Coaching Agile Teams Nikitas KalantjakosCoaching Agile Teams • Coaching Agile Teams – Lyssa Adkins – A companion for Scrum Masters, Agile Coaches, and Project Managers in Transition • Coaching Agile JourneyCoaching“I don’t do anything!”Coach • Bulldozer – Remove impediments • Shepherd – Guide back to agile principles • Servant Leader – Serve the team, not you • Performance Guardian – Facilitate high performance Competencies Agile-Lean Practitioner Mentoring Facilitating Teaching Coaching Technical Mastery Business Mastery Transformation Mastery Content Authority Process Authority *Adopted from Agile Coaching

Agile for Defense Agile Coaching by Darin Plum Aug 6, 2014 1 My Take on Agile Coaching  The core to all Agile is maximizing each individuals potential through autonomy and mastery  Agile Agile is a journey, not a place and the Agile Coach is the guide  A coach must have a deep understanding of the Agile Principles and real world experience  Start with Servant Leadership; Command and the role of the Agile Coach: 1. Activity must have clear goals and process 2. Must have clear and immediate feedback 3. Confidence in ability to complete the task  The power of Agile frameworks (Scrum

NDIA's Agile in Government Summit 6/6/2018-6/7/2018. Keynotes: Major General Sarah Zabel http://www.ndia.org/events/2018/6/6/agile-in-government/proceedings Agile and EVMS They Can Co-exist! ( per mil/evm/ Incremental process, i.e. Rolling Wave Planning; Agile Release/Program Increment Planning. Scenario describes one method of how Agile can underpin EVM progress in support of tracking program cost an Agile development process • The scenario has defined a single product Release which is tracked using Earned Value • Shows alignment of EVM WBS elements to the Agile products hierarchy Agile Contracting

Institute, Deb Preuss, Agile Coaching Institute Sources: Coaches Training Institute, Deb Preuss, Agile Coaching Institute Sources: Coaches Training Institute, Deb Preuss, Agile Coaching Institute Sources: Institute, Deb Preuss, Agile Coaching InstitutePOWERFUL QUESTION POWERFUL QUESTION POWERFUL QUESTION POWERFUL QUESTION Sources: Coaches Training Institute, Deb Preuss, Agile Coaching Institute Sources: Institute, Deb Preuss, Agile Coaching Institute Sources: Coaches Training Institute, Deb Preuss, Agile Coaching Institute Sources: Coaches Training Institute, Deb Preuss, Agile Coaching Institute What

changing technologies and operations, including the challenges associated with information assurance. Agile development practices can help the DoD to transform IT acquisition by delivering capabilities faster professionals with details on how to adopt Agile practices within each element of their programs, thus helping them to succeed in an increasingly complex environment. Agile has emerged as the leading industry industry software development methodology, and has seen growing adoption across the DoD and other federal agencies. Agile practices enable the DoD to achieve reforms directed by Congress and DoD Acquisition

can be traced back to February 2001, when the Agile Manifesto [1.3] was published. In many ways, the Agile Manifesto is the grandfather of DevOps. Agile development practices were a big step toward improving application development process for the end user and for internal or external customers. However, while Agile focused on customer and developer experience, the process of delivering that software was still stuck DevOps So if GitOps isn’t anything new, why are we hearing so much about it now? Much like how the Agile Manifesto changed the game for developers and administrators, Kuber- netes and other container technologies

Open Discussion on Project Planning Planning in an Agile Environment Key Tenets  Planning should focus strongly on the near term  Eliminate waste caused by planning for eventualities that never come plans beyond a program’s ability to control or accurately predict future circumstances o Agile methodology does not force programs to establish their full scope, requirements, and design at the start and user stories to concisely define the desired system functions and provide the foundation for Agile estimation and planning. o They describe what the users want to accomplish with the resulting system

at CompanyOrganization-implementation This tutorial have 6 step 1. Cleaning demo data 2. Create Agile Team 3. Design Company internal organization 4. Create all the Position Types 5. Create all the entity-engine-xml)> in the entity-engine-xml root tag. Step 2 : Create Agile Team 1. Goto Party application 2. 3. Group Name Agile Team 4. Note the partyId (ex: 10003) 5. goto Development Department for company 3. add DEV as internal Organization for Information Technology 4. add Agile Team as internal Organization for Information Technology, you should select with the partyId previously

at CompanyOrganization-implementation This tutorial have 6 step 1. Cleaning demo data 2. Create Agile Team 3. Design Company internal organization 4. Create all the Position Types 5. Create all the entity-engine-xml)> in the entity-engine-xml root tag. Step 2 : Create Agile Team 1. Goto Party application 2. 3. Group Name Agile Team 4. Note the partyId (ex: 10003) 5. goto Development Department for company 3. add DEV as internal Organization for Information Technology 4. add Agile Team as internal Organization for Information Technology, you should select with the partyId previously