Jueves con el PMI BCN. Enero
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Transcript of Jueves con el PMI BCN. Enero
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Dimensions of an Agile Coach
@GerardChiva - [email protected]
SYSTEM
APPROACH
Team
Man
agem
ent
Organiz
ation
Teaching / Consulting
Mentoring
Coaching
PROFESSIONAL&
PERSONAL DEVELOPMENT
Being
Doing
“No se trata sólo de vivir los valores y principios de Agile, sino de la presencia atenta y el silencio que nos permiten fluir con nuestros equipos e intervenir sólo cuando hace falta de manera efectiva” – Gerard Chiva
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and Doing
Being“Si somos gilipollas haremos gilipolleces” – Gerard Chiva
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Doing• Bulldozer• Servant Leader• Sheperd• Guardian of Quality and Performance
Source: “Coaching Agile Teams” – Lyssa Adkins
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Doing
Source: “Agile Coaching Competency Framework” – Lyssa Adkins
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Being• Detach from outcomes• Take it to the team• Be a mirror• Non judgment• Silence• Model being unreasonable• Let them fail
Source: “Coaching Agile Teams” – Lyssa Adkins
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“Si nosotros estamos desapegados, permitimos que el equipo se responsabilice de sus resultados y tome el control de su destino.” – Gerard Chiva
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“Si nosotros diagnosticamos y ofrecemos la solución nos arriesgamos a minar la capacidad del equipo de resolver sus propios problemas y creamos una dependencia” – Gerard Chiva
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“Juzgar a las personas no define quiénes son, sino quiénes somos nosotros”
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Recover from Command & Control• Coordinating individual contributions Coaching for
collaboration• Subject matter expert Facilitator• Being invested in specific outcomes Being invested in
team’s performance• Knowing the answer Asking the team for the answer• Leading the team Letting the team find their way• Driving Guiding• Deadlines & Technical Options Business Value Delivery• Doing the optimal thing Doing the right thing right nowSource: “Coaching Agile Teams” – Lyssa Adkins
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Paths to Agile Coach
Source: “Coaching Agile Teams” – Lyssa Adkins
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Belief SystemProject Management belief Replaced with
We can plan the work and work the plan Planning is essential; plans are useless
The triple constraints can be trade off for one another to correct unknowns
Time and budget (people) are held constant. Only scope flexes
The plan gets more accurate over time as we flesh out the project through phases of activity: requirements, design, development, testing, and so on.
A plan gets more accurate over time because it is constantly revised and trued up to the team’s actual performance
Delivering on time, within budget, and on scope equals success
Clients getting the business value they need is the only measure of success
Scope can be locked down with later discoveries being handled as change requests against the scheduled end date
Scope remains flexible, and changes of any kind are welcomed even late in the project
Controlling through the project plan is my job Controlling through a plan is not possible; releasing the team into the safety of agile is my only measure of control. So, I coach a team to use agile well
Completing tasks and delivering deliverables indicate progress and value delivered
Only delivered end products indicate progress and value delivered
Source: “Coaching Agile Teams” – Lyssa Adkins
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Takeaways1. Profesión joven2. Evolución del rol de Scrum Master3. Profesional independiente con diferentes skills4. 70% SER – 30% HACER5. Actitud: desapego, liberarse de la necesidad de control, hacerse
dispensable6. Coaching situacional7. Que NO es un Agile Coach8. Confusión con otros roles9. Cómo se llega a Agile Coach – Caminos diferentes10. Project Manager to Agile Coach
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Bibliography• Coaching Agile Teams – Lyssa Adkins• Agile Coaching – Rachel Davies• Scrum Mastery – Geoff Watts• Succeeding with Agile – Mike Cohn• Management 3.0 – Jurgen Appelo