AGILE TRANSFORMATION SERIES

 

AGILE PRACTITIONER: A COACHING APPROACH

 

 

 

01 AGILE PRACTITIONER - A COACHING APPROACH

AGILE PRACTITONER: A COACHING APPROACH

Facilitate the Adoption of Agile Practices and Methods through Coaching while instilling Agile Values and Mindset

 

Coaching Engagement Overview

The primary objective of agile coaching is to support individuals, teams, and organisations in adopting and implementing agile principles and practices effectively. Agile coaching aims to foster continuous improvement, enhance collaboration, and promote a mindset shift towards agility.

 

Agile Coaching Outcomes

1 Improved team communication and collaboration
2 Increased productivity and efficiency
3 Enhanced quality of deliverables
4 Faster time-to-market for products and services
5 Greater transparency and visibility into project status and progress
6 More effective prioritisation of work and alignment with business goals
7 Increased adaptability to changing requirements and customer needs
8 Improved team morale and motivation
9 Increased customer satisfaction and engagement
10 A more agile and responsive organisational culture

 

Target Audience:

Project Team Members, Employees, Managers, Leaders 

Course Pre-requisite:

  1. Agile implementation experience OR
  2. Agile Mindset with Jira Software OR
  3. Agile Project Management in Practice

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Coaching Modules

  • Help participants quickly and visually understand their level of alignment with the Agile Manifesto. Suitable for self-discovery and uncovering Agile misunderstandings. Individual activity on self-awareness, social-awareness and self-management.

  • Overview of the skillset, roles and responsibilities of a Scrum Master and Agile Coach. Agile coaches guide individuals and teams to get clear about the change they desire, identify places where current reality does not match desired reality and then act to close the gap, all in service of delivering business results that matter. Along the way, coaches hold a more extensive view of desired change, even when others may have lost sight. Agile coaches support, guide, coach, teach, mentor and facilitate change without colluding with the current reality.

  • An Agile coach must be able to teach, mentor, consult, and coach as well as know when to use each approach. Purpose is to help people to shift from fixed mindset to growth mindset.

  • What to look for in a healthy team and a healthy Agile adoption. Leveraging information radiators, physical and electronic, tracking progress, and providing transparency to all stakeholders.

  • Gain a greater understanding of what Agile maturity looks like and what it takes to achieve it. Includes an introduction to the Enterprise Agility Maturity Matrix tool, a set of Agile indicators at the team and organisational level

  • High-performance Agile teams know each other’s skills and understand their perspective. A typical way to head down that path is to do team-building activities. That helps, but a personal canvas provides a much more comprehensive view of each team member and where they fit into the team. Combination of individual and group activity

  • Developing skills in fostering innovation and creativity, including how to generate new ideas, prototype and test them, and bring them to market

  • This facilitated activity will provide participants with an opportunity to reflect on their organisation's Agile practices, discuss their experiences, and identify areas for improvement and how they align with the organisation's goals and values.

  • How to effectively design an Agile team room optimised for the specific needs of each team. A facilitated activity. A set of agreements for working with a client, working with other coaches, and working with a team. A facilitated activity.

  • How to effectively design an Agile team room optimised for the specific needs of each team. A facilitated activity. A set of agreements for working with a client, working with other coaches, and working with a team. A facilitated activity.

  • High-performance teams have a shared vision. This exercise helps each individual discover and describe their own vision for the team, express that vision to the team, and then work as a team to synthesise a shared vision.

  • One of the primary issues in taking Agile to the next level in an organisation is the wide-spread dissemination of Agile knowledge to all levels and all areas of the organisation. Running an Agile Open Space event within an organisation can rapidly spread Agile knowledge while simultaneously building or re-kindling excitement for Agile. You will learn this tool by participating in a real Open Space during the workshop.

  • Part of coaching is helping a person or group solve a problem or get unstuck by asking the right question or saying the right thing at the right time. This section will introduce example questions and phrases as well as provide criteria for determining if a question is a coaching question or not.

  • One of the hardest parts of being an Agile Coach is coaching a person or group towards their solution. In addition to practising your coaching skills throughout the workshop, there will be multiple structured practice sessions. In these sessions, you will rotate through the roles of coach, coachee, and observer. Using a mix of situations gathered from the class and hypothetical situations with no clear single solution, the coach will help the coachee come to their own decision as to how to solve their problem.

  • A sprint review is aimed at obtaining stakeholder feedback and buy-in. Poorly conducted sprint reviews present inherent problems and missed opportunities.

  • In any high-performance team there are bound to be conflicts. Guided activity to discover and create a framework for surfacing and resolving conflicts.

  • These concepts are often used in ways that create unintended consequences. Learn how focusing on responsibility simplifies many management issues.

  • Agile estimation is the process of determining the effort required to complete a project or a task within an agile development framework. Despite the many benefits of using agile estimation techniques, there are also several challenges teams may face during the process.

  • Retrospective is a practice that occurs at the end of an agile sprint, where the team reflects on their performance and identifies areas for improvement. Although retrospectives are an essential aspect of the agile methodology, they can also present certain challenges.

  • Agile prioritisation is the process of determining the order in which tasks and features will be developed within an agile project. While prioritisation is essential for ensuring that the team is working on the most important tasks and features first, it can also present challenges.

  • Change at the organisational and team level comes through change at the individual level. See how the ADKAR, Sitir, and Tuckman models work together with Agile Coaching tools to provide a straightforward and effective way to discover and implement the optimum change for any individual, team, and organisation.

  • This is a technique to uncover objections, hidden or otherwise, and turn them into part of the solution

  • Going Agile means learning, trying new things, and taking risks. Environments that cant cope with the potential failure associated with change; people will resist making changes. Learn how to create a safe environment that supports change

  • The self-awareness of emotional intelligence is just the start of the self-awareness needed for high levels of coaching effectiveness. Gain a deeper appreciation of the importance of self-awareness through the Johari Window and other methods. There are activities and feedback opportunities throughout the workshop designed to provide an honest view of you as an Agile Coach

  • As an Agile Coach, you will be called on to mentor Scrum Masters, Product Owners, Managers, other Agile Coaches, Agile team members, and various other parties involved in the success of an Agile team. This material will provide guidance on mentoring in general as well as role and situation-specific mentoring guidance. Includes facilitated group activities.

  • The Agile Manifesto says, “and trust them to get the job done.” Trust is an integral part of a high-performance Agile team. This material will be introducing you to the ABCD model of trust and provide tools for assessing and building the trust level of team members and external stakeholders.

  • A coaching plan is a simple way to make it clear to all parties what services you provide, how and when you provide them, and whether you are getting stretched too thin to help increase Agile maturity or have extra capacity

  • The Sprint Planning Meeting is a crucial part of the Scrum framework in Agile software development. It is where the team comes together to plan the work they will undertake during the upcoming sprint. Effective planning, among other, involves balancing the interest of the customers and the team while engaging in continuous improvement.

  • Although every situation is different, there are many symptoms and situations that pop up, like clockwork at various stages of Agile maturity. This material reviews the greatest hits and their common remedies.

  • Agile practices are organised within an open space environment that allows participants to practice teaching, mentoring, and coaching each other based on the situations and interests of the participants - a fantastic way to learn and grow from and with your peers.

Course Includes:

  • Duration: TBD
  • Contact Hours: TBD
  • Mode of Delivery: Online / Onsite
  • Post-Training Engagement: NA
  • Certificate: Yes
  • Trainer:
    Atlassian Community Leader, PMI-ACP & Enterprise Agile Coach
  • Capacity: 5 pax (min) to 10 pax (max) for maximum value & engagement
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