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 Agile Teams Workshop – Lyssa Adkins, Michael Spayd • Own experienceCoaching JourneyCoaching“I don’t do anything!”Coach • Bulldozer – Remove impediments • Shepherd – Guide back to agile principles • Servant NagCoach Yourself Out of a Job “The final act of leading…. Is leaving”. Kelley FreemanCoaching Agile Teams Lyssa Adkins • Part I – It Starts with You • Part II – Helping the Team Get More for Themselves

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 and responding in an increasingly complex environment. Agile has emerged as the leading industry software development methodology, and has seen growing adoption across the DoD and other federal agencies. Agile practices tailoring program structures and acquisition processes to the program characteristics. Agile development can achieve these objectives through:  Focusing on small, frequent capability releases 

when we have an annual schedule for software releases, where an entire year’s worth of code that Development has worked on is released to production deployment. Like in manufacturing, this large batch release 1. In the book Implementing Lean Software Development: From Concept to Cash, Mary and Tom Poppendieck describe waste and hardship in the software development stream as anything that causes delay for result. The following categories of waste and hardship come from Implementing Lean Software Development unless otherwise noted: a. Partially done work: b. Extra processes: c. Extra features: d.

and when we realize that the costs and risks of custom development have been radically reduced, the economics often now favor custom development. Governance and Oversight: Governance has traditionally approach can focus IT planning, reduce risk, eliminate waste, and provide a supportive environment for teams engaged in creating value. If you missed last month, you can find the handout for Part 2 on the Agile4Defense information to more accurately assess probabilities. Traditional teams attempt to drive out uncertainty by planning and analysis. Agile teams tend to drive out uncertainty by developing working software in

critical systems ii. Simulate and rehearse accidents for practice 1. Schedule the event 2. Give teams time to prepare, make changes, and establish procedures 3. Execute iii. Expose latent defects in NFRs. Codify these into the tests and pipeline f. BUILD REUSABLE OPERATIONS USER STORIES INTO DEVELOPMENT i. Goal – make recurring work as repeatable and deterministic as possible; standardize and automate b. Target DevOps Dojo and 30-Day Challenge – teams work with dedicated Dojo coaches and engineers, execute 2-day sprints to generate breakthroughs. Teams regularly achieve results in days that previously

contractor-control model. But it doesn’t. Requirements: Requirements are a way of controlling the development team by constraining their creativity. Instead of requirements, we want to charge the team—the changes to the whole ball of EA.  It has a robust, automated regression test suite, so that new development does not cause expensive break-fix activity.  It has good monitoring tools in place.  It is it. This obvious fact is neat, plausible, and in most cases, wrong. The economics of software development have changed: Changed in a way that now favors “building” over “buying.” There are now ways of

Approach to The Table Agile in One Paragraph: Agile thinking simply says that we should empower small teams to inspect and adapt rather than stick to a plan. Lean thinking gives that small team ways to speed Brining Lean Principles to Software Development: Kanban is David Anderson’s approach to bringing Lean principles into software development while driving fear out of the transformation process lies, I believe, in our distinction between the development of a system and its operation and maintenance.  Dividing our IT spending into development and maintenance buckets leads to some ineffective

Command and control does not create autonomy  Must also be continuously working on professional development Coach for Flow  Flow is a state defined by Mihaly Csikszentmihalyi where individuals perform Grenny, McMillan, and Switzler 5. “Coaching Agile Teams” by Lyssa Adkins 6. “Positive Intelligence” by Shirzad Chamine “Coaching Agile Teams” by Lyssa Adkins

feasible.  History – How I Got Here?  Contentious relationship existed between development and operations.  Left development because I was frustrated that it took so much time to get my products into production Discovered, multiple teams involved in snowflake environment support.  The practice team wasn’t the same as the game time team.  Segregated technical and business functions  Development  Operations (Operational related to product configuration and deployment  Built a strong relationship with development (built empathy)  Development began to see operational issues, and usability problems  The relationship is

INFRASTRUCTURE i. Remove the silos of information – Developers don’t just log what’s interesting to development. Operations don’t just monitor what’s up or down. ii. Modern Monitoring architecture 1. Data iii. More exotic - Fast Fourier Transforms or Kolmogorov-Smirnov 4. Ch. 16 – Enable Feedback So Development and Operation Can Safely Deploy Code a. USE TELEMETRY TO MAKE DEPLOYMENTS SAFER i. Actively monitor Prevent upstream work from locally optimizing at the expense of the entire value stream – Everyone (development, managers, architects, ops, etc.) in the value stream shares responsibility for handling operational