Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
SlideShare a Scribd company logo

Demystifying agilecoaching

•
•
Anand Murthy Raj
Anand Murthy Raj

This document discusses demystifying agile coaching. It begins by explaining why agile coaching is needed in today's complex systems where innovation is key. Agile coaching involves helping agile teams improve their understanding and performance through mentoring and facilitating problem solving. An agile coach enables individuals to improve their skills and embrace positive behaviors. The document discusses what an agile coach must focus on, including learning to see issues from a systems perspective and overcoming learning disabilities. It also briefly introduces concepts like the Cynefin framework and lean startup principles to further explain agile coaching approaches.

1 of 81
DemystifyingAgile Coaching Anand Murthy Raj Director & Founder, Agile Spirit Pvt. Ltd. Partner, Blinklane consulting NL
Why Agile Coaching? 1. Today’s world is no more a machine model 2. Not manufacturing “same” goods in a factory model 3. People need to know, what they matter to the system. 4. Constant quest to know the relationship and value add humans can bring to the table continuously 5. The need for today’s development and survival is “innovation”. 6. “Complex systems” – need out of the box creative thinking 7. Humans need to be respected and involved to innovate 8. Time is money
Cynefin Framework
What is Agile Coaching ? 1. Agile coaching a dual flavor of coaching and mentoring. 2. Is a journey of helping an agile team in the context of improving the understanding of their agile discipline. 3. Enabler to improve team performance and deliver customer value. 4. It involves helping individuals resulting in becoming good professionals with human values. 5. It enables an individual to undo certain behaviors and embrace the true behavior.
Who is an Agile Coach ?
What must I focus on? Spend 2 mins and make a note of what must I as a coach focus on ?
What must I focus on?
What must I learn ?
Kill Perceptions .. 1. Name : Salim Durrani 2. Lives in Kashmir Valley 3. Never sleeps at the same place every night 4. He has killed many soldiers 5. There is a huge prize money on his name.
Kill Perceptions.. Do not jump into conclusions !! Do not take extreme slots !!
Perception
Types of Coaches Discuss what styles of coaching is relevant for the IT Industry?
Exercise -1 1. Identify a coach 2. Coach must not solve the problem but must facilitate the problem solving 3. The trainer will explain the exercise 4. The trainer will tell the “Kahani mein twist” 5. Play the game !! 6. Experience the coaching
Systems thinking and Problem solving
Systems thinking –Thinking ability Is it a medical problem? Is it a Economics problem? Is it a Social problem? Dept of Economics Dept of Social work Dept of Community Medicine • Split problems into sections as per our perception • In reality only six subjects existed in 1900 • Physics • Chemistry • Biology • Psychology • Sociology • In 2010 there are 450 disciplines ; created a filing system for knowledge • We interpret the problem based on our domain knowledge
Learning Disabilities Peter Senge in the book “The Fifth Discipline“ talk about the 7 Learning disabilities 1. I am my position 2. The enemy is out there 3. The Illusion of “Taking Charge” 4. The “fixation of events” 5. The parable of “Boiled Frog” 6. The delusion of “Learning with Experience” 7. The Myth of “Management team”
Overcoming the Learning Disabilities I am my position 1. Lack of “system thinking” 2. Silo mentality 3. Auto Industry: Japan engg vs American engg 4. America vs Argnetina Soccer match 5. “Some one else screwed it up” The Enemy is out there 1. By-product of I am my position 2. Passing on the blame 3. Non systemic view of the world 4. Lack of accountability 5. Manufacturing  Engg  Marketing Sales
Overcoming the Learning Disabilities The illusion of taking charge 1. Proactive  Antidote of being reactive 2. Face difficult issues, solve problems before it gets into crisis 3. Crisis and Chaos teaches us great lessons 4. Mistakes make us hard 5. Pro-activeness is reactiveness in disguise The fixation of events 1. Conversations are dominated by events 2. In org : Sales, Promotion, fire, new product 3. Focusing into such events leads to “Event explanations” 4. Distract from seeing long term pattern for change, underlying causes
