What's your experience coaching teams toward being Agile?
In 2000 I took a new job in Toronto, and within 3 months our "process group" was laid off, the team started to spin their wheels, and we decided to switch from RUP to Scrum, which some of us had found on the web. So begins my exciting journey into helping people do more meaningful work with more valuable results. I've participated in, ScrumMastered, coached and trained small teams and a couple of large organizations.
What do you plan to learn /explore at this conference?
Scaling: I am sceptical about the "agile PMO" concept, and yet we're told that Agile scales. How are people doing this within big organizations? Which approaches look good but are really counter-productive or damage agility? How can we keep this simple? When shouldn't we scale up?
Role of the Coach: I'm also interested in the question of "coaching" (i.e. by invitation) vs "evangelising" (quite a different need). How do we "vet" potential clients to distinguish which of these they are ready for?
Collaborating Coaches: how can we work together more? Coaching can be lonely business. There is so much to learn - is there a way to orchestrate better pair-coaching and lead-sharing?
How do you plan to contribute?
I have ideas I can share around metrics: what's needed, what is overkill. I can share a "Corporate Culture Assessment" exercise that Mishkin and I use. I like to take notes, so I can help keep a record of conversations in sessions I attend. I'll probably engage in non-stop dialogue every waking minute
-- DeborahHartmannPreuss
In 2000 I took a new job in Toronto, and within 3 months our "process group" was laid off, the team started to spin their wheels, and we decided to switch from RUP to Scrum, which some of us had found on the web. So begins my exciting journey into helping people do more meaningful work with more valuable results. I've participated in, ScrumMastered, coached and trained small teams and a couple of large organizations.
What do you plan to learn /explore at this conference?
Scaling: I am sceptical about the "agile PMO" concept, and yet we're told that Agile scales. How are people doing this within big organizations? Which approaches look good but are really counter-productive or damage agility? How can we keep this simple? When shouldn't we scale up?
Role of the Coach: I'm also interested in the question of "coaching" (i.e. by invitation) vs "evangelising" (quite a different need). How do we "vet" potential clients to distinguish which of these they are ready for?
Collaborating Coaches: how can we work together more? Coaching can be lonely business. There is so much to learn - is there a way to orchestrate better pair-coaching and lead-sharing?
How do you plan to contribute?
I have ideas I can share around metrics: what's needed, what is overkill. I can share a "Corporate Culture Assessment" exercise that Mishkin and I use. I like to take notes, so I can help keep a record of conversations in sessions I attend. I'll probably engage in non-stop dialogue every waking minute
-- DeborahHartmannPreuss