» Agile Coaching
Several years ago I had the opportunity to support a growing consulting firm to move from waterfall to the Scrum Framework. It's been exciting to watch Highland Solutions learn, adapt, and grow as a team in their ability to organize and deliver great client solutions. The attached Case Study on Transition to Scrum describes the approach that Highland used to move to Agile and Scrum, and some of the things that they learned along the way. It also highlights the significant benefits they've seen as a result of their Agile Transformation.
One of the most underutilized tools in the Agile Leaders toolkit is the question. Asking great questions is a powerful way to lead and to nurture high performing teams. Done well, this style of leadership moves from directing, telling and commanding to one of curiosity, learning, and adaptation. And it is a style that anyone can learn to use effectively.
I recently compiled a list of all the teams I had trained and coached since I began coaching in 2012. Turns out that I have helped over 90 teams from 19 companies so far. Wow! Even I had not realized the number was so high.
The teams I trained or coached vary in many ways - technology, industry, company size, and product just to name a few. The culture and diversity of the teams is also all over the board. Some teams were just OK, and some were truly high performing teams. And the team sizes vary quite a bit, from teams as small as four to teams as large as 13.
As a coach, I frequently meet with managers of software development teams to talk about Agile. They get excited when I talk about Agile and Scrum and how they might improve their software development processes and team productivity. When I describe the rigor and discipline of Scrum teams and the mindset change required to support empowered and self-organizing teams, they tend to bristle. Letting go of control sounds too radical to them. "We want evolutionary change" they say, "not revolutionary".
During training courses, I often think it would be helpful to have all of Scrum and Agile summarized on one page. It’s actually not so easy! Even though the Agile Manifesto is just 4 values and 12 principles, and the Scrum Guide is 17 pages, it is still hard to summarize all that on one slide. We’ve tried anyway, and I am interested in your opinion on our efforts.
I have a client that has been using Agile and the Scrum Framework for the last 3 years. Let me restate that, this client has been using A.I.N.O. (Agile in name only) for the last 3 years. I am working with him to implement Scrum and eventually embrace a full Agile Transformation. With him and his team I have to refer to this as implementing a "more disciplined Scrum" because unfortunately, everyone believes they are already using Scrum.
Looking for resources to help you succeed with Agile or make the transition to Scrum? You’ve come to the right place. Bookmark this guide and leverage it for all questions you have related to Agile Pilots, Training, and Transformation.
Whether you are just beginning to learn about Agile and Scrum and need guidance on best strategies for an Agile pilot, or a seasoned Agile Leader who is looking to create high-performing teams, we have tips, plans and strategies to help you avoid pitfalls and ultimately succeed with Agile and Scrum.
I work with a lot of teams and help them to adopt Agile thinking and methods. While I am pretty passionate about Agile and many of the team members are as well, I work with many team members who are afraid of Agile. Why would people fear Agile if it is such a great thing? Perhaps it isn't viewed as such a great thing by everyone. Here are some reasons why they might fear agile and 'being Agile'.
#1 Change of Any Type is Difficult
Have you ever wondered how to undermine change and thwart progress in organizations? One of my agile coaching colleagues recently shared a link to the Simple Sabotage Field Manual, a document published during WWII by the Strategic Services, the precursor to the CIA. It makes for entertaining reading, in particular, section (11) General Interference with Organizations and Production.