Overcoming the Learning Disabilities The parable of a boiled frog 1. Learning to see slow, gradual requires us to keep off the pace 2. Look for gradual processes that define fate of the frog 3. Look for folks going back to waterfall model way of thinking (metrics, plans, documentation) 4. Pay attention to human side of development The delusion of Learning with experience 1. Walking, Eating and , crawling and communicating – Trial and Error 2. Observe the consequences of our actions 3. Learning Horizon 4. Now being perfect, being predictable, reliable estimates 5. No scope for error
Overcoming the Learning Disabilities The Myth of Management team 1. Can the mgmt. teams can surmount these learning disabilities ? 2. Maintaining the appearance of a cohesive team 3. Most management teams break down under pressure 4. Schools trains us never to admit that we do not know the answer, Corporations reinforce that lesson by rewarding the people who excel in advocating their views 5. No one dares inquiring into complex issues 6. Skilled incompetence’—teams full of people who are incredibly proficient at keeping themselves from learning
The Sprint length Optimum batch size is an example of a U-curve optimization. Total costs are the sum of holding costs and transaction costs Higher transaction costs shift optimum batch size higher Higher holding costs shift batch size lower Principles of Product Development Flow, Don Reinertsen Optimum batch size (lowest total cost) Items per batch Cost Principles of Product Development Flow, Don Reinertsen
Problem solving paradigm
The Lean startup Principles Entrepreneurs are everywhere Entrepreneurship is management Validated Learning Build Measure Learn Innovation Accounting
The Lean startup culture
The Lean startup culture 1. Vanity Metrics: These are the “pretty”, usually, “big number” metrics that don’t really mean much. For example, site visitors, subscribers, and page views. 2. Actionable Metrics: These are the metrics that actually matter. They’re the result of someone performing an action and are usually expressed as some kind of percentage to represent a conversion rate. For example, email opt-in rate, purchases, email open rate, and click-through-rate (sometimes).
The Lean UX culture
The Lean UX culture
DesignThinking What is common among the four images?
DesignThinking Global Wicked Problem – Infant mortality Ref : https://en.wikipedia.org/wiki/List_of_countries_by_infant_mortality_rate (IMR) is the number of deaths of infants under one year old per 1,000 live births.
DesignThinking Ref : https://en.wikipedia.org/wiki/List_of_countries_by_infant_mortality_rate EMBRACE - The baby Life Saver
DesignThinking Saving rural Indian Woman from breast cancer Ref : http://www.breastcancerindia.net/statistics/trends.html 1. Millions of woman in rural India suffer from A. Breast cancer B. Fibro cystic breast disease C. Complication in Pregnancy 1. Free Medicines were provided, still women do not consume 2. Education programs no use 1. Root cause - Iodine deficiency 2. Quantity required per day 150 - 220 micro grams daily
DesignThinking
DesignThinking Find the odd man out?
DesignThinking Human Desirability YAMA – ESC YAMA - CORTS YAMA-RAJ YAMA-DOOT
DesignThinking It’s all about User experience !! You stupid A wonderful scanner built for kids by Doug – This was called Doug’s baby
DesignThinking 80% of the kids aged between 3-7 required Sedation
DesignThinking Can we come back tomorrow ? Sedation reduced to 10%
Time to Change the thinking!! 5 + 5 = ? 10 = ? +? +? 100/10 2.5+5+2.5 9.5+0.5 5+5 Fixed Mindset Mental Models Only one answer Challenge Status Quo Right questions Infinite number of solutions
Time to Change the thinking!! 1 3 5 2 4 ? Fill up the question number? All possible answers are welcome
Time to see the unseen Camel carts in Rajasthan Camel carts in Hayana
DesignThinking Its not about Design…. But its … Design Thinking!!
