Power Coaching – Pushing the Boundaries to build better teams

schedule Oct 15th 10:00 AM - 10:45 AM place Ballroom D people 44 Interested

Elevator Pitch

Sometimes teams need more than just questions. They need scrum masters and coaches who are courageous enough to have the hard conversations, challenge their decisions, push them to the next level. During this session we will introduce participants to some anti-patterns that have arisen in the scrum master and agile coaching communities and discuss ways to break free!

Description:

Coaching Agile Teams is all about asking questions and allowing them to self organize, right? Well, that's just part of the mission. During this session we will introduce participants to some anti-patterns that have arisen in the scrum master and agile coaching communities and discuss ways to break free!

Sometimes teams need more than just questions. They need scrum masters and coaches who are courageous enough to have the hard conversations, challenge their decisions, push them to the next level. However, sometimes we push our teams a bit too hard and create negative conflict. It's times like this when we need to demonstrate how to reach out and make the first move to repair the relationship. We will introduce the concept of repair bids to help in this area.

Lastly, we learn a model to put into practice to create a coaching alliance with teams so you can be in agreement on how you will work together for their best interest and improvement over a period of time.

The reason we chose to create this session is that over the past few years we have noticed that as people are learning more about coaching they are getting out of balance and believing that the only thing that coaches are allowed to do is ask questions. We've noticed that scrum masters lean so far in the direction of self organization that they no longer believe they can challenge teams to grow or to move beyond where the team decides to be. We believe that the root of the problem rests in the fact that people are learning a bit about coaching but not actually learning how to be a coach. We would like to introduce to the attendees the more direct coaching methods that are available for use such as 1) direct communication, 2) challenging, 3) courageous questions that push the edge of the comfort zone, etc.

Session is collaborative and includes interaction with the participants throughout. Also has collaborative exercises.

 
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Outline/structure of the Session

5 min - Opening - Introduction to Direct Coaching - during this section we will explain some of the things that we've seen trending in the past few years that provoked us to create this session and why we believe that the concepts we will be introducing will help them to be better coaches to their teams. We generally don't do this lecture style, but rather we ask questions of the audience and tell some of our own stories tag teaming with one another.

10 min - Scrum Master Anti-patterns (Colluding and Scrum Police) - During this section of the presentation we will introduce the concept of the scrum master that is a "colluder" and partners with the team allowing them to remain in their current state rather than challenging them to go to the next level. We'll also introduce the scrum master who is acting as the "scrum police" and focusing more on process and outputs than on mindset and outcomes. While introducing this concept we'll ask questions of the audience and get them to help describe what colluding and policing look like. This ensures that the audience remains engaged throughout the session. We'll share a few stories about times when we worked with teams and colluded with them or acted as the scrum police and stories about times when we have seen a scrum master colluding or policing and what that looked like. We'll also introduce how using direct communication can bring a new way of working and more power to their coaching by changing the way the handle the anti-pattern situations.

5 min - Anti-Pattern Mingle - Discuss in groups times you have been a Colluder or the Scrum Police - We will solidify the learning gained in the previous step by giving the audience time to partner with others in groups of three and tell of an experience when they realize that they were colluding or policing and what they now know they want to do differently. We'll end this by asking feedback from the attendees to share what they learned during the conversations. This will help pollinate ideas and learning across all attendees.

10 min - Sometimes we go too far! The Challenge/ Support Balance and where anti-patterns and power coaching fit (Slide 14) and introduce Repair bids - During this portion of the talk we will show the slide on page 14 and talk through where the balance in challenging and support is best and the impacts of being out of balance. We will do this by introducing some information and asking questions to draw the thinking of the audience out to recognize balance vs out of balance. Then, we'll discuss with the group the reality that since we are human and working with humans when we push a bit too hard and frustrate our teams. Rather than running away when this happens we want to teach the participants that we can act in humility by making a step to repair the breach we caused. We'll teach them some ways to make a repair bid, give them a handout with some example repair bids on it that they can practice and also teach to their teams. (Will update slide 14 on the new presentation to be larger) (Slide with Repair Bid page on it is the page that we are actually handing out so the attendees won't be reading it from the screen)

10 min - Repair Bid Table Talk and Debrief - During this time we'll ask the participants to use the handout on repair bids and talk about a time when they have been out of balance and over-challenging/under-supporting and needed to repair a breach. They will discuss different types of repair bids that they might use in the future and which ones they might be comfortable with, etc.

