Situational Coaching – Models

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Situational Coaching – Models

I was running one of my coaching circles the other day and someone brought up the X-wing Coaching Model. To be honest, I had to admit that I didn’t know what that was. 

Then they sent me a link, http://agilecoachinginstitute.com/agile-coaching-resources/

and I realized it was the Agile Coaching Competency framework put forth by the Agile Coaching Institute. It’s a model (picture) that speaks to the various capabilities that one should have when approaching agile coaching.

I wanted to share a couple of reactions to the model.

First, Can I Really DO It All?

One of the problems I have with the model, and it’s one of the few, is the implication that a coach needs to have competency/skill in all of the areas. Or to be growing their skills broadly across all of them. And my issue is, I don’t think that’s possible.

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Checking for Safety

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Checking for Safety

Safety is a hot topic in agile contexts today. Continuously begging the question – 

Is it safe?

With a nod to the film Marathon Man. Safety is incredibly relevant to the level of true agile performance at a team level.

In the following post, Joshua Kerievsky mentioned a technique originated by Norm Kerth that explores ways to “check for” safety.

https://medium.com/@JoshuaKerievsky/norm-kerths-safety-poll-bcccd5be6e44

While this may be a relatively short post, it’s an important one. And this is NOT simply focused on safety at a team level. It’s also applicable for all levels of the organization.

I also really like that Josh gives a nod to Norm. A true pioneer in this space!

Norm wrote the book Project Retrospectives, which is a foundation for nearly all of the agile retrospective advice (books, articles, etc.) that followed it. I don’t think he gets enough credit for this important work.

Anyway, please read the post and renew your focus on safety awareness within your teams.

Stay agile my friends,

Bob.

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Arie on Organizational Change

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Arie on Organizational Change

Arie Van Bennekum is one of the original signatories of the Agile Manifesto. So, he’s got significant experience and credibility in the agile space. He’s also the founder of a company called Wemanity, based primarily in the Netherlands, but spread across several European countries. 

Arie recent shared on InfoQ about two models or approaches that’s he has invented and used in Wemanity’s journey that I thought might be interesting to share.

https://www.infoq.com/articles/future-ready-organization

The Integrated AgileTM Transformational Model

Arie and his Wemanity team have created the following 6–step approach to introducing agile approaches and changing organizational culture. It’s intended to be a round-trip, iterative approach to incremental organizational and cultural change.

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Revisiting Agile Teams

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Revisiting Agile Teams

Revisiting Agile TeamsThis post is inspired by this article by Derek Huether - https://medium.com/@derekhuether/stable-teams-should-be-non-negotiable-59af0972f77

His is the sort of the position I used to have. However, I’ve been rethinking my position over the last few years. Not that I’m moving away from honoring the team. I’ll always do that. 

But I’ve started to think that a little adversity isn’t necessarily bad for a team.

I want to use this post as an update to my writings about agile teams. The following post best captures my thoughts – http://rgalen.com/agile-training-news/2018/3/5/stop-norming-performing

Back to Derek’s point

Derek makes 3 key points in the article:

  1. Teams that stay together are more productive.             (more stories)

  2. Teams that stay together are more predictable.             (higher throughput)

  3. Teams that say together are more responsive.               (less time in process)

And he supports those conclusions with data from Larry Maccherone while he was with Rally/CA and reviewing data collected through their tooling. Another key point Derek makes is against the frequent reorganizations that run rampant in many companies. That they undermine all three aspects.

I’m not going to challenge the data or Derek’s key point. Let’s assume that everything is right. That we want to focus on team productivity. However, I think there are things to consider equally (and perhaps even more importantly) than productivity.

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My Journey in Software Estimation - What a long strange trip...

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My Journey in Software Estimation - What a long strange trip...

I’ve had a long career with estimates in software projects. While it’s been a rocky journey, I now feel that I’ve gotten to the point where I truly understand how to and the value of estimation.

But before I give you the great reveal, let me share some of my history…

Estimate Newbie

I first began my career as a newbie in estimation. I fell into the trap of being as honest as a could be and I found that my estimates were often used against me. For example:

  • My bosses would often forget the “fine print” around the estimates. Words like – “this is only a guess until I get more formal requirements. Or, I’ve never done this before, so I really don’t know how long it will take” were never remembered. Imagine that?

  • People who had not a clue would weigh in on my estimates. Bosses, who were under pressure to release quickly, would cut them. And project managers, who were trying to “defend” the project, would pad them. And my developer colleagues, who always had an optimistic spin on things, their estimates would always be lower than my own. Imagine that?

  • And I always felt that nobody wanted the “truth” in estimates. That they couldn’t handle it. So, it negatively influenced me to pad/cut depending on the situation. But the key point is the inherent dishonesty I felt around all estimate discussions. Early on, it felt like a game of sorts. Where the last one that weighed in on a number…won. And the development team…generally lost. Imagine that?