DesignThinking Design Thinking Model
DesignThinking
Solutioning process
The Goal – Eliyahu Goldratt Three critical measurement to achieve this goal and develop operational rules to successfully run a business are 1. Increase throughput by sales 2. Reduce Inventory 3. Reduce operational expenses
The Goal – Eliyahu Goldratt Three critical measurement to achieve this goal and develop operational rules to successfully run a business are 1. Increase throughput by sales 2. Reduce Inventory 3. Reduce operational expenses How will you convert this into Coaching S/W development Agile teams ?
The Goal – Eliyahu Goldratt TOC – Theory Of Constraints Identify the constraint Exploit the constraint Subordinate and Synchronize the content Elevate the Performance of the constraint Repeat the process
Beyond the Goal – Eliyahu Goldratt
Beyond the Goal – Eliyahu Goldratt How to Adapt to a new technology? 1. What is the power of the new technology ? 2. What limitation does the technology diminish? 3. What rules enabled us to manage the limitation? 4. What new rules do we need?
Beyond the Goal – Eliyahu Goldratt How did Dupont enjoy success ? How did Dell enjoy success ?
Beyond the Goal – Eliyahu Goldratt How to Adapt to a new technology? What is the power of the new technology ? We can carry out complex MRP calculations overnight What limitation does the technology diminish? It takes an entire week for skilled team to calculate MRP for a month, This is time consuming, expensive and error prone What rules enabled us to manage the limitation? We can only plan monthly otherwise its too expensive. We need to buy in big enough batches to last for one full month What new rules do we need? We must replan frequently in order to meet shorter timeframes We need to change relationship with our suppliers and customers We can outplay our competitors !!
Beyond the Goal – Eliyahu Goldratt How to Adapt to a new technology? What is the power of the new technology ? What limitation does the technology diminish? What rules enabled us to manage the limitation? What new rules do we need? Apply the same to the Agile Transformation and come up with answers!!
Intent and Muscle memory 53
Managing Change 54 Direct the “Rider” – Give clear direction reduce mental paralysis Motivate The :”Elephant” – Find the emotional connect Shape the “Path” – Reduce obstacles, tweak the environment, make the journey downhill Change is only successful when the rider uses the logical brain, to motivate and use the elephant strength and move in a direction that makes sense to our business. Reference :Switch – Chip Heath and Dan Heath
Making Changes Stick 55 Simplicity Unexpec tedness Concreten ess Credibility Emotions Stories Ref : Chip Heath and Dan heath – How to make Changes stick
Think Different –What can we learn from Army Acronym Explanation Z Zameeni Nishan K Kabar I Irada T Tarkeeb B Bandobast A Adminstration G Gadi Milao Ref: Raghu Raman youtube
Dealing withAgile Leaders -Trust It was Christmas 1914 on the Western Front. Despite strict orders not to chillax with the enemy, British and German soldiers left their trenches, crossed No Man's Land, and gathered to bury their dead, exchange gifts, and play games. Meanwhile: it's 2017, the West has been at peace for decades, and wow, we suck at trust. Surveys show that, over the past forty years, fewer and fewer people say they trust each other. So here's our puzzle: Why, even in peacetime, do friends become enemies? And why, even in wartime, do enemies become friends?
Dealing withAgile Leaders -Trust Leader says on Day 1 : The most important asset of my organization are our People What is the most simple way to create mis-trust on Day 2 ?
Dealing withAgile Leaders - Focus Which two will you select?
Dealing withAgile Leaders - Focus
Dealing withAgile Leaders - Direction
Dealing withAgile Leaders - Aim VS
What vsWhat Output vs Outcome Effectiveness vs Efficiency Shareholder value vs Customer value Customer focus vs Financial metrics
Customer focus vs Financial metrics 1925 : 3M 15% rule’s first success 1933 : Nordstrom's policy to accept any return with no argument 1961 : Toyota adopts Deming’s quality principles 1982 : Johnson & Johnson pulls Tylenol from the shelves 1989 : “Intel Inside” consumer-focused campaign in a B2B company 1990 : Samsung gives star employees sabbaticals in other countries 1996 : Apple brings back Steve jobs 1999 : Zappos – Free shipping and returns
The lean metrics beyond financial numbers
Focus on right features – Impact mapping Commercial organizations across the European Union lost 142 billion EUR on failed IT projects in 2004 alone, mostly because of poor alignment with business objectives or business strategies becoming obsolete during delivery. This is roughly the cost of the International Space Station program, including all flights, or almost twice the cost of the entire Apollo program, which achieved six manned landings on the Moon.
