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Agile Enterprise coaching
- 1. “Enterprise Coaching” The Ladderfor Success Ashutosh Rai Agile Coach, Trainer, Transformation Consultant. 16 year IT Exp., SPC 4, PSM, DAD, Kanban Agenda • Coaching Challenges • Coaching Cycle • Experience Sharing • Coach Evolution • Adaptive vs Define • Do’s and Don’ts • Coaches from Mythology
- 2. Common Challenges Noone common organisation wide goal or vision for transformation. Focus of changing process or structure instead of Behaviours or Culture Every one wanted to be successful with Agile Start with development teams (Leadership understands it) Only help to make them do the right practices Teams are complaining about adding more work due to new process Focus on major problems Metrics driven have more wattage then Value driven Development wanted to change but business is not in our control. Change from Managing to Leading And many more…..
- 3. • . Startwith Mentoring, trainings & hand holding sessions. • Be an observer and let teams lead it. • Help to improve where required. • Define Strategy around learnings. (Goal, Culture, Technology & Process) • Understand organization (Goal, Culture, Technology & Process) Quick Learner Strategy Architect Mentor, trainer Lead by example Facilitate Check Improve Sustain 1 4 2 3 Coaching Cycle
- 4. Organisation Objective/Goal Outcomes /Expectation Type ofOrganisation Global/ Local Product/project/IS Co-located/ Distributed Goal with Agile Global/ Local Process/ Technology Culture /Metrics Expectation from Agile Deliver Fast Resolve all Conflicts Value from Agile Quick Learner . . ..
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- 6. Help to Understand Handholdingsessions Trainings with live examples Mentor with your experience . . ..
- 7. Facilitate - Coach- Support Coach to facilitate Coach to Self organise Support Failures Coach to Inspect & Adapt 1 2 34 . . ..
- 8. • Coaching backlog •Collaboration • Trust • Transparency • Self organize teams • Team understand the value of doing • Team improve by learnings • Keeping the goal in mind you can have your coaching backlog Created. • Process to achieve Goal • Type of Organization • Culture • Practices • Competency areas Quick Learner Strategy Architect Mentor, trainer Lead by example Facilitate Check Improve Sustain 1 4 2 3 Summary
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- 10. Enterprise Portfolio Product Release Iteration Day Vision Priority Value Process Tools Goal Priority Process Tools Technology Practices Both are importantfor Agile transformation Strategy Team Vs Enterprise
- 11. Its all aboutMindset Agile Sucks Agile does not works for us Agile May works for us, but not for our Organisation Agile Works for us. Let us try more Agile is the best fit for our organisation. Lets learn more Comfort Zone Hate Changes Understands Agile Desire to Start, but Resist Let me try, but this can not a fit for organisation like we are. Teams found it great. Eager to adopt and change Organisation believe in it. Business sees value of adoption Teams wanted to see change but afraid of failing. Support to embrace change Teams wanted to be the part of change and excel with trust. Experiment & Improve
- 12. Coach Support Agile Sucks Agiledoes not works for us Agile May works for us, but not for our Organisation Agile Works for us. Let us try more Agile is the best fit for our organisation. Lets learn more Belief in agile Allow to fail Servant leader Protect and trust Help Team to experiment Evaluate and focus on Improvement Let team see and feel changes Introduce principles behind practices Empower the team Coach on Kaizen Coach to care each other and have trust Team is formed Coach team to be a customers Eye and feel Let the team decide the best for customer Teams wanted to see change but afraid of failing. Support to embrace change Teams wanted to be the part of change and excel with trust. Agile is never ended ongoing improvement process
- 13. Evolution of Coach Exact •Discipline of doing • Create awareness Ensure • Follow Rules and Principles • Lead by example Experiment • Bend the Rules without compromising with values • Innovate Evolve • Help people to Organize • Let the people lead (Detach yourself)
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- 15. Do’s Listening. Thinking.Speaking. Encourage and challenge to work smartly Owning the outcome (specially if failure ) Finish Conversation with actionable points Ask “What other can we try to be more valuable” Have to Goal in your mind but focus on Effort(PROCESS) to achieve the goal Listen to understand not to answer Coaching backlog (change priority as needed)
- 16. Do’s Raising Awareness Have a good Connection Care about the person Achieving Clarity Curiosity to understand everything (Process, technology, culture) Challenge the thought process (What is holding back) Confidence to take risk based on the understanding you have gained (Build Trust) Commitment of coach (Towards the process and organisation you are coaching) Decide Goal
- 17. Don'ts Jumping toSolution. Answering without understanding. Ending discussion without outcome. Taking without confidence. Creating process debt. Doing 8 hrs Job Become Manager Start Consulting Hide the truth (not even about yourself) Scared to Fail Start without benchmarking Biased towards a framework
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- 20. Great Indian CoachHistory
- 21. Thank you AshutoshRai aria@Xebia.com, ashurai77@Hotmail.com Ashurai77