But as in all things, I grew in my experience and in my career. Soon, around the late 1980’s, I became a “manager”. Which meant that I not only had to estimate for myself but for my group(s) as well. This showed me both sides of the estimation continuum and frankly, I didn’t like it much.

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Project vs. Product – Organizational Focus

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Project vs. Product – Organizational Focus

Sometimes my clients ask me which are the best organization structures that support a move to agile approaches. There are many ways to characterize their organizational structure and focus, but a common view I use is this:

Are they aligned as a Project-based organization or a Product-based one?

You can move to agile methods with either focus, but I think a Product-based focus makes it much easier. Let’s explore the dynamics of each. This will help you determine where your organization currently resides AND how you might want to shift your focus if you’re thinking about agility.

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What IS your Legacy?

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What IS your Legacy?

I spent over 10 years working at a company in Connecticut called Micrognosis. I wrote about an aspect of my experience there in this post.  

During my tenure at Micrognosis we delivered many, many products and projects. We made millions of dollars on our technologies and our customers were fairly happy with our efforts. All of this happened in the span from 1986 – 1996. If you asked me today whether anyone, and I mean anyone, really cares about the efforts we made (products, effort, blood-sweat-tears, etc.), I’d say no.

One of the hidden factors in all of our legacies, and I know technologists don’t want to hear this, is that what we’re working on really doesn’t matter in the long term. No matter what you’re working on!

For example, Netflix or Google or Spotify of today really won’t matter (technically) 20 years from now. Sure, they’ll be historical notes about them on Wikipedia, but the products themselves won’t matter.

So, what does matter?

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Book & Video Recommendations – Product Owner

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Book & Video Recommendations – Product Owner

If you’ve read any of my work, you probably know that this role is incredibly near and dear to my heart. I’ve written a book about it. About 50% of my agile coaching revolves around aspects of product ownership. And if you search my blog, you’ll see many references to the role and activities surrounding it. For example, backlog grooming or refinement.

So, it’s hard for me to be unbiased on the topic, but I’ll try my best. And it’s even harder to keep my recommended list limited to three.

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What do I need? Everything!

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What do I need? Everything!

I’m often caught up in a pattern with clients.

They’ll come to me and ask me to help them either start on their agile journeys or improve / accelerate their current efforts.

But then, when the actual logistics are discussed, we try to minimize everything. That is coaching and training time. The primary two reasons are budget and the time investment. I guess folks are focused on getting the max for the minimum. (sounds like a department store doesn’t it?) https://m.tjmaxx.tjx.com

So, I keep reducing my recommendations and approaches until at some point it fits the budget and time tolerances. But often that comes at a cost. 10 years ago, I would minimize to the point where the results would be impacted, but I try not to do that anymore.

Now, I’m much better at holding the line. At negotiating, by keeping their needs and the ultimate outcome in mind. At keeping everyone focused on the goals. 

So, where are you going with this, Bob?

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Scrum Product Ownership, 3'rd Edition

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Scrum Product Ownership, 3'rd Edition

Hi everyone,

I just wanted to share some great news. I’ve just completed the 3’rd Edition of my Scrum Product Owner book.

It’s been a true labor of love that’s taken far longer to finish then I’d originally expected. (sounds like software products, right?) But, to quote a common agile phrase…I am now…

DONE.

Stick a fork in it, Baby!

E-copies (PDF, EPUB, and MOBI) are all available immediately on LeanPub. What’s nice about connecting via LeanPub is that I plan on continuing to evolve content & ideas in the PDF, so it will be a way to “stay in touch” with any future developments of the books’ themes.

Also not that I’ve published several short PDF, blog link books that make it easy to explore my blog posts on 3-specific topics:

  • Agile Coaching

  • Agile Leadership

  • Product Ownership

More information on ALL of the LeanPub copies can be found here: https://leanpub.com/bookstore?search=Robert%20Galen

Amazon

You can find the paper version here: https://www.amazon.com/dp/098850264X/

And the Kindle version here: https://www.amazon.com/Scrum-Product-Ownership-Navigating-Forest-ebook/dp/B07PBGN5NW/

And here’s a link to my Amazon author page: https://www.amazon.com/kindle-dbs/entity/author/B00287V534/

Previous Owners Offer

I’d like to make the following offer for ALL Edition 1 and Edition 2 book owners. If you’ve previously purchased a paper or e-copy of my two previous editions, I’ll give you a free e-copy of the 3’rd Edition. All you have to do is drop me a note and I’ll forward you a coupon for LeanPub to get your copy.

Wrapping Up

It’s been a long time in coming, but I’m incredibly pleased with the results. I hope you pick up a copy of the new book and hope even more so that it provides value to you.

And if you do read it, please consider leaving a review on Amazon. It means so much to me to gain feedback.

Stay agile my friends,

Bob.

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