know how to go from doing Agile to being Agile.
References
The content of this session is based on studies and experiments promoted by U.S. DoD and NATO research and presented in these books:
The Agility Advantage: A Survival Guide For Complex Enterprises and Endeavors; David Alberts; 2011.
Power to the Edge: Command...Control...in the Information Age; David Alberts and Richard Hayes; 2003.
Software development in Formula One: challenges, complexity and struggle for ...Luca Minudel
This is an experience report based on more than 3 years (2006-2009) of software development in F1 with Scrum, Lean and XP, developing evolving and maintaining software to support the F1 racing team from the vehicle conception and throughout every test and race.
In these 3 years I promoted and supported the advancement of the existing Agile practices in my team and then for all the software development teams of the F1 racing team.
How was this experience? It was dense and intense. What made it valuable? It was:
- the unique context characterized by very high levels of competition, speed and unpredictable rapid changes.
- the challenge of doing computer programming in an F1 team: the team and I had to learn and invent how to work with a code-base that is very large and long lived, a product that is uncommonly complex, in an organization that has high levels of interdependency and with technologies and competitors that are fast moving targets. We found ourselves far behind the boundaries where centralized top-down approaches could possibly work and where a book, a school degree or an expert could possibly reveal the right answer.
We had to do software development in extreme conditions and push ourselves to the limit as F1 drivers that really push and find the limits with the aim of outperforming competitors.
Have we survived this chaos? How did we survive? Which team and coding practices emerged? This experience report will look at the answers to all those questions and will try to answer questions from participants.
Refactoring legacy code driven by tests - ENGLuca Minudel
re you working on code poorly designed or on legacy code that’s hard to test? And you cannot refactor it because there are no tests?
During this Coding Dojo you’ll be assigned a coding challenge in Java, C#, Ruby, JavaScript or Python. You will face the challenge of improving the design and refactoring existing code in order to make it testable and to write unit tests.
We will discuss SOLID principles, the relation between design and TDD, and how this applies to your solution.
Reading list:
Growing Object-Oriented Software, Guided by Tests; Steve Freeman, Nat Pryce
Test Driven Development: By Example; Kent Beck
Working Effectively with Legacy; Michael Feathers
Agile Software Development, Principles, Patterns, and Practices; Robert C. Martin (C++, Java)
Agile Principles, Patterns, and Practices in C#; Robert C. Martin (C#)
Refactoring legacy code driven by tests - ITALuca Minudel
Are you working on code poorly designed or on legacy code that’s hard to test? And you cannot refactor it because there are no tests?
During this Coding Dojo you’ll be assigned a coding challenge in Java, C#, Ruby, JavaScript or Python. You will face the challenge of improving the design and refactoring existing code in order to make it testable and to write unit tests.
We will discuss SOLID principles, the relation between design and TDD, and how this applies to your solution.
Reading list:
Growing Object-Oriented Software, Guided by Tests; Steve Freeman, Nat Pryce
Test Driven Development: By Example; Kent Beck
Working Effectively with Legacy; Michael Feathers
Agile Software Development, Principles, Patterns, and Practices; Robert C. Martin (C++, Java)
Agile Principles, Patterns, and Practices in C#; Robert C. Martin (C#)
Continuous Delivery (CD) is often thought to be within the purview of tech practitioners – developers, testers, operations, delivery managers, etc. However, the industry is fast realizing that CD is actually more of a business decision. CD can be the game changer to help the organization stay a step ahead by delivering value to the customer reliably and frequently. CD isn’t a geeky fad, but a huge business enabler vouched for by Facebook, LinkedIn, Flickr and the like. In this session I’ll Introduce the principles, the practices, the tools, and the business value proposition of continuous delivery both from a business point of view and from a technical point of view.
Welcome to the Program Your Destiny course. In this course, we will be learning the technology of personal transformation, neuroassociative conditioning (NAC) as pioneered by Tony Robbins. NAC is used to deprogram negative neuroassociations that are causing approach avoidance and instead reprogram yourself with positive neuroassociations that lead to being approach automatic. In doing so, you change your destiny, moving towards unlocking the hypersocial self within, the true self free from fear and operating from a place of personal power and love.
2. Guidelines
A) Assess your skills
Fill your radars (skills, traits, and undesired traits) using the levels
descriptions you find here.
B) Plan your improvement
Identify a competence you really whish to improve and explore it.
Have a mentoring conversation with a more experienced Agile
Delivery Manager.
