The story of one team
•Download as PPTX, PDF•
0 likes•181 views
One team hired an agile coach to help them transition to a new way of working. The coach helped the team focus on work rather than individuals and asked questions to uncover blockers or ways to help the team work faster. As an external coach, they did not stay with the team long-term. The document recommends that teams work with a coach for at least 3 months and appoint an internal team coach to continue growing the team's knowledge of agile practices after the initial external coach leaves.
Recommended
More Related Content
What's hot
What's hot (15)
More from Growing Agile
More from Growing Agile (20)
Recently uploaded
Recently uploaded (16)
The story of one team
- 1. The story of one team One teams journey with an agile coach – the ups and the downs
- 7. Focus on Work as opposed to what people are doing What is happening? What can be started? Is there anything anyone else can do to help get it done today? Is anyone working on anything else? Any interruptions or problems that need rolling out the way, or dealing with? Anything that can help you go faster as a team.
- 13. The horrible part As an external coach, I don’t get to hang around. I move on and lose touch.
- 14. So what happened to the team? Some notes for Ian
- 15. Lesson Get help from a coach Get help for at least 3 months Find a way to grow and keep the knowledge (Team Coach) Have the Team Coach continue getting assistance
Editor's Notes
- My story as a coach. Does the team want this? Does the manager want this? What is behind this need? What is their history? Do they have any pressures in the near future? So a 1 day to address the above and build trust and get on the same page as the team. I had previously trained 90% of the team a month earlier. General idea of what to look at and then use my experience and intuition to guide the rest of the day.
- Step 1 – visualise all work All work coming up for the team and all important deadlines for next 3. months Step 2 – regain focus Pull out all tasks related to the 2 deadlines (bottom half), all other work in top half.
- Step 3 – Refine/Groom highest priority. Mindmap Green – test thinking Red – concerns/ teamlets /other X (cross)– not in scope Tick – done
- Step 4 – new team process A few changes to experiment with [1] one week sprints [2] check & adjust standups [3] work in teamlets on an item (2-3 people) [4] Steve as ‘Jessie’ [5] Show Me Column [6] Team to write test scenarios Step 5 – planning for first sprint In groups of 2-3 discuss top 3 work items and break into small tasks (<1hr) Think about testing, test data, external dependencies. Take about 45min for this. Feedback to team: what you did, any design decisions and final thinking Step 6 – commitment for sprint and teamlet leads TOP 3 – due Friday 7 Sep [1] Consignment – 1 screen (edit, view, add) – Richard A [2] Consignment Note - Ben [3] Unique Barcode Generation - Brent
- Per priority item
- Sprint 1 (or 48) Jira vs boards… Jessie Concerns There appears to be a lot of pressure on the team. There are many deliverables and demands, and they don’t seem to fit with the teams capacity.
- Sprint 2 (or 49)
- Sprint 3 (or 50) Prioritised Jessie list of improvements
- The perfection game
- Rules around Jessie. Having a BA and a Dev focus on this. Remove deployments off the workload of Jessie.
- Maybe a 3 minute story from Ian