It's not an Agile story
Having worked with multiple Agile teams, I realize that most problems the teams have to deal with are often related to issues that are beyond the scope of any Agile framework. These issues are often related to people and the surrounding eco-system. The success of any Agile implementation is largely dependent on this H(uman)-factor which is intrinsic to any team/organization. This H-factor has always been a pandora's box, that we would like to avoid owing to the amount of complexity and the uncertainty involved.
Here is my humble effort to try and identify few common traits that I have observed with people across Agile teams and organizations. The idea here is not to stereotype people, but to present an approach/strategy to accommodate different kinds of people in an Agile eco-system.
In this talk, I would like to present 5 characters in a fictional story and the various strategies I have adopted to coach them.
After all one size doesn't fit all!
Outline/Structure of the Experience Report
- Introduction (5 min)
- Parent-Adult-Child Model (5 min)
- OK-OK Quadrant (5 min)
- Characters Based on OK-OK Quadrant and respective Coaching Strategies
- Pragmatic Adult (5 min)
- Perennial Cynic (5 min)
- Distressed Damsel (5 min)
- Insolent Genius (5 min)
- Coaching the SELF (5 min)
- Q/A (5 min)
- General Understanding of recurring themes/issues
- Various Coaching Styles based on the situation
- Tools based on NLP techniques
Agile Coaches, Scrum Masters and Managers
schedule Submitted 5 years ago
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Most Agile teams learn the ceremonies and other Agile jargons sooner than we could imagine.They add few meetings to their project execution and talk in a fancy language that would make us believe in Agile utopia. Everything seems fine and happy, until one day their happy bubble bursts and they realize that they are just 'doing' Agile and not 'being' Agile. One primary culprit here is that the teams often neglect their core technical practices and don't challenge their status quo. Which means they don't change anything about the way they design, code or test but just modify their management processes and await a miracle. There are three primary reason why we observe this Agile smell in most teams. It is believed that there are no immediate results in modifying these practices, its is hard to change the existing practice because of umpteen man-made reasons and finally no one knows where to begin their journey.
Here in this talk I would like to address the third challenge and explain how a (non-technical) coach could pair with the team members on their day-to-day activities and help them initiate this journey. The focus of this presentation is on the do's and don'ts while pairing with the team members. It will also explain the benefits of this exercise.