The case for coaching-Norwich
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The document outlines the principles of the Agile Manifesto, emphasizing customer satisfaction through continuous software delivery, welcoming changing requirements, and the importance of collaboration between business and development teams. It highlights key practices such as maintaining a sustainable development pace and promoting self-organizing teams for effective project outcomes. Additionally, it mentions the significance of technical excellence, simplicity, and regular team reflections to enhance agility.
The case for coaching-Norwich
- 1. The Case for Coaching
- 4. Optimize the whole Respect people Deliver fast Defer commitment Create knowledge Build quality in Eliminate waste
- 5. Principles behind the Agile Manifesto • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. • Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. • Business people and developers must work together daily throughout the project. • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. • The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. • Working software is the primary measure of progress. • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. • Continuous attention to technical excellence and good design enhances agility. • Simplicity--the art of maximizing the amount of work not done--is essential. • The best architectures, requirements, and designs emerge from self-organizing teams. • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. http://agilemanifesto.org/principles.html
- 6. Principles behind the Agile Manifesto • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software product. • Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. • Deliver working software product frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. • Business people and developers must work together daily throughout the project. • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. • The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. • Working software product is the primary measure of progress. • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. • Continuous attention to technical excellence and good design enhances agility. • Simplicity--the art of maximizing the amount of work not done--is essential. • The best architectures, requirements, and designs emerge from self-organizing teams. • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. http://agilemanifesto.org/principles.html (sort of)
- 9. Roger Federer Severin Luthi
- 10. 2015 Wimbledon
- 11. “At the end of practice we were just kidding around almost. I said, ‘Okay, I’m going to chip and charge and just keep the points short. I’m tired. I want to get off the court soon anyway. That’s when I started to run in and hit returns. I hit a couple for a winner. They were ridiculous. “He laughed, I laughed, Severin laughed. Then I did it again in the next practice just to see if it actually would still work again. Then I tried it the next practice and it still worked. “That’s when Severin said, ‘Well, what about using it in a match?’ I was like, ‘Really?’ “So he pushed me to keep using it and not shy away from using it in big moments.” SABR
- 12. Coaching is not…
- 13. Coaching is…
- 15. Source: http://www.performancecoachinginternational.com/resources/roi.php 22% 88% Training Alone Training Along with Coaching
- 23. Be Humble Master the Basics Be Coach-‐ able Be Present Be Aware Practice Empathy Create Safety Mentor Engage
- 24. ?
- 25. Some images used With permission from Slides will be tweeted @AgilePHL ryanlockard.com [email protected]