This was the second great presentation by Gordon Weir
who delivered part-2 of his “Real life “war story” of LeSS adoption at Large Financial Institution” at NYC Large Scale Scrum (LeSS) meetup.
Please download Gordon’s Presentation (light on context, with very rich story behind)
This time, the event was made available globally, by using Nureva Span tool that allows to bring together distributed sites for real-time collaboration. People from Canada and India have joined. Zoom was added to capture in-class dynamics.
Participants were able to submit questions and comments for the speaker ahead of and during the session. Canvas instance is captured ‘as is’ as well as transcribed below:
Questions/Comments (about LeSS & Agile:
Transcribed Questions/Comments (about LeSS & Agile:
- How did LeSS help financial org to stay lean and bring high impact and value to customers?
- What involvement does HR have in LeSS adoption?
- Will the speaker cover HR -related aspects of LeSS adoption?
- What are some of the tricks you learned to break through the resistance to change?
- How can we tell if our engineering practices are getting in the way of our success with LeSS?
- What does LeSS recommend in terms of number of teams per Product Owner?
- How product or value defined in Less?
- Please, elaborate on Risk management with agile?
- How to transform team divided by components into feature teams?
- What will happen if any organization stops doing all the work except what is minimally essential?
- As per Frederic Laloux, Teal is the color for agile.
Ceremonies in Less
- Attempting any sort of change in a financial institution is exhausting. How do we prevent burnout?
- Most org’s/teams are not clear what their PRODUCT is – or agree on it!
- Measurement, MBOs, Balanced Scorecards, OKRs, KPIs, lions, tigers, and bears.
- Could you share practical ideas on changing status-quo mindsets of middle & first level mgrs?
- Less Approach is a lot of work. Not for the faint of heart.
- Are Agile transformations dependent on the right culture as a solid foundation?
- Roles in Less compared to SAFe
- Moving from SAFe to LeSS
- Non-Violent (NVC) Friday discussion topics.
Transcribed Questions/Comments Nureva Span
Many questions about Nureva Span can be answered by visiting this page, where its technical documentation is listed. The tool has been used for LeSS meetups and various agile events for some time. For more information, please inquire directly by submitting a question at the bottom of this page.
More Kodak Moments:
Let’s face it, today, finding an experienced and credible agile coach, is not easy. If you disagree with this statement, you are either very lucky and have special access to some great talent (e.g. referrals or networking) OR your perception of the role may need to change.
There is no need to be ashamed of not being able to find a good coach. You are not alone, many companies face the same challenge.
Truth be told, unfortunately
, the industry has changed significantly of the last few years and became the source of many problems (some very classic problems are described here
). Today, the term “Senior Agile Coach” has been grossly diluted. 🙁
, there are still great standards and guidelines you can follow, when looking for an agile coach, irrespective of industry trends. Please, consider the dimensions below, when looking for a professional agile coach, for your organization. The original sources of these requirements are listed at the bottom of this page and you are encouraged to explore them for additional details.
Please, do not reduce, simplify or trivialize some of the key expectations of a professional agile coach. Because, if you do, the following two problems will follow:
- Industry coaching quality (average) will be further decreased,… and even if you don’t care about this fact as much…you will care about the next fact….
- Quality of service to your own organization will be also low
“Must-Have” for Professional Agile Coach
- Has significant hands-on experience in at least one of the roles on a Scrum Team
- Has coached multiple organizations, departments, or programs
- Has, at least, 1000 hours of experience coaching at the enterprise/organizational level or a combination of enterprise and multi-team level coaching
- Has diversity of coaching experiences that can be demonstrated, using different client engagement examples, and which include experience at the organizational level
Demonstration of deep knowledge:
- Has formal and informal education about coaching and strong mentor relationships
- Has good working knowledge of Agile and Lean values, principles, and practices.
- Has helped individuals, teams, and leadership to understand and apply Agile and Lean values, principles, and practices effectively
- Understands the dynamics, patterns, and development of multi-level teams and how they interact at the organizational level
- Knows the difference between consulting and coaching and knows when to apply each.
Ability to clearly articulate and substantiate one’s own:
- Coaching Career Overview (coaching, agile history and how a person got where he/she is today. Include key milestone years)
- Coaching Focus (summary of a person’s professional self today, including a coaching approach and/or philosophy to coaching)
- Coaching Goals (personal development goals in coaching)
- Formal Coaching Education (formal education activities which have contributed significantly to your coaching journey. This includes a wide range of courses on topics including facilitation, leadership, consulting, coaching, process, tools, techniques, frameworks, and other related activities which have influenced our coaching practice)
- Formal Mentor-ship Education (coach mentor-ship and significant collaboration activities where a person has DEVELOPED a skill or technique or RECEIVED guidance to his/her coaching approach and mindset.)
- Informal Coaching Learning (significant topics you have studied outside of the Scrum literature which has impacted his/her coaching approach or coaching philosophy)
- Agile Community Participation (agile community events, such as user groups, gatherings, retreats, camps, conferences, etc. in which a coach has participated)
- Agile Community Leadership (leadership contributions to the agile community (e.g. writing, publishing, presenting, facilitating, organizing, training and other activities) through events, publications, courses, blogs and forums)
- Agile Community Collaborative Mentoring & Advisory (significant collaborative agile mentoring, advisory activities, where a person was mentoring, advising other individuals to increase their competency or in development of a specific goal)
- Coaching Tools, Techniques or Frameworks known (coaching tools, techniques or frameworks which you have implemented, customized, co-developed or developed in one or more client engagements)
Skills, Tools & Techniques:
- Has contributed to significant improvements in organizations or departments through coaching techniques
- Has helped organizations and teams beyond the basics of Scrum theory and practice
- Has enabled organizations to find their own solutions to business problems through the application of Agile principles
- Is familiar with, promotes and embodies the mindset of Servant Leadership
- Uses a rich set of facilitation, training and coaching tools, and models
- Coaching Mindset Coaching skills/practices and frameworks
- Evidence that the coach has taken both their Experience and Learning and synthesized these into definitive practices, frameworks, approaches, and strategies)
- Self-awareness: Able to reflect on their own contribution to the coaching by virtue of their own ‘being’
- Constant Learning: Has and continues to acquire Coaching oriented learning through multiple dimensions
- Diversity of Experience with different types & sizes of organizations
- Participation in the Agile community
Note: Your company needs to have internal expertise to validate a person, based on the above.