5 min - Debrief and Close - We'll spend the last 15 minutes debriefing what we taught in the session and having people share learnings, experiments they want to try, and asking questions that they still have about what we taught.

Learning Outcome

Learning Objectives:

Identify two coaching anti-patterns

Embrace the concept of more powerfully challenging teams to make them better

Utilize repair techniques to get coaching back on track when you push the team a bit too hard

Target Audience

Scrum Masters, Agile Coaches, Anyone

Prerequisite

No pre-requisites

schedule Submitted 5 months ago

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    4 - Optimizing Continuous Delivery - making your build pipeline take less time using parallel builds and shifting tests left (doing some perf or security testing earlier in the process). An initial build pipeline is fully established and the team is focused on making the pipeline fast while increasing confidence in the result. At this stage the team wants to use techniques such as build step parallelization to shorten the build cycle and adding tests in targeted areas. The goal of this level is to have a fast build that, if it passes, the team feels it ready to go into production. The team will have defined practices around selectively activated code in defined environments.

    5 - Continuous Deployment - The ultimate expression of a build pipeline where the team has such confidence in the pipeline and its ability to determine build health that all check-ins are release candidates and any build that passes all tests and inspections are automatically put into production. This also requires a healthy rollback process that the team has tested and is confident that it will work if needed. Most teams will have adopted practices that support their practice of releasing into production multiple times a day.

    The goal of creating a build pipeline is to help the team progressively gain confidence in the software they are building. With each level of maturity the team is focused on developing best practices for delivery of software in smaller chunks. The best practices change with the delivery timeframe. Best practices for each timeframe include:

    Release Delivery Maturity

    • All work required to release software is completed in the release
    • Functional test suite is used to perform regression testing
    • Software is production quality by the end of the release with the goal of having software working at all times
    • Since the release spans multiple sprints the production deployment timeframe is the release and the team uses progressive planning for a release

    Sprint Delivery Maturity

    • All work required to release software is completed in sprint
    • Software is production quality by the end of the sprint
    • Functional test suite is used multiple times a sprint or is continuous during the sprint
    • The sprint is the release timeframe for the team but the team may have plans that span multiple sprints
    • The team may use branches or feature toggles to mange feature development

    Continuous Delivery Maturity

    • Software is always at production release quality, the goal is for the software to always be releasable
    • All automated tests and inspections are continuous
    • Human required processes are still performed but not in the path of release, ex. Accessibility testing
    • Feature activation is managed by software techniques like feature toggles
    • The release rollback process is matured and tested on a continuous basis

    Examples of teams progressing through build pipeline maturity

    Forge.mil - started with six month plus release cycle with no automation,through a series of incremental improvements we reduced that to releasing after every sprint using a totally automated process

    REProfit - greenfield project that we took over and built out a build pipeline immediately. Developed a Continuous Deployment pipeline that took around 2 hours to go from check in, to released in production.

    Abiomed - Embedded medical device with no automated build or pipeline. Created an automated build process including automated testing and a Continuous Delivery pipeline that deployed to test environments that ran test automation with every successful build.

  • Liked Max Saperstone
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    Max Saperstone - Managing BDD Automation Test Cases Inside Test Management Systems

    45 Mins
    Case Study
    Beginner

    Behavior Driven Development has been around for a while, and it is here to stay. However, the added abstraction levels present in it, pose a technical
    problem for writing and managing tests. While it does a great job of marrying the non-technical aspect of test writing, to the technical flow of an application
    under test, keeping this information under source control becomes problematic. Frameworks such as Behave, Cucumber or Robot give subject matter
    experts that additional ability to write test cases, however, they are often restricted to access to them, as if test cases are treated as code, they stored in
    source control repositories. Additionally, frequency these Given, When, then steps soon grow to an extent where they become difficult to manage without
    an IDE, and most non-technical people don't want to run an IDE.
    Through the use of Management Tools such as JIRA, and VersionOne, Max will show how to simply manage these non-technical steps and keep them in sync
    with the automaton in an SCM, such as Git or SVN. Additionally, he'll discuss and show how to link these tests to requirements, and stories in development,
    to provide traceability, and continuous integration support. He'll share his hands-on experience developing an open sourced product to help manage these
    tests, along with proven workflows at an enterprise level for ensuring full team buy-in on both non-technical and technical aspects of test case development.