Download Agile Coaching by Rachel Davies, Liz Sedley PDF

By Rachel Davies, Liz Sedley

ISBN-10: 1934356433

ISBN-13: 9781934356432

To lead swap, you must extend your toolkit, and this e-book grants the instruments you want to make the transition from agile practitioner to agile trainer.

Agile Coaching is all approximately operating with humans to create nice agile groups. You'll construct a group that produces nice software program and has enjoyable doing it. within the method, you'll develop a staff that's self-sufficient and skillful.

This e-book offers you deeper wisdom of ways agile practices paintings and the way to encourage your workforce to enhance. notice easy methods to trainer your staff during the agile lifecycle, from making plans to writing software program. examine the secrets and techniques of working powerful agile conferences and the way to get your workforce following a constant method of developing software program. You'll locate chapters devoted to introducing Test-Driven improvement, designing Retrospectives, and making growth seen.

discover what works and what to prevent while introducing agile practices on your staff. through the publication the authors proportion their own training tales from adventure with genuine groups, supplying you with insights into what works and what to prevent. each one bankruptcy additionally covers hurdles that you simply and your staff may possibly face and what to do to transparent them.

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Extra info for Agile Coaching

Sample text

So, start the team off making some small changes, such as redesigning the workspace or introducing a regular team lunch, to get them ready for bigger changes. 2 Asking Questions Another way you can lead the team to consider change is simply to ask questions. When you ask someone a question, you show that you respect their opinion and you’re interested in their answer. They need to engage their brain to come up with an answer. When they do so, they join your quest to improve how the team works. A thought-provoking question may even lead them to follow up on your conversation and take action.

Or you could dig deeper by asking some follow-on questions like these: How did the meeting flow? Did people update tasks on the team board? How was the meeting today compared with yesterday? Share your own observations to help them understand what kind of thing you’re interested in. For example, I noticed there were less interruptions today and the meeting seemed to flow better. I was wondering if that was because Yuan was dialing in from home and we had to pass a cell phone around to talk to her.

If you decide to continue the meeting, don’t pretend nothing happened. Acknowledge that feelings are running high, and check with the whole team whether they can continue with the meeting or whether the issue that caused the upset should be resolved first. Com H URDLES Liz Says. . Don’t Put People in Boxes There are many models out there that can be used to categorize people into levels or types. Models can be useful to help you determine how best to present information to the team. A great one to start with is the Dreyfus learning model, which Andy Hunt explains in Pragmatic Thinking and Learning: Refactor Your Wetware [Hun08].

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