|
|
| (5 intermediate revisions by one other user not shown) |
| Line 1: |
Line 1: |
| | __NOTOC__ |
| | While there is a lot to say about agile coaching in general, here are a few principles that might help setting up a proper coaching organisation. |
| | |
| | == Principles == |
| * [[Single Layer Agile Coaching]] | | * [[Single Layer Agile Coaching]] |
| * [[Close enough and far enough]] (a.k.a. Connectedness Independence) | | * [[Close enough and far enough]] (a.k.a. Connectedness Independence) |
| | * [[Agile Coaching Pack]] |
| | * [[Professional Agile Coaching]] |
|
| |
|
| | | == Related Practices == |
| Agile Coaching Pack
| | * [[Enough Agile Coaching bandwidth]] |
| The Agile Coaching Practice is recommended to work closely together and create synergies to help the company change. One Scrum Master alone cannot change a large company, but a pack of Scrum Masters acting together in a closely coordinated fashion along with the leadership can perform wonders."
| | * [[Outside counseling]] |
| | |
| The possibility of analysing the issues they see from a systemic perspective, comparing and making sense of what they see from the different vantage points at which they operate, gives them an incredibly effective perception of the company, the critical problems and options for change.
| |
| | |
| Differences at Scale
| |
| This is possible only at scale, and this collaboration is the game changer to support agility at scale in an organisation!
| |
| | |
| Evidence/Impact
| |
| | |
| Contending, Balancing and Related Principles
| |
| Cultivate an agile culture
| |
| Cultivate learning between teams
| |
| Create a Learning Organisation
| |
| | |
| Professional Agile Coaching
| |
| At scale, it is even more important that the Agile Coaches are professionally trained and competent in the various bodies of knowledge related. We expect Agile Coaches to be proficient in
| |
| - Agile, in general
| |
| - Scrum
| |
| - Kanban
| |
| - Lean, including the Toyota Production System and the Toyota Product Development System
| |
| - Project Management (while they might not use the ideas of classic project management, they still need to be able to recognise waterfall thinking)
| |
| - Management theories
| |
| - Leadership theories
| |
| - Coaching
| |
| - Facilitation, Visual Facilitation
| |
| - Negotiation
| |
| - Communication
| |
| - Psychological Safety
| |
| - Scale Principles
| |
| - introductory Psychology: motivation, collaboration, goals, ...
| |
| - ...
| |
| | |
| Each of these bodies of knowledge is a lifetime study by itself, so obviously, it will not be possible to be excellent in all of them. Still, it is important to stress how helping organisations to change is a long-term commitment to excellence, with a duty to learn continuously.
| |
| | |
| It is also important to note how there are two primary learning paths: the "technical" one (Agile, Scrum, Lean, ...) and the "human" one (coaching, facilitation, ...) and that a good Agile Coach should strive for a balanced growth between the two paths.
| |
| | |
| We also expect an Organisation to support the growth of their Agile Coaches, investing heavily in their growth!
| |
| | |
| Differences at Scale
| |
| Evidence/Impact
| |
| Contending, Balancing and Related Principles
| |