7 steps to coaching agile non software development teams
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The document outlines a seven-step coaching process for implementing Agile methodologies in non-software development teams, emphasizing the importance of mindset, collaboration, and adaptability. Each step includes practical actions, such as conducting leader interviews, introducing Agile principles to the team, facilitating purpose sessions, and developing visual management solutions. Results from this approach indicate improved communication, collaboration, and employee engagement within teams.
7 steps to coaching agile non software development teams
- 1. SEVEN STEPSTO COACHING AGILE NON-SOFTWARE DEVELOPMENT TEAMS E D U A R D O N O F U E N T E S – T H E A G I L E E L E V E N @theagileeleven
- 2. ABOUT US @theagileeleven Helping people discover better ways of working “The number eleven is said to represent – collaboration and intuitive guidance, enlightenment and creativity, pushing past limitations to achieve goals and enhance the human experience”.
- 3. SOME OF THE TEAMS WE WORK WITH… @theagileeleven
- 4. AGILE BEYOND SOFTWARE – A VISUAL REPRESENTATION Visual Representation by Christiane Anderson of Eduardo Nofuentes session – 1st Conf 2016 @theagileeleven
- 5. AGILE TODAY 2001 2017 Better ways of developing software Better ways of working @theagileeleven
- 6. THE THREE WAVES OF AGILE The three Waves of Agile by Charlie Rudd – Solutions IQ @theagileeleven
- 7. SO… HOW DO WE DO IT? @theagileeleven R E A L C A S E S T U D Y – P E O P L E A N D C U LT U R E T E A M
- 9. • ASSESS LEADER AGILE MINDSET • GATHER CONTEXT INFORMATION ABOUT TEAM • UNDERSTAND CURRENT CHALLENGES AND PAIN POINTS • FORMULATE A PLAN @theagileeleven STEP ONE: LEADER INTERVIEW
- 10. • New in the role • Inherited team after a merger • Very low engagement score • A lot of output – not many outcomes • Team working in silos • Understands agile • He has Executive Sponsorship @theagileeleven MEET DAMIAN – GM PEOPLE AND CULTURE
- 11. EGM P&C GM, People & Culture Talent Acquisition Organisational Development Diversity, Inclusion & Engagement Internal Communications P&C Business Partners GM, Remuneration & Governance Performance & Reward Shared Services Payroll @theagileeleven STRUCTURE OF THE TEAM
- 12. STEP TWO: INTRODUCING AGILE TO THE TEAM @theagileeleven
- 13. • LIGHT TOUCH TRAINING – 30 TO 60 MIN • FOCUS ON PRINCIPLES AND MINDSET • FOCUS ON BENEFITS OF THIS WAY OF WORKING • DON’T INTRODUCE NEW FRAMEWORKS OR ROLES • MAKE TEAM FEEL SAFE AND ASK FOR PERMISSION @theagileeleven STEP TWO: INTRODUCING AGILE TO THE TEAM
- 14. ag-ile adjective “the ability to move quickly and easily” WHAT IS AGILE? @theagileeleven
- 15. AGILE IS A MINDSET • Respect for the worth of every person • Truth in every communication • Transparency of all data, actions, and decisions • Trust that each person will support the team • Commitment to the team and to the team’s goals - Collaboration KEY BEHAVIOURS THAT ENABLE THE AGILE MINDSET Agile Principles and Values by Jeff Sutherland @theagileeleven
- 16. From the article “What is Agile “by Steve Denning – Image from Ahmed Sidky @theagileeleven STEP TWO: INTRODUCING AGILE TO THE TEAM
- 17. @theagileeleven MEET THE PEOPLE AND CULTURE TEAM
- 18. STEP THREE: FACILITATE A PURPOSE SESSION @theagileeleven
- 19. • AGREE ON THE WHY • AGREE ON THEIR VISION AND ESSENCE • LINK IT TO THE COMPANY PURPOSE @theagileeleven STEP THREE: FACILITATE A PURPOSE SESSION
- 20. • Give everyone a few minutes to think individually • In small groups, each team brainstorms words & statements • Each team comes with one purpose statement • Then they agree as a group on a final one out of the two or three from the groups. @theagileeleven HOW DO WE RUN A PURPOSE SESSION
- 21. STEP FOUR: RUN THEIR FIRST RETROSPECTIVE @theagileeleven
- 22. • DO IT WHEN YOU START WORKING WITH THE TEAM • USE IT TO UNCOVER ISSUES • AND GIVE THE TEAM A VOICE • PUT OWNERSHIP OF ISSUES ON THE TEAM • SCHEDULE THEM REGULARLY BUT NOT EVERY TWO WEEKS @theagileeleven STEP FOUR: RUN THEIR FIRST RETRO
- 23. @theagileeleven WHAT DID WE UNCOVER WITH THIS TEAM? COMMUNICATION ISSUES TRUST ISSUES FEELING OF THERE NOT BEING ENOUGH PEOPLE & TOO MUCH WORK
