The document provides guidance and tools for coaching and developing teams, outlining frameworks for agile coaching, techniques for facilitating retrospectives and improvements, and strategies for helping individuals and teams overcome challenges through focused development. Key elements discussed include visualization tools, limiting work-in-progress, managing flow, and improving collaboratively using the scientific method.

1. Coaching & Desenvolvimento de Times
@diego_pacheco
about .me/diegopacheco

2. Sim, Eu trabalho com TI…
(Gosto de Dinossauros)
diego.pacheco@ilegra.com
@diego_pacheco
diego-pacheco.blogspot.com
github.com/diegopacheco

3. #coachilegra11

4. Let me remind you on Agile / Lean...

5. Yes,
Agile &
Lean /
Kanban !!!

6. http://agilemanifesto.org/

7. Agile
>
Scrum

8. Thomas Jefferson
In matters of
style, swim with
the current;
In matters of
principle, stand
like a rock.

10. Lean
Why do it at all ?
Remove Waste

13. Respect People

14. Kanban is 80% about People!
"Putting people in good systems results in better results than putting people in bad systems – so
attending to the systems will help the people's behavior" via @alshalloway

15. The Essence of Kanban is…
1. Visualize the Workflow
2. Limit WIP
3. Manage Flow
4. Make Process Policies Explicit
5. Improve Collaboratively (using Models
and the Scientific Method)

16. http://agileconsulting.blogspot.com/2011/07/explaining-why-limiting-wip-is-so.html

18. Deming’s 14 Points

19. Deming – Beyond Process and tools...

20. Getting Started
So… Out Coaching Training Begins 

21. I’m afraid of Cthulhu (and talk about...
Psychology, People, Teams and my-self being bad
interpreted… )

22. Difference between Management & Leadership

23. The difference is…

24. Coach, Your journey just began...

25. Why do Coaching ?

26. John Wooden has the answer(At least for me)

27. #1 - Group activity – Working Agreements + Consensus Notes

28. I coin my own definition(1934)…

29. John Wooden Success Pyramid...

30. Coach, How it works…

31. Like in XP. It’s time for a metaphor... Or more than one...

32. Coaching as Training Wheels

33. You are a Gardner! You grown teams.

34. Coach as Gardner...
Focus ON/OFF
Coaching Tools (Tool set)
The System

35. People are not Resources.

36. Coaching focusing on LONG TERM...

37. Coaching is more than feedback(seed).

38. Coaching is HARD Work(Harvest).

39. 2 coaching manifestations – Coaching

40. 2 coaching manifestations – Agile Coaching

41. Let’s start talking about PURE Coaching

42. Coach % People & Teams

43. ASK Questions. Don’t give easy answers!

44. Coach a Coach Like a hospital...

45. Everything must have...

46. Purpose - Create PUBLIC Ownership/Mastery.

47. Purpose - Be Passionate...

48. HAKA… wtf ?

49. CHA = Conhcimento + Habilidade + Atitude

50. Lead by Example – You need believe...

51. A tree MUST BAND...

52. Stewardship... Power to loose power

53. Mind your language – Focus to Grow the team,

54. Deliberate Practice

55. Deliberate Practice (Deming was ALWAYS right)
People
are
Good!
85% of the
problems are
about People

56. Discipline...

57. Discipline... Is not dictatorship !!!

58. Lots of Patience...

59. Be Aware... Things that coach must know...

60. #B0 - Obvious – There is no such as thing.

61. #B1 - ...Unfortunately.

62. #B2 - Listening Filters

63. #B3 – Effective Learning – Teach !!!

64. #B3 – People need Teach to Learn...

65. #B4 - Influence

66. #B5 – Where you are as a Coach?

67. #B6 – What really Motivate us ?

68. #B7 – Be aware of people needs...
Something's that every PEOPLE want!
You need be conscious about it...

69. #B7 – People make Progress and SEE it...

70. #B7 – People want you recognize they...

71. #B7 – People want feel unique, special,
exclusive and you threat they that way...
BUT be careful with EGO.

72. #B7 – People just want feel...

73. #B8 – Maslow's Human needs model

74. People Limit they self's... Believes that limit!
Seek and Destroy this believes! (Remember TOC?)

75. As a Coach you Focus on...

76. #F1 - As a Coach you job is promote change...

77. #F2 - CommandIntent VS C2
Command Intent VS C2

78. #F3 - Make conditions to people be Empowered.

79. #F3 - Make conditions to people be Empowered.

80. #F4 - Make communication Effective.