Emotion Intelligence
Empathy based communication
Learning to Surf
Telemetrics Learning
Cultural Dilemma
The New Software Development Paradigm New rules of the game 1. Acceptance Test driven development processes 2. Cross functional team includes QA and OPS 3. Software is always release “ready” 4. Collaboration and not cooperation among Business and development teams 5. Only One main line for the whole product 6. Everything is automated.. Build, testing, db migration and deployment 7. Release are tried to business needs not operational constraints (week end release) Continuous Delivery – Questions asked by Jez Humble 1. Do you check your code to mainline at least once per day? 2. Do you have a suite of tests to validate your changes? 3. When the build is broken , it is #1 priority to fix it?
System or People
Agile Assessments Create a checklist for Agile assessments 1. Identify 6 areas 2. Identify 5 questions in each area
Agile Assessments
Agile Assessments Adaptabil ity Business Value Org Culture Team Work Learning & Innovation Requirem ents Technical Practices
Live or Leave…
Professionals – Hierarchy of content of mind An ounce of information is worth a pound of data An ounce of knowledge is worth a pound of information An ounce of understanding is worth a pound of knowledge An ounce of wisdom is worth a pound of understanding We try to teach knowledge; How can you teach if you do not posses it? Data , Information, Knowledge , Understanding - Doing things right – Efficiency Wisdom – Doing right things – How to make it more effective Wisdom – Defrenciates Efficiency vs Effectiveness
Decide.. 1. Do not choose Agile coaching for a Job change, if you are not serious!! 2. Do not just read books and claim as a great coach 3. Practice Empathy and live Empathy 4. Coaching without experience is a suicide path for you and a destructive path for the team 5. Coaching is a skill .. It can be learnt over a period of time. 6. Coaching with finding all the wrong things the team does will make you a great coach….. but coaching with all the positives will make you popular..
Questions ?
Anand Murthy Raj anandmurthy.raj@gmail.com +91 9845707457 https://www.linkedin.com/in/anandmurthyraj Thank you

More Related Content

Demystifying agilecoaching

  • 1. DemystifyingAgile Coaching Anand Murthy Raj Director & Founder, Agile Spirit Pvt. Ltd. Partner, Blinklane consulting NL
  • 2. Why Agile Coaching? 1. Today’s world is no more a machine model 2. Not manufacturing “same” goods in a factory model 3. People need to know, what they matter to the system. 4. Constant quest to know the relationship and value add humans can bring to the table continuously 5. The need for today’s development and survival is “innovation”. 6. “Complex systems” – need out of the box creative thinking 7. Humans need to be respected and involved to innovate 8. Time is money
  • 4. What is Agile Coaching ? 1. Agile coaching a dual flavor of coaching and mentoring. 2. Is a journey of helping an agile team in the context of improving the understanding of their agile discipline. 3. Enabler to improve team performance and deliver customer value. 4. It involves helping individuals resulting in becoming good professionals with human values. 5. It enables an individual to undo certain behaviors and embrace the true behavior.
  • 5. Who is an Agile Coach ?
  • 6. What must I focus on? Spend 2 mins and make a note of what must I as a coach focus on ?
  • 7. What must I focus on?
  • 8. What must I learn ?
  • 9. Kill Perceptions .. 1. Name : Salim Durrani 2. Lives in Kashmir Valley 3. Never sleeps at the same place every night 4. He has killed many soldiers 5. There is a huge prize money on his name.
  • 10. Kill Perceptions.. Do not jump into conclusions !! Do not take extreme slots !!
  • 12. Types of Coaches Discuss what styles of coaching is relevant for the IT Industry?
