The document provides guidance and tools for coaching and developing teams, outlining frameworks for agile coaching, techniques for facilitating retrospectives and improvements, and strategies for helping individuals and teams overcome challenges through focused development. Key elements discussed include visualization tools, limiting work-in-progress, managing flow, and improving collaboratively using the scientific method.
14. Kanban is 80% about People!
"Putting people in good systems results in better results than putting people in bad systems – so
attending to the systems will help the people's behavior" via @alshalloway
15. The Essence of Kanban is…
1. Visualize the Workflow
2. Limit WIP
3. Manage Flow
4. Make Process Policies Explicit
5. Improve Collaboratively (using Models
and the Scientific Method)
94. #T1 - System Thinking – Tree/forest metaphor
From far = Symptoms, Close you see the root cause
95. #T1 – System is a group of independent but
interrelated elements comprising an integrated whole.
Systems Characteristics
• Structure (Composition of elements)
• Behavior (Process - Input - output)
• Interconnections (Structural & Functional Relationship)
• Emerging Properties(Not appear on individual elements)
96. #T1 – Butterfly Effect – There is Cause &
effect between the parts of the system.
97. #T1 – Root cause – The cause who generate
the bigger number of effects.
116. #T7 - Do Experiments... Learn from they.
• Work from home
• Give People your responsibilities
• Change people seats
• Actions * Book & Movie Club
• Say something BUT don’t do it
• Let people alone in meetings
without upfront notification
• Listen and DO NOTHING - when
people they expect you to kick
their asses.
159. Help people to work around stories...
Como usuário <USER>
Eu quero<FUNCTIONALITY>
(Então isso <BENEFIT>)
INVEST in Good Stories, and SMART Tasks
I - Independent
S - Specific
N - Negotiable
M - Measurable
V - Valuable
A - Achievable
E - Estimable
R - Relevant
S - Small
T - Time-boxed
T - Testable
205. Jacket on. Jacket off. Hang the jacket. Jacket off. Put it
on the ground. Now, hang the jacket... with attitude.
206. ...Change the mindset, changing the system first!
http://www.mindset.ws/images/misc_elements/iceberg-diagram.gif
http://blog.anascimento.net/wp-content/uploads/2010/02/Scrum.jpg
207. "Kung Fu is in everything we do. How we put on a jacket,
how we take off a jacket, how we treat people. Everything
is Kung Fu."
217. Coaching Game – The Scope (Drew me ALL in ONE
Story Developer
218. Coaching Game – Agile Tools
Process
Planning(10 mim)
Retrospectivo(15 mim)
Tools
Pairing standup 2 mim meeting
Feedback value mapping
Cartolina + Postits + Canetinhas
219. Coaching Game – The Characters
Não concorda com nada
Sabotador
Precisa falar sempre(Pouco sensivel)
Vai sempre na direção Oposta
Tem medo, repete muito as coisas
Excelente executor de tarefas
Leprechaun
Sabe de uma informacao muito util
Concorda com tudo mas nao fala nada
Subestima seu valor, ODEIA quem discorda
Muito Emotivo
220. Coaching Game – The Characters
Gossip Girl
Perde o foco muito facil
Aceita Feedback, mas nao muda
Demora para executar tarefas
Nao confia em quem nao fala nada
221. Coaching Game – Better & Worst
Sabotador
Explica para ele o Por que das coisas
SE Seu medo é removido
Medo de nao ser reconhecido
Por que ninguem seu trabalho
Leprechaun
Se mostrado como ele eh importante ao
time, e que precisam dele
Se tratado com muita educacao
222. Coaching Game – Better & Worst
Gossip Girl
SE pedido para usar uma ferramenta
de gerenciamento de tempo
Se dado um norte mais concreto