81. #F5 - See & Threat -- Team Dysfunctions

82. #F6 – Help People to Self-Organize

83. #F6 – Help People to Self-Organize - Removing Waste

84. #F6 – Help People to Self-Organize – Mind Mapping

85. #F7 – Pomodoro – Time Management, Focus & Productivity

86. #F8 - Tuckman's forming, storming, norming & performing
Bruce Tuckman (1965)

87. #F8 – Shu Ha Ri
RI
Advising
HA
Coaching
SHU
Teaching

88. #F8 – Change Styles – Help the team to Self
Organize - Where you want to go ?

89. #F8 – On the road to self-organization...

90. #F9 – Forget some tools!
People must do it manually.

91. #F10 – Manage Constraints instead of People!

92. #F10 – ADD / REMOVE Constraints Experiment...

93. Some Coaching Tools... To help in your journey.

94. #T1 - System Thinking – Tree/forest metaphor
From far = Symptoms, Close you see the root cause

95. #T1 – System is a group of independent but
interrelated elements comprising an integrated whole.
Systems Characteristics
• Structure (Composition of elements)
• Behavior (Process - Input - output)
• Interconnections (Structural & Functional Relationship)
• Emerging Properties(Not appear on individual elements)

96. #T1 – Butterfly Effect – There is Cause &
effect between the parts of the system.

97. #T1 – Root cause – The cause who generate
the bigger number of effects.

98. #T1 – System Thinking in Action

99. #T1 - System Thinking – Big Picture

100. #T1 - System Thinking – Communicating danger signals

101. #T1 - System Thinking – Tools

103. #T1 - 5 whys
Don’t attack
the symptoms!

104. #T1 - Critical Chain

105. #T1 – System Thinking - Diagram of Effects

106. #T2 – SWOT

107. The Enterprise Game

108. #T3 - Visual Thinking

109. #T3 – Visual Thinking - Materials

110. #T3 – Visual Thinking - Kanban board

111. #T4 - Toyota Kata: Continuous Improvement
* http://www-personal.umich.edu/~mrother/Homepage.html

112. #T4 - Toyota Kata: Coaching

113. #T5 - Let it go... DELEGATE

114. #T5 - Beware of the Exposure. Good or Bad ?

115. #T6 – Facilitation Cards

116. #T7 - Do Experiments... Learn from they.
• Work from home
• Give People your responsibilities
• Change people seats
• Actions * Book & Movie Club
• Say something BUT don’t do it
• Let people alone in meetings
without upfront notification
• Listen and DO NOTHING - when
people they expect you to kick
their asses.

117. #T7 - inspect and adapt

118. #T8 - This is not Feedback...

119. #T8 - ...Struggle to change... Feedback is not enough.

120. #T8 - This is Feedback.

121. #T9 - Observation is everything!

122. #T9 - Observation at the ACT

123. #T10 -(Breath and Reflect)*

124. #T10 -(Breath and Reflect)* - Awareness

125. #T11 – GROW a coaching model...

126. Agile Coaching... Now an Specific Kind of coaching
124

127. Agile Coaching - Facilitation

128. Agile Coaching - Reaching Agreement

129. Agile Coaching – Learning from failure

130. Agile Coaching – Spread Success

131. Agile Coaching – Enlisting Support

132. Agile Coaching – Conflict Navigation

133. Agile Coaching – Failure Modes

134. Agile Coaching – Failure Modes

135. Agile Coaching – Success Modes

136. Agile Coaching – Success Modes

137. Agile Coaching – Big Visible Charts

138. Agile Coaching - Retrospectives

139. Start Soft  PI NI PE NE

140. Look real data... Avoid Judgment

141. Improving Visualization & Structure

142. Too Many issues ?

143. Team Priority Colors

144. Structure & evolve after sometime...

145. Team Values - ...OR Attitudes.
• XP
• Attitudes

146. Custom Team Values

147. Force Field Analysis
• Brainstorm
• System Thinking
• Easy to get
started.

148. Force Field Analysis

149. Fishbone

150. Fishbone

151. Fishbone

152. ROTI – Retrospective of Retrospective...
• Problem Solving
• Move Forward
• Information

153. SMART Goals – Don’t buy weak goals.

154. People / Team Value Mapping

155. Build a Retrospective Timeline

156. Agile Coaching – Reinforce the right
process and practices for you team.

157. Feedback happens everywhere

158. You need enforce engineer practices
Lean

159. Help people to work around stories...
Como usuário <USER>
Eu quero<FUNCTIONALITY>
(Então isso <BENEFIT>)
INVEST in Good Stories, and SMART Tasks
I - Independent
S - Specific
N - Negotiable
M - Measurable
V - Valuable
A - Achievable
E - Estimable
R - Relevant
S - Small
T - Time-boxed
T - Testable