C) Track your progress
Collect feedback to measure your progress. Update periodically
your radars, and have a follow-up mentoring conversation.
3. Agile Delivery Manager Self-Assessment
Guidelines for self-assessing your skills level
1) The levels you are going to identify for each one of your skills are personal and relative to you.
Using radars to compare a skill level between two coaches makes no sense: it’s like comparing
velocity between two teams. Radars are placeholders for a conversation, exactly like user stories,
between you and a mentor.
2) When you assess your level of a skill, remember the purpose is to identify and visualise
opportunities for improvement and to track your progress over time. Rating yourself too high or too
low would defeat the purpose.
3) Tip: you can print or draw the radars on paper, or you can download the radars’ deck and edit
each radar’s chart adding your data and saving the deck.
A) Assess your skills
B) Plan your improvement
C) Track your progress
4. Agile Delivery Manager Levels
Level 0: Tourist
Never heard about that!
Level 1: Just starting
Rule based behaviour, strongly limited and inflexible
Level 2: Improving
Incorporates aspects of the situation and context
Level 3: Capable
Act consciously taking into account long term goals and plans
Level 4: Expert
Sees the situation as a whole and acts from personal conviction, invents and
introduces small scale innovations, personal improvement is self-sustaining
Level 5: Globetrotter
Has an intuitive understanding of the situation and zooms in on the central aspects,
has an easy and creative way of doing things, invents and introduces large scale
innovations to deal with truly unique situations.
5. Agile Delivery Manager Self-Assessment
Lean-Agile
Mastery
Knowledge and understanding of Agile, Lean, Scrum, as well as other frameworks such as Kanban, ScrumBan,
eXtreme Programming, Scrum/XP hybrid, Lean Startup, and other lean and agile hybrid approaches.
Enacts in everyday work Lean/Agile mindset, values and principles, and masters various Lean and Agile
practices. Knows the whats and the whys.
Having experienced Agile and Lean in various teams, organizations, and industries. Has a direct experience of
what good looks like in Lean and Agile.
Being a reliable, trustworthy source of experience, wisdom, and recommendations. Being someone, like a
mountain guide, you can entrust when you need it most with your journey toward lean and agile excellence.
Training &
Mentoring
Ability to effectively train team members on Lean and Agile mindset and values and principles, on Lean and Agile
ways of working and related practices, on deep collaboration and co-creation, on problem and solution co-
evolution, on non violent communication (or equivalent techniques), on giving and receiving effective feedback.
Ability to upskill business stakeholders, managers, and team members on lean and agile ways of working.
Ability to offer the right knowledge at the right time in the right way, so that individuals, teams, and
organisations learn what they need to support their goals.
Facilitation
Ability and the experience in facilitating agile recurring meetings and ceremonies, including bigger and more
complex workshops such as Inception.
It’s the ability to facilitate discussions, to facilitate common understanding, to manage conflict, to facilitate
consensus making and collective sense making, to help collective decision making.
It includes the ability to practice active listening with curiosity, openness, and without being judgmental. It consists
in perceiving what has been told, emotions, body language, posture, tones, and the surrounding context and
environment.
6. Agile Delivery Manager Self-Assessment
Product delivery
management
It’s the knowledge, understanding, and experience in agile release management that includes the ability to
manage backlog priorities and estimates, to create agile roadmaps, to define delivery success criteria, to express
delivery constraints using the agile triangle, to identify risks and unknowns and prioritise accordingly.
It’s the knowledge and experience of agile management principles such us those for example described in Radical
Management and Management 3.0. It includes the ability to adopt different management approaches that fits the
specific challenge at hand, as described for example in the Cynefin framework.
It’s also the ability to track, visualize and report on the progress of the delivery (scope, schedule, quality,
financials, team health) at iteration, release and programme level. It may include hiring, stakeholder relationships
management and communication.
It includes the knowledge of different techniques and practices to be a servant leader to self-organising teams.
Dependencies
management
It is the ability to help team to identify, visualise, weight, and manage dependencies. It includes both technical,
business and people related dependencies. It includes both things that team is depending on and things others
are depending from the team.
It’s also the ability to manage stakeholders, inform them on the status of the dependencies and get updates on
dependencies from supplier teams, and handle the consequences.
It includes the ability to organise dependent work in ways that suits the circumstances (e.g with queues, staggered
sprints, or syncronised sprints).
