Shiva Krishnan Societe Generale

Coaching for Change

Resistance

•Like status quo

•Fear of the unknown

* From Mike Cohn

Bringing about

a change is

Hard

The Satir Model, 1991

Sustaining the

change is Harder

* Barriers for further agile adoption – VersionOne -9th Annual State of Agile Survey

How do we bring about sustainable

Change?

Intentional change theory (2006)

People only change

when they truly

want to change—and these proposed

changes must be

important to their

long-term vision in

order for them to

sustain the energy

for the effort.

Richard Boyatzis

How does this apply to Agile coaching?

Creating a shared vision for the transformation

Expectations Meeting Expectation from the transformation

Expectation from Coach

Expectation from Management

Client satisfaction •Faster ,better delivery •better quality - lesser UAT defects •better usability

Team satisfaction •sustainable pace, better work life balance

Self organized , empowered, Open and autonomous team •No task assignment -ability to choose •everybody can take decisions •everybody is aware, transparency •accountable, take ownership •reduce follow-ups ,reduce monitoring •share issues and knowledge

Simplify process •do all ceremonies every iteration •more effective retros - include appreciations, act on action items •realistic

Planning •everybody estimates •utilize velocity for planning •raise risks early •better estimations

Spread knowledge •reduce dependencies •add skillsets wherever necessary •share issues and knowledge •reduce assumptions

Susutain the Transformation •All activities must add value - including the meetings •It's the team's responsibility to sustain the transformation

U dersta di g the tea ’s pai poi ts a d drivers for cha ge

Co-creating the coaching Backlog

Investing in Sustainable Relationships

Involving everyone

Relationships

Leadership – Contracting for effective understanding among

stakeholders

Org- level

-Transformation stand-up meetings

Management

The Teams Agile Coach

Platforms

How do we know that it is working?

Success Stories

0

2

4

6

8

10

12

Before

Transformation

Current State

Who makes decisions in your

team?

Manager and

Lead

Team members

55%

18%

27%

Do you feel safe to fail?

yes

no

sometimes

18%

64%

18%

Do you feel safe to fail?

Yes

No

Did Not Answer

Surveys

0 2 4 6 8 10

Most of the times

Sometimes

No

Most of the times Sometimes No

Current State 0 2 9

Before Transformation 6 3 2

Do you stretch regularly to complete your work?

Team is more open - questioning value behind

each activity

Shared responsibility -ownership with the

team and not TL

Mindset changes

Team more autonomous - no assignments

Asking questions

Helping each other

Open – comfortable to share issues/Concerns

Question the team

Individual ownership has increased and

micro-management of task reduced I thought it’s tough to for a successful

Agile Team but as we began our

transition amazingly now I could see the

agility in our team.

Taking up tasks and trust

built by the leads for the

team

White board and daily

standup improvement

Before the CD, I felt it is difficult to

give the exact estimate of given

task. But after CD, It is quite easier

Being Autonomous and taking card for

development from white board

Self managed

team

Team self organized

and sharing Ownership

and Responsibility

Avoiding Task

Assignment and

Team picking up tasks

Delivery being managed by team. To

a age the project’s day to day activity, Iteration planning, Grooming, Demo,

Retro, Homo/UAT Release, Before CD

tra sfor atio I could ’t eve thi k this was possible without manager, my

thinking was only manager can do all this

BA Developer

Tech Lead

Question: What is that one outcome which you thought was not possible before CD

begun but it is possible now?

Check your progress

From

Coaching for

Compliance

To

Coaching with

Compassion

Questions???

Thank You!!!

shivakrishnan_2000@yahoo.com