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    C1 The Agile Coach - APC - Q2 - 2020 EN

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    Alina Nena Popescu
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    C1 The Agile Coach - APC - Q2 - 2020 EN

    Uploaded by

    Alina Nena Popescu
    39 views19 pages
    C1-The-Agile-Coach_APC_Q2_2020-EN

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    C1-The-Agile-Coach_APC_Q2_2020-EN

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    C1-The-Agile-Coach_APC_Q2_2020-EN

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    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
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    39 views19 pages

    C1 The Agile Coach - APC - Q2 - 2020 EN

    Uploaded by

    Alina Nena Popescu
    C1-The-Agile-Coach_APC_Q2_2020-EN

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 19

    THE AGILE COACH

    Agile People Workshops


    PROBLEMS

    Agile People ® 3
    TECHNOLOGY ACCELERATION
    Time to mass adoption
    (50 million users)

    70
    68 years 62 years 50 years 46 years 28 years 22 years 18 years 14 years 12 years 7 years 2 years 35 days 19 days
    60

    50

    40

    30

    20

    10

    Mobile
    Airlines Automobiles Telephone Electricity Credit cards Television ATMs Computers Internet Facebook Angry birds Pokemon Go
    Phones

    Influenced by steveanderson.com and visualcapitalist and Interactive Schools Agile People ® 4


    ARIE VAN BENNEKUM: ”THE PERMAFROST LAYER”

    Agile People ® 5
    CHANGE FOR MANAGERS

    So what is happening
    to my role when we
    become agile?

    ”Manager from the


    old paradigm”

    Agile People ® 6
    THE HR ROLE IS CHANGING

    Agile People ® 7
    THE AGILE COACH ROLE IS CHANGING

    Agile People ® 8
    ABOUT THE BUDGET PROCESS AND BUSINESS PLANNING

    “Most corporate planning is like a ritual rain dance. It


    has no effect on the weather, but those who engage in it
    think it does. Much of the advice and instruction is
    directed at improving the dancing, not the weather”
    Russel L Ackoff

    Agile People ® 9
    THE AGILE COACH
    … OR MENTOR, TRAINER, FACILITATOR

    Agile People ® 11
    AGILE COACHING COMPETENCY FRAMEWORK
    Agile-Lean Practitioner
    Applies Agile practices, lives Agile
    Teaching values Professional Coaching
    Instructing others in specific Partnering with clients in a
    knowledge, skills and perspective creative process that inspires
    their personal and professional
    potential (from ICF)

    Sharing knowledge, skills & A neutral process holder who


    perspectives that foster the guides groups through processes
    personal and professional that help them come to solutions
    growth of someone else and make decisions
    Mentoring Facilitator

    Technical expertise as a Expertise as an


    software craftsperson organizational
    Technical Mastery development and
    Expert at business- change catalyst
    value-driven Transformation
    innovation and Mastery
    product development
    Business Mastery

    Source: Lyssa Adkins Framework for Agile Coaching Agile People ® 12


    AGILE COACH COMPETENCIES (STANCES)

    PROCESS CONTENT

    MENTORING

    TEACHING

    PROF COACHING

    FACILITATION

    LOWER HIGHER
    OBTRUSIVENESS OBTRUSIVENESS

    Source: Alexey Krivitsky & https://www.agilecoachinginstitute.com Agile People ® 13


    FACILITATOR ROLE

    Use facilitation when


    You don't know yet the current maturity level of
    the client
    More obtrusive coaching is happening in another
    knowledge domain
    You have done some training and/or mentoring
    and believe the client now has all the needed
    knowledge.
    A whole group of people is engaged in the matter
    that need help in driving their collaboration (e.g.
    building shared understanding or decision
    making)

    Agile People ® 14
    COACH ROLE

    Use professional coaching when


    Pure facilitation didn't give sufficient results.
    You have done training and/or mentoring and
    now you would like the clients to make decisions
    based on what you had taught.
    You are working with a complex issue that
    requires deeper look and insights.
    You have enough capacity to work one on one
    with a person

    Agile People ® 15
    TRAINER ROLE

    Use teaching when


    Previous facilitation and coaching resulted in a
    low level of insights.
    It is possible to help the clients get insights by
    reviewing a case study or a made-up example.
    You (or other coaches) are able to follow up on
    this topic later with coaching or mentoring.

    Agile People ® 16
    MENTOR ROLE

    Use mentoring when


    You have gained trust from the mentoree(s).
    You have solved similar issues in the past and
    have a set of proven methods.
    You are an expert in the domain and passing your
    skills on to the clients will make a change.

    Agile People ® 17
    WHY DID WE DEVELOP THIS COURSE?

    The many ”roads” of the Agile Coach


    (Lyssa Atkins, Coaching Agile Teams)

    • From Scrum master to Agile Coach


    • From Tech Lead to Agile Coach
    • From Project manager to Agile Coach

    There are as yet no ”guides” for the manager


    or HR professional towards becoming an
    Agile People Coach

    Agile People ® 19
    AGILE COACH VS. AGILE PEOPLE COACH

    Areas of Agile Coaching Areas of Agile People Coaching

    People Process People Process

    Product Tech Product Tech

    Agile People ® 20
    AGILE COACH VS AGILE PEOPLE COACH
    Agile Coach Agile People Coach

    Leaders
    Oranization Enterprise
    Structures Agile Enterprise
    Culture Coach Agile
    People
    Coach

    Teams
    In between teams Agile
    Middle management Coach

    Agile
    People
    Teams Team Coach
    facilitator

    Agile People ® 21
    FROM AGILE COACH TO AGILE PEOPLE COACH
    From Agile Coach To Agile People Coach
    Focus mainly on team coaching and > Focus on individual, team and /or enterprise coaching
    coordination of teams
    Deep process skills (Scrum etc.) > Deep People skills

    Working mainly in software development / IT / Tech > Background in any business function (ie HR, legal, finance,
    marketing etc.)
    Most commonly active in industries related > Experience from a variety of different industries
    to tech / digital development
    Background in IT or project management of IT projects > Working in any business function and between functions

    No formal power or position > Can have formal power / position and legal responsibilities

    No or little leadership / HR experience > Experience from leading people or supporting leaders
    leading people

    Agile People ® 22

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