attaining agile fluency: coaching techniques - focus on goals over process
TRANSCRIPT
Attaining FluencyCoaching Techniques - Focus on Goals OVER Processes
Ravi Kumar [email protected]
March 27 2015
Setting the StageCOACHING ? ROLE OF AN
AGILE COACH ?
1 Minute
“…helping to identify the skills and
capabilities that are within the person, and enabling them to use them to the best of
their ability” — wikipedia
1 Minute
Individuals and Interactions over Process and Tools
Agile Fluency Model
Team Culture Shift
Start:Building Code
A Team’s Path Through Agile Fluency
Focus on Value★
See progress from business perspectiveRedirect teams when needed
Deliver Value★★
Ship on market cadenceCapture value frequentlyReveal obstructions early
Optimize Value★★★
Make excellent product decisionsEliminate handoffs
Speed decision making
Optimize for Systems★★★★
Cross-pollinate perspectivesStimulate innovation
Optimize value stream
Team Skills Shift
Organizational Structure Shift
Organizational Culture Shift
For more information, visit:agilefluency.com
© 2012 James Shore and Diana Larsen.You may reproduce this diagram in any form so long as this copyright notice is preserved.
Where do want the team to
BE?
What INVESTMENTS are
you ready to make?
What TIME FRAME are you
looking at?http://martinfowler.com/articles/agileFluency.html
Attaining Fluency Key Necessities
Benefit Investment Customer Engagement Business Impact
Greater visibility into teams’ work; ability
to redirect.Customers involved in
the review process Value delivery
Low defects and high productivity.
Understand realistic market cadence requirements.
Define IR that map to market cadence
Higher value deliveries and better
product decisions.Validating market
fitmentMonitor ROI for
achieving business success
Alignment with organizational goals; synergistic effects.
Synergy in laying out future product
direction. Strategize business
growth
Team Norms & Working Agreements
Driving Empowerment & Self Organization
makingadifference.typepad.com
The 4 Ps
People (Goals)
Product (Outcomes)
Plan (Success
Strategies)Process (Enablers)
Individual Behaviours, Goals and Aspirations Accountable: Agile Manager Responsible: Team
Understand Customer Expectations, Competition … Accountable: Product Owner Responsible: All
Understand current constraints and engineering needs. Accountable: Agile Manager Responsible: Team
Execution mechanics and measures Accountable: Scrum Master Responsible: Team
Distill Into Working Agreements
People Goals)
Working Agreements
Team Goals Release Goals
Acceptance Criteria
Sprints Sprints Sprints …
Key ConsiderationsWHY WE NEED? (OBJECTIVE)
WHAT SHOULD IT BE?
WHEN SHOULD WE ESTABLISH?
WHO CREATES?
Driving Working Agreements (As a Coach)
Team RetrospectivesDeliberate Practice
Observations from Sprint Execution 1:1 Meetings
Product Quality Business Objectives & Customer Satisfaction
KEY INPUTS
Working Agreements
Look Out For These !!!
Are these guidelines driving right BEHAVIOURS (Commitment, Responsibility, Accountability…) Are these guidelines consistently VIOLATED
What OBSERVATIONS you notice when the team or individual violates. It’s ok to call out but ensure this is done without breaking SAFETY & TRUST
Deliberate PracticePracticing Software Craftsmanship
www.lifehack.org
Mandatory Expectations: Self Motivated, Strong Desire to Hone the Skills, Open Minded, Willingness to Fail Fast and Learn.
People with skills at all levels- testers, developers, leads and managers.
We are not worried on the completion of task but more focused on the best approach we can take to solve the problem.
Problem to Solve: Conway's Game of Life http://en.wikipedia.org/wiki/Conway's_Game_of_Life
A Complete Day of Deliberate Practice!!!
Key Objectives (As A Participant)
Honing technical development skills. Writing Self Documenting and Expressive Code. Explore alternative ideas and design techniques in a ‘safe fail’ environment. Importance of unit tests. Test driven development basics.
Improving self-organising capability Better collaboration and communication across team. Ability to solve problems by slicing work. Eliminating key-man dependency. Embracing uncertainty.
Key Objectives (As A Coach)
Understand team dynamics and self organising capabilities. Observe key behaviours of individuals
Open minded and strong influencers Passive aggressive Fence sitters
Understand cross functional abilities of individuals. Understand communication and problem solving abilities of people. Understand the depth of skills on agile development practices such as TDD, Refactoring, Expressive Code etc.
WHY DO I NEED TO UNDERSTAND?
ObservationsParticipation
People are skeptical initially
Unlike code retreat people are subjected to a day long exercise
Lack of inclination to learn and experiment.
Individual Influencers ( specially the tech leads and architects )
Passive pairing
Uncomfortable in pairing(with certain individuals) and dropping code
Similar design and approach
Lack of understanding and capability on unit testing.
Experiences
Skill set gap was one of the factors which was lagging for us is what I believe and due to this kind of sessions we can assess how much we have to improve and the manner in which we have to think - Developer
I was amazed by the number of solutions we could think off in the little time we had. It was possible because we paired with different people - Scrum Master
Importance of having Test Driven Development and unit tests in place. The session helped me in learning a technique to fail fast and learn to become successful. - QA
For any team being introduced to pairing, deliberate practice exercise is a pre-requisite - Scrum Master
Scaling AgileCreating a Learning Organization
dartington.org.uk
Learning Organisation
1 MinuteLe ar n ing in organ izat ions me ans the continuous testing of experience, and the transformation of that experience into k no w le dge - ac ce s s i b le t o t he wh o le organization, and relevant to its core purpose.
- The Fifth Discipline - Fieldbook
Brown Bag SessionsCreate community of practitioners. Enable peer learning Role specific communities to learn and share harnessing mutual interests. Forum to discuss issues and challenges Informal sessions that need very little organisation support
Brown Bag SessionsWeekly or Bi-weekly Role Specific (Scrum Master, Product Owners & Functional Managers) Cross Pollination
Experience sharing of Team Coaching outcomes New techniques Team Improvements
Presentations, Talks & Small Workshops Lightening Talks / Open Space
Beware - Things go wrongSacrificing lunch time is a big ask.
Weekly sessions may be overwhelming. Throwing FREE LUCNH as bait to learning may not yield right behaviours and results. Sessions are often thought of as training/workshops Lack of motivation
Challenging to commit over and beyond work responsibilities. Answers to specific questions Varying customer contexts and challenges
Key MeasuresMotivators Ensuring Self Organisation
www.epa.gov
Accomplishment & Fun How are teams doing?
Work PROGRESSION increases motivation
Team A Team B
Accomplishment & Fun How are teams doing?
FUN @ Work equally important !!!
Team A Team B
Accomplishment & Fun How we measure?
No Fun It’s O
K GoodLovi
ng it !!
None Something
Useful Tota
lly
UsefulAwesom
e !!
There’s no ONE W A Y … . i t ’ s important for a coach to have few techniques and understand context.
Thank you
?Ravi Kumar
We explored the following
techniques…
Using Agile Fluency @ High Level to Set
Expectations
Setting Team Norms & Working
Agreements
Deliberate Practice
Creating Enablers for a Learning
Organisation
Simple Measures
Hope this was useful…