- 24. @theagileeleven WE USE THE A3 MODEL TO IMPROVE THOSE ISSUES Background: • What are we talking about? • What is the business case? What business problem are we trying to solve or analyse? Be very concise – communicate WHY you are addressing this issue. Current Conditions: • What is going on? • Use facts, data. • Be visual – use charts, sketches, etc… • Make the problem clear Goal: • State the specific target (s). State in measurable or identifiable terms Analysis: • Use the simplest problem-analysis tool that will suffice to find the root cause of the root cause of the problem. : Five whys, fishbone diagram, problem or process analysis tree, 7 QC tools (old or new), tools from Six Sigma, etc… Recommendations: • Your proposed countermeasures Plan: • Timeline with who, what, when, where, how. Follow up: • What issues or remaining problems can you anticipate? Title: Owners: Date:
- 25. STEP FIVE: DEVELOP A VISUAL MANAGEMENT SOLUTION @theagileeleven
- 26. • TAILORED FOR EACH TEAM AND THEIR NEEDS • HELP THE TEAM PRIORITISE • FOCUS ON OUTCOMES NOT OUTPUTS • VISUALISE IMPORTANT METRICS TOO • PHYSICAL OVER ONLINE BOARDS WHEN POSSIBLE @theagileeleven STEP FIVE: DEVELOP A VISUAL MANAGEMENT SOULTION
- 27. @theagileeleven VISUAL MANAGEMENT: THERE IS NO ONE SOLUTION
- 28. @theagileeleven 90 DAYS INITIATIVES BOARD
- 29. 90 DAY INITIATIVES BOARD 90 DAY INITIATIVES TO DO IN PROGRESS DONE CREATING AN AWESOME PLACE TO WORK @theagileeleven STRATEGIC DRIVER 1 STRATEGIC DRIVER 2 STRATEGIC DRIVER 3 STRATEGIC DRIVER 4
- 30. @theagileeleven IMPROVEMENT KATA WALL - LEADERSHIP
- 31. IMPROVEMENT KATA The Lean Enterprise – Humble, Molesky & O’Reilly @theagileeleven
- 32. IMPROVEMENT KATA WALL - LEADERSHIP IDEAL CONDITION CURRENT CONDITION NEXT TARGET CONDITION NEXT STEPS TO DO IN PROGRESS DONE @theagileeleven
- 33. @theagileeleven BAU WALL – COMMS TEAM
- 34. BAU WALL – COMMS TEAM THIS WEEK FUTURE NEXT WEEK @theagileeleven COMMS CHANNEL 1 COMMS CHANNEL 2 COMMS CHANNEL 3 COMMS CHANNEL 4 < 30 DAYS > 30 DAYS
- 35. @theagileeleven BAU WALL – RECRUITMENT
- 36. SOURCING INTERVIEWING REF CHECK / OFFER @theagileeleven MARKETING LEGAL OPS BAU WALL – RECRUITMENT TEAM FINANCE ADVERTISED PENDING
- 37. BAU WALL – SHARED SERVICES @theagileeleven BAU WALL – SHARED SERVICED
- 38. CONTRACT SENT POLICE CHECK ACTIVATION REQUEST ONBOARDING @theagileeleven MARKETING LEGAL OPS FINANCE REQUISITIONED BAU WALL – SHARED SERVICES NEW STARTERS
- 39. @theagileeleven BAU WALL – BUSINESS PARTNERS
- 40. @theagileeleven MARKETING LEGAL SHOPPING CENTRES BAU WALL – BUSINESS PARTNERS FINANCE COMING SOON BUILDING & MAINTAINING OUR TALENT & CAPABILITY DEFINING & NURTURING OUR CULTURE & VALUES ENERGISING & ENGAGING OUR PEOPLE SHAPING OUR ORGANISATIO N
- 41. @theagileeleven HOW IT ALL FITS TOGETHER
- 42. @theagileeleven HOW IT ALL FITS TOGETHER
- 43. STEP SIX: AGREE ON AN OPERATING RHYTHM @theagileeleven
- 44. • AGREE ON A CADENCE OF STAND UPS, SPRINT PLANNING AND RETROS • REMOVE OTHER MEETINGS THEY HAD • BE FLEXIBLE WITH THE TEAM @theagileeleven STEP SIX – AGREE ON AN OPERATING RHYTHM
- 45. @theagileeleven STEP SIX – AGREE ON AN OPERATING RHYTHM STAND UPS SPRINT PLANNING RETRO LEADERSHIP 2 x A WEEK MONTHLY QUARTERLY COMMS DAILY FORTNIGHTLY MONTHLY RECRUITMENT 3 x A WEEK ONGOING MONTHLY SHARED SERVICES 3 x A WEEK ONGOING MONTHLY BUSINESS PARTNERS WEEKLY MONTHLY QUARTERLY ALL 3 x A WEEK FORTNIGHTLY QUARTERLY
- 46. STEP SEVEN: COACH / REVIEW /ADJUST @theagileeleven
- 47. • MAKE THE TEAM FEEL SAFE • DON’T FOLLOW THE AGILE “RULEBOOK” • HIGHLIGHT RIGHT BEHAVIOURS • CONSTANTLY LEARN AND ADJUST @theagileeleven STEP SEVEN – COACH / REVIEW / ADJUST
- 49. @theagileeleven EMPLOYEE ENGAGEMENT SCORE IN THE TEAM
- 51. 100% of people agreed communication improved 92% agreed collaboration within their team improved 92% agreed productivity improved 75% agreed they were more engaged at work 61% agreed there was better collaboration with other departments SOME COMPANY WIDE RESULTS EXTRACTED FROM A SURVEY TO THE TEAMS @theagileeleven
- 52. 1. INTERVIEW THE LEADER 2. INTRODUCE AGILE TO THE TEAM 3. FACILITATE A PURPOSE SESSION 4. RUN THEIR FIRST RETRO 5. DEVELOP A VISUAL MANAGEMENT SOLUTION 6. AGREE ON AN OPERATING RHYTHM 7. COACH / REVIEW / ADJUST @theagileeleven THE SEVEN STEPS
- 53. THANK YOU Eduardo Nofuentes The Agile Eleven www.theagileeleven.com eduardo@theagileeleven.com @theagileeleven