  • 13. Exercise -1 1. Identify a coach 2. Coach must not solve the problem but must facilitate the problem solving 3. The trainer will explain the exercise 4. The trainer will tell the “Kahani mein twist” 5. Play the game !! 6. Experience the coaching
  • 14. Systems thinking and Problem solving
  • 15. Systems thinking –Thinking ability Is it a medical problem? Is it a Economics problem? Is it a Social problem? Dept of Economics Dept of Social work Dept of Community Medicine • Split problems into sections as per our perception • In reality only six subjects existed in 1900 • Physics • Chemistry • Biology • Psychology • Sociology • In 2010 there are 450 disciplines ; created a filing system for knowledge • We interpret the problem based on our domain knowledge
  • 16. Learning Disabilities Peter Senge in the book “The Fifth Discipline“ talk about the 7 Learning disabilities 1. I am my position 2. The enemy is out there 3. The Illusion of “Taking Charge” 4. The “fixation of events” 5. The parable of “Boiled Frog” 6. The delusion of “Learning with Experience” 7. The Myth of “Management team”
  • 17. Overcoming the Learning Disabilities I am my position 1. Lack of “system thinking” 2. Silo mentality 3. Auto Industry: Japan engg vs American engg 4. America vs Argnetina Soccer match 5. “Some one else screwed it up” The Enemy is out there 1. By-product of I am my position 2. Passing on the blame 3. Non systemic view of the world 4. Lack of accountability 5. Manufacturing  Engg  Marketing Sales
  • 18. Overcoming the Learning Disabilities The illusion of taking charge 1. Proactive  Antidote of being reactive 2. Face difficult issues, solve problems before it gets into crisis 3. Crisis and Chaos teaches us great lessons 4. Mistakes make us hard 5. Pro-activeness is reactiveness in disguise The fixation of events 1. Conversations are dominated by events 2. In org : Sales, Promotion, fire, new product 3. Focusing into such events leads to “Event explanations” 4. Distract from seeing long term pattern for change, underlying causes
  • 19. Overcoming the Learning Disabilities The parable of a boiled frog 1. Learning to see slow, gradual requires us to keep off the pace 2. Look for gradual processes that define fate of the frog 3. Look for folks going back to waterfall model way of thinking (metrics, plans, documentation) 4. Pay attention to human side of development The delusion of Learning with experience 1. Walking, Eating and , crawling and communicating – Trial and Error 2. Observe the consequences of our actions 3. Learning Horizon 4. Now being perfect, being predictable, reliable estimates 5. No scope for error
  • 20. Overcoming the Learning Disabilities The Myth of Management team 1. Can the mgmt. teams can surmount these learning disabilities ? 2. Maintaining the appearance of a cohesive team 3. Most management teams break down under pressure 4. Schools trains us never to admit that we do not know the answer, Corporations reinforce that lesson by rewarding the people who excel in advocating their views 5. No one dares inquiring into complex issues 6. Skilled incompetence’—teams full of people who are incredibly proficient at keeping themselves from learning
  • 21. The Sprint length Optimum batch size is an example of a U-curve optimization. Total costs are the sum of holding costs and transaction costs Higher transaction costs shift optimum batch size higher Higher holding costs shift batch size lower Principles of Product Development Flow, Don Reinertsen Optimum batch size (lowest total cost) Items per batch Cost Principles of Product Development Flow, Don Reinertsen
  • 23. The Lean startup Principles Entrepreneurs are everywhere Entrepreneurship is management Validated Learning Build Measure Learn Innovation Accounting
  • 24. The Lean startup culture
  • 25. The Lean startup culture 1. Vanity Metrics: These are the “pretty”, usually, “big number” metrics that don’t really mean much. For example, site visitors, subscribers, and page views. 2. Actionable Metrics: These are the metrics that actually matter. They’re the result of someone performing an action and are usually expressed as some kind of percentage to represent a conversion rate. For example, email opt-in rate, purchases, email open rate, and click-through-rate (sometimes).