160. Teach people to explicit deal with Tech Debt.

161. Teach people to work on waves...
Dirt Road Cobblestone Road Highway
Time
Complexity
Value Added
Scalability
Risk

162. Why care about Continuous Integration

163. Encourage Conversations

164. Encourage CODE Standars...

165. Encourage Refactoring

166. Encourage TDD – For better design

167. Levels of testing – Leverage your protection!

168. Integrations Testes - Chart

169. Software Architecture Is a big deal!

170. Pair Programming

171. Pair Programming

172. Pair Programming

173. Brain Sync

174. Pair Programming

175. Define Team Rules(sometimes Constraints)
Some stuff that I’m doing(examples)...

176. Money Works(You to pay the Retrospective Beers...)

177. Taxes can be fun... In agile at least =)

178. Working Agreements

179. Local Custom Process Enforcement

180. ...Small but important things as well, Nothing to hide...

181. Vacations…

182. Responsibilities must be explicit and visual.

183. Take Actions... Sometimes you need trust your GUTS.

184. * Of the week – (15)

185. Clubs... (Think in your team needs...)

186. Vacation Presentation PLUS BLIND Change (3 weeks)

187. Agile is not Religion (Be careful) Daily Example...

188. Let’s become heroes...

189. Don’t Change the culture, Change
the System, change the world!

190. Promote the Culture... Changing the System!
Some stuff that I’m doing...

191. DOJOs – CODE – Lighting Talks + ...

193. FREE Food has a important place...

194. Shared Code, Ideas and Standards
(Code review, Pair programming, Dojos, Lighting Talks...)

195. One team, One problem, One CODE...

196. Always with Retrospectives...

197. Don’t forget the fun...

198. Architect As Coach & Devs
Some thoughts about my 2 functions...

199. 2 Hats – NOT SO EASY!

200. Architect As Coach & Devs
Agile Constraints
Process
Dev.
Services
Software
Software Architecture
Architecture
Customer
(Team – As Devs) (Me – As Coach)

201. A Coaching Story... (Wrapping up)

202. Teach Kung Fu? ...It depends on the reason(Purpose).

203. There is no such thing as bad students.
ONLY Bad Teachers!!!

204. …Stupid stuff, really ?

205. Jacket on. Jacket off. Hang the jacket. Jacket off. Put it
on the ground. Now, hang the jacket... with attitude.

206. ...Change the mindset, changing the system first!
http://www.mindset.ws/images/misc_elements/iceberg-diagram.gif
http://blog.anascimento.net/wp-content/uploads/2010/02/Scrum.jpg

207. "Kung Fu is in everything we do. How we put on a jacket,
how we take off a jacket, how we treat people. Everything
is Kung Fu."

208. Drive out fear.

209. Recommended Books

210. Recommended Books

211. Recommended Books

212. Coaching Game

213. Fishbowl Conversation

214. Coaching & Desenvolvimento de Times
Thank You !!!
@diego_pacheco
about .me/diegopacheco

215. #coachilegra
10:00 – 10:15 – Warm Up
10:15 - 12:00 - Lecture Part 1 / Mini Dynamic Activity 1
12:00 - 13:00 - Break for Lunch
13:00 - 13:30 – Warm Up / Mini-Game
13:30 - 14:40 - Lecture Part 2
14:40 - 15:00 – Coffee Break
15:00 - 16:00 - Fish Bowl
16:00 – 17:30 - Coaching Game
17:30 - 18:00 - Retrospective

216. Coaching Game – Create a Story for me Please.

217. Coaching Game – The Scope (Drew me ALL in ONE
Story Developer

218. Coaching Game – Agile Tools
Process
Planning(10 mim)
Retrospectivo(15 mim)
Tools
Pairing standup 2 mim meeting
Feedback value mapping
Cartolina + Postits + Canetinhas

219. Coaching Game – The Characters
Não concorda com nada
Sabotador
Precisa falar sempre(Pouco sensivel)
Vai sempre na direção Oposta
Tem medo, repete muito as coisas
Excelente executor de tarefas
Leprechaun
Sabe de uma informacao muito util
Concorda com tudo mas nao fala nada
Subestima seu valor, ODEIA quem discorda
Muito Emotivo

220. Coaching Game – The Characters
Gossip Girl
Perde o foco muito facil
Aceita Feedback, mas nao muda
Demora para executar tarefas
Nao confia em quem nao fala nada

221. Coaching Game – Better & Worst
Sabotador
Explica para ele o Por que das coisas
SE Seu medo é removido
Medo de nao ser reconhecido
Por que ninguem seu trabalho
Leprechaun
Se mostrado como ele eh importante ao
time, e que precisam dele
Se tratado com muita educacao

222. Coaching Game – Better & Worst
Gossip Girl
SE pedido para usar uma ferramenta
de gerenciamento de tempo
Se dado um norte mais concreto