Enterprise agility
Knowledge and understanding of traditional and modern organisational culture, organisational development,
ogranisations.
Understanding of traditional and modern organisations structure (e.g. hierarchical organisations, networked
organisations, flat organisations), functions (e.g. PMO, Marketing), and governance processes.
Having direct experience of different organizational cultures and their relation with Scrum and lean/agile. Having
direct experience of paradigms shift related to lean/agile mindset, and of agility at business and organisation level.
Understands and applies lean/agile theory for organisations, including for example systems dynamic, and complex
adaptive systems.
7. Personal Traits Levels
Level 0:
The trait is absent or the opposite trait is present
Level 1:
The trait is present in you as much as in most of the people around you
Level 2:
Some acquaintances, friends or co-workers would mention the trait when asked about your
traits. You can mention some events and behaviours where you exhibited the trait.
Level 3:
You consistently exhibit the trait over time and consistently whenever it’s appropriate. You
can mention several events and behaviours where you exhibited the trait. The opposite trait
is not part of your coping mechanism even under stress.
Level 4:
Almost everyone recognises it as one of your key strong traits.
Level 5:
You are a role model for the trait.
9. Personal Traits Self-Assessment
Initiative
The ability and tendency to assess and initiate things independently. The ability to act first or take charge on one's
own without first being requested to do so or before others do. The ability and tendency to initiate: to start an
action, including coming up with a proposal. The readiness to embark on a new venture. Having a fresh approach
to something; a new way of dealing with a problem.
Flexibility
The willingness to change or compromise. The quality of bending easily without breaking.
The extent to which a person can cope with changes in circumstances and think about problems and tasks in
novel, creative ways. Even in case of stressors or unexpected events.
Optimism
Hopefulness and confidence about the future or the success of something.
A disposition or tendency to look on the more favoruable side of events or conditions and to expect the most
favourable outcome.
10. Personal Traits Self-Assessment
Resilience
The ability to properly adapt to stress and adversity.
The ability to recover from or adjust to misfortune, damage, change or a destabilizing perturbation in the
environment. The ability to become strong, healthy, or successful again after something bad happens.
Determination
The firmness of purpose.
The quality that makes someone continue trying to do or achieve something that is difficult.
Having the positive emotion that involves persevering towards a difficult goal in spite of obstacles.
Detachment
The state in which a person overcomes his or her attachment to desire for things, people or concepts of the world
and thus attains a heightened perspective.
The ability to manage emotional boundaries, to find the proper level of emotional engagement, in order to allow
the space needed to rationally choose, maintain integrity and avoid undesired impact by or upon others.
The ability to maintain neutrality, serve the coachee’s agenda, reduce coachee dependence, not colluding with the
coachee’s desire to accommodate their dysfunctions or limitations without attachment or judgment.
11. Personal Traits Self-Assessment
Discernment
The ability to obtain sharp perceptions and to judge well.
The ability to see and understand people, situations and things clearly and intelligently.
The quality of being able to grasp and comprehend what is obscure such as hidden context, implicit assumptions,
intangible things, mutable and uncertain circumstances.
Supportive
Providing encouragement, emotional help and support. Being informative. Being sympathetic. Having and
showing concern. Appreciating present strengths, successes, and potentials. Recognizing and searching the best
in people and helping them to envision what they can achieve.
13. Personal undesired traits
Directive
Preference to direct others, to assign tasks and supervise people and resources.
Propensity to define and enforce standards, guidelines and rules.
Predilection to positions of authority in a top-down hierarchy.
Defensive
Being concerned with guarding against threat of criticism.
Perceiving openness, transparency, fluid roles and responsibilities, honest feedback as threats.
Being anxious and avoiding to exit the comfort zone, to express opinions or take positions in public.
The feeling that one has to justify his/her behaviour and act as though questions are attacks on him/her.
Judgmental
Having or displaying an overly critical point of view.
The conviction that when there are 2 different opinions or points of view, one must right and the other must be
wrong; and that most problems admit one optimal solution.
The tendency to think that a truth, a value or a best practice does not admit exceptions and does not depend on
contexts, circumstances or personal preferences.
Low threshold to
frustration
Getting easily stressed.
Getting irritated or angry when facing small frustrations that would just annoy other people.
Reacting disproportionally to adversities.
Favouring immediate pleasure or avoidance of pain over avoiding long-term stress and defeatism.
14. LUCA MINUDEL - LEAN-AGILE COACH & TRAINER
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