  • 26. The Lean UX culture
  • 27. The Lean UX culture
  • 28. DesignThinking What is common among the four images?
  • 29. DesignThinking Global Wicked Problem – Infant mortality Ref : https://en.wikipedia.org/wiki/List_of_countries_by_infant_mortality_rate (IMR) is the number of deaths of infants under one year old per 1,000 live births.
  • 31. DesignThinking Saving rural Indian Woman from breast cancer Ref : http://www.breastcancerindia.net/statistics/trends.html 1. Millions of woman in rural India suffer from A. Breast cancer B. Fibro cystic breast disease C. Complication in Pregnancy 1. Free Medicines were provided, still women do not consume 2. Education programs no use 1. Root cause - Iodine deficiency 2. Quantity required per day 150 - 220 micro grams daily
  • 34. DesignThinking Human Desirability YAMA – ESC YAMA - CORTS YAMA-RAJ YAMA-DOOT
  • 35. DesignThinking It’s all about User experience !! You stupid A wonderful scanner built for kids by Doug – This was called Doug’s baby
  • 36. DesignThinking 80% of the kids aged between 3-7 required Sedation
  • 37. DesignThinking Can we come back tomorrow ? Sedation reduced to 10%
  • 38. Time to Change the thinking!! 5 + 5 = ? 10 = ? +? +? 100/10 2.5+5+2.5 9.5+0.5 5+5 Fixed Mindset Mental Models Only one answer Challenge Status Quo Right questions Infinite number of solutions
  • 39. Time to Change the thinking!! 1 3 5 2 4 ? Fill up the question number? All possible answers are welcome
  • 40. Time to see the unseen Camel carts in Rajasthan Camel carts in Hayana
  • 41. DesignThinking Its not about Design…. But its … Design Thinking!!
  • 45. The Goal – Eliyahu Goldratt Three critical measurement to achieve this goal and develop operational rules to successfully run a business are 1. Increase throughput by sales 2. Reduce Inventory 3. Reduce operational expenses
  • 46. The Goal – Eliyahu Goldratt Three critical measurement to achieve this goal and develop operational rules to successfully run a business are 1. Increase throughput by sales 2. Reduce Inventory 3. Reduce operational expenses How will you convert this into Coaching S/W development Agile teams ?
  • 47. The Goal – Eliyahu Goldratt TOC – Theory Of Constraints Identify the constraint Exploit the constraint Subordinate and Synchronize the content Elevate the Performance of the constraint Repeat the process
  • 48. Beyond the Goal – Eliyahu Goldratt
  • 49. Beyond the Goal – Eliyahu Goldratt How to Adapt to a new technology? 1. What is the power of the new technology ? 2. What limitation does the technology diminish? 3. What rules enabled us to manage the limitation? 4. What new rules do we need?
  • 50. Beyond the Goal – Eliyahu Goldratt How did Dupont enjoy success ? How did Dell enjoy success ?
  • 51. Beyond the Goal – Eliyahu Goldratt How to Adapt to a new technology? What is the power of the new technology ? We can carry out complex MRP calculations overnight What limitation does the technology diminish? It takes an entire week for skilled team to calculate MRP for a month, This is time consuming, expensive and error prone What rules enabled us to manage the limitation? We can only plan monthly otherwise its too expensive. We need to buy in big enough batches to last for one full month What new rules do we need? We must replan frequently in order to meet shorter timeframes We need to change relationship with our suppliers and customers We can outplay our competitors !!
  • 52. Beyond the Goal – Eliyahu Goldratt How to Adapt to a new technology? What is the power of the new technology ? What limitation does the technology diminish? What rules enabled us to manage the limitation? What new rules do we need? Apply the same to the Agile Transformation and come up with answers!!
