What's your experience coaching teams toward being Agile?
I have made the transition from a process guy in a large centralized PMO to Leader of Project Coaches that help teams apply good development practices given the realities that their product owner, managers, organizational structures and technology service providers (ie database, operations EA) present them. I have lead a continual rebirth of our Project Coaches focus in our organization of 1000+ developers for the past 3 years. I have found that my personal focus has changed over the past year from coaching project to coaching managers.
What do you plan to learn explore at this conference?
I have several areas of interest I would like to explore.
What does enough planning look like so teams have a chance, Is it reasonable to ask teams to select from a predefined list of Sprint Zero Planning Stories to help them understand what good planning looks like.
Code quality as a non-negotiable - Why do some teams give on quality and why do some managers accept it. Is there some why to predict this early in the project.
Are there attributes of a project that you can pick out/assess during a sprint zero that would indicate risk to the project success.
How do you plan to contribute?
How we removed organization wide impediments / process that were in direct conflict with agile principles.
My experience in leading a team of coaches. Setting Objectives, Supporting Their Observations, Running Interference, Insulating them from delivering feedback that would violate their trust with the team. (Sometimes the best thing you can do is get out of the way.)
All the things that have worked (or not worked) as our organization has made the transition to being more agile. These include the evolution of coaching, the elimination of centralized functional teams (ie PMOs, Testers, etc), Connecting Product Owner and Project Teams, Convincing the Good Teams to Pay it Forward, Engaging External Coaches.
I have made the transition from a process guy in a large centralized PMO to Leader of Project Coaches that help teams apply good development practices given the realities that their product owner, managers, organizational structures and technology service providers (ie database, operations EA) present them. I have lead a continual rebirth of our Project Coaches focus in our organization of 1000+ developers for the past 3 years. I have found that my personal focus has changed over the past year from coaching project to coaching managers.
What do you plan to learn explore at this conference?
I have several areas of interest I would like to explore.
What does enough planning look like so teams have a chance, Is it reasonable to ask teams to select from a predefined list of Sprint Zero Planning Stories to help them understand what good planning looks like.
Code quality as a non-negotiable - Why do some teams give on quality and why do some managers accept it. Is there some why to predict this early in the project.
Are there attributes of a project that you can pick out/assess during a sprint zero that would indicate risk to the project success.
How do you plan to contribute?
How we removed organization wide impediments / process that were in direct conflict with agile principles.
My experience in leading a team of coaches. Setting Objectives, Supporting Their Observations, Running Interference, Insulating them from delivering feedback that would violate their trust with the team. (Sometimes the best thing you can do is get out of the way.)
All the things that have worked (or not worked) as our organization has made the transition to being more agile. These include the evolution of coaching, the elimination of centralized functional teams (ie PMOs, Testers, etc), Connecting Product Owner and Project Teams, Convincing the Good Teams to Pay it Forward, Engaging External Coaches.