  • 53. Intent and Muscle memory 53
  • 54. Managing Change 54 Direct the “Rider” – Give clear direction reduce mental paralysis Motivate The :”Elephant” – Find the emotional connect Shape the “Path” – Reduce obstacles, tweak the environment, make the journey downhill Change is only successful when the rider uses the logical brain, to motivate and use the elephant strength and move in a direction that makes sense to our business. Reference :Switch – Chip Heath and Dan Heath
  • 56. Think Different –What can we learn from Army Acronym Explanation Z Zameeni Nishan K Kabar I Irada T Tarkeeb B Bandobast A Adminstration G Gadi Milao Ref: Raghu Raman youtube
  • 57. Dealing withAgile Leaders -Trust It was Christmas 1914 on the Western Front. Despite strict orders not to chillax with the enemy, British and German soldiers left their trenches, crossed No Man's Land, and gathered to bury their dead, exchange gifts, and play games. Meanwhile: it's 2017, the West has been at peace for decades, and wow, we suck at trust. Surveys show that, over the past forty years, fewer and fewer people say they trust each other. So here's our puzzle: Why, even in peacetime, do friends become enemies? And why, even in wartime, do enemies become friends?
  • 58. Dealing withAgile Leaders -Trust Leader says on Day 1 : The most important asset of my organization are our People What is the most simple way to create mis-trust on Day 2 ?
  • 59. Dealing withAgile Leaders - Focus Which two will you select?
  • 63. What vsWhat Output vs Outcome Effectiveness vs Efficiency Shareholder value vs Customer value Customer focus vs Financial metrics
  • 64. Customer focus vs Financial metrics 1925 : 3M 15% rule’s first success 1933 : Nordstrom's policy to accept any return with no argument 1961 : Toyota adopts Deming’s quality principles 1982 : Johnson & Johnson pulls Tylenol from the shelves 1989 : “Intel Inside” consumer-focused campaign in a B2B company 1990 : Samsung gives star employees sabbaticals in other countries 1996 : Apple brings back Steve jobs 1999 : Zappos – Free shipping and returns
  • 65. The lean metrics beyond financial numbers
  • 66. Focus on right features – Impact mapping Commercial organizations across the European Union lost 142 billion EUR on failed IT projects in 2004 alone, mostly because of poor alignment with business objectives or business strategies becoming obsolete during delivery. This is roughly the cost of the International Space Station program, including all flights, or almost twice the cost of the entire Apollo program, which achieved six manned landings on the Moon.
  • 72. The New Software Development Paradigm New rules of the game 1. Acceptance Test driven development processes 2. Cross functional team includes QA and OPS 3. Software is always release “ready” 4. Collaboration and not cooperation among Business and development teams 5. Only One main line for the whole product 6. Everything is automated.. Build, testing, db migration and deployment 7. Release are tried to business needs not operational constraints (week end release) Continuous Delivery – Questions asked by Jez Humble 1. Do you check your code to mainline at least once per day? 2. Do you have a suite of tests to validate your changes? 3. When the build is broken , it is #1 priority to fix it?
  • 74. Agile Assessments Create a checklist for Agile assessments 1. Identify 6 areas 2. Identify 5 questions in each area
  • 78. Professionals – Hierarchy of content of mind An ounce of information is worth a pound of data An ounce of knowledge is worth a pound of information An ounce of understanding is worth a pound of knowledge An ounce of wisdom is worth a pound of understanding We try to teach knowledge; How can you teach if you do not posses it? Data , Information, Knowledge , Understanding - Doing things right – Efficiency Wisdom – Doing right things – How to make it more effective Wisdom – Defrenciates Efficiency vs Effectiveness
  • 79. Decide.. 1. Do not choose Agile coaching for a Job change, if you are not serious!! 2. Do not just read books and claim as a great coach 3. Practice Empathy and live Empathy 4. Coaching without experience is a suicide path for you and a destructive path for the team 5. Coaching is a skill .. It can be learnt over a period of time. 6. Coaching with finding all the wrong things the team does will make you a great coach….. but coaching with all the positives will make you popular..
  • 81. Anand Murthy Raj anandmurthy.raj@gmail.com +91 9845707457 https://www.linkedin.com/in/anandmurthyraj Thank you