1. As Facilitator
1.1. On important resource for me about facilitation skills is PeerEducationTrainingof TrainersManual , I would call it a theory in action book , it discusses how to make training for facilitators in a step by step practical approaches with support of many theories which is explained in simple and relevent way
1.2. About Facilitation
1.2.1. helping them get better
1.2.2. It is about providing container for team to put their idea.
1.2.2.1. that's why wikipedia is wikipedia ? such approach can really make miracles
1.2.3. It is for formal and informal conversations not formal only.
1.3. Stand-Up facilitation
1.3.1. 3 question ; What did you do yesterday ? What will you do today ? Do you have any blockers ?
1.3.2. Why? Values ? Objectives of stand-up
1.3.2.1. these objective has to be in my mind id i was asked "what stand-up everyday ?" 5 values
1.3.2.2. Peer pressure
1.3.2.3. Fine-grain Organisation
1.3.2.4. Focusing on few
1.3.2.5. Daily commitment
1.3.2.6. Raising impediments
1.3.3. How?
1.3.3.1. 15 min
1.3.3.2. 3 questions
1.3.3.3. no long conversation
1.3.3.4. I would add also for the new teams "the 5 values of Stand-Up". Many people Know Stand-ups is useful but few people has clear understanding why is it useful .
1.3.3.5. You may offer observation afterward
1.3.4. Fixing Stand-Up
1.3.4.1. When to fix it ?
1.3.4.1.1. for new agile teams , model positive Stand-Up directly
1.3.4.1.2. On established teams , choose to intervene of not
1.3.4.2. How?
1.3.4.2.1. Reinforce the purpose of Stand-Up
1.3.4.2.2. Ask for eyes and Support.
1.3.4.2.3. One 2 One coaching
1.3.4.3. If intervention failed?
1.3.4.3.1. Lets them pay the consequences
1.3.4.3.2. Do not leave these moment slip by
1.3.4.3.3. reinforce purpose of Stand-Up
1.3.4.3.4. They will change when they need too
1.4. Sprint Planning
1.4.1. Why?
1.4.1.1. Know the work
1.4.1.1.1. understand
1.4.1.1.2. choose
1.4.1.1.3. task
1.4.1.1.4. volunteer
1.4.1.2. Get Fresh Start
1.4.1.2.1. renew sense of commitment
1.4.1.3. Commit on Shared Goals
1.4.1.4. Create Focus and Abundance
1.4.1.4.1. Team worry only about what they have committed for
1.4.2. preparation
1.4.2.1. Get Structure
1.4.2.2. having product backlog READY
1.4.2.2.1. DEEP: Detailed , Estimated, Emergent, Prioritized
1.4.3. How?
1.4.3.1. introduce the structure
1.4.3.2. hold time box
1.4.3.3. set back
1.4.3.4. listen for teachable moments
1.4.3.5. check in for progress
1.4.4. Teachable moments
1.4.4.1. Challenge the team on the REAL business value
1.4.4.2. Promote strong product Ownership
1.4.4.3. Uphold healthy role boundaries
1.4.4.4. Improve Tasking
1.4.4.4.1. Mind Mapping
1.4.4.4.2. Silent Tasking
1.5. Sprint Review
1.5.1. why?
1.5.1.1. True-up
1.5.1.2. Get direct feedback
1.5.1.3. Offer insight
1.5.1.4. Ask for help
1.5.2. How?
1.5.2.1. Speak in value first order
1.5.2.2. coach is insignificant
1.5.2.2.1. watch what is happening for and to the team
1.5.2.2.2. prepare some question to search for answer through the review
1.5.2.2.3. take note with exact words used
1.5.3. dealing with observation
1.5.3.1. Share with team
1.5.3.1.1. Team may strike about the observation
1.5.3.1.2. team may hear and not respond
1.5.3.1.3. team may not have the power to discuss on spot after review , do not push them
1.5.3.2. observation types
1.5.3.2.1. reinforcing
1.5.3.2.2. deepening
1.5.3.3. use observations and material for further discussions
1.6. Retrospective
1.6.1. why?
1.6.1.1. Inspect and Adapt
1.6.1.2. look back at how not what ?
1.6.1.3. Do even better next time
1.6.2. prepration
1.6.2.1. take notice through the sprint
1.6.2.1.1. it is not mandatory to reveal notes on spot knowing that retrospective is the best time to reveal them
1.6.2.1.2. coach should deal on spot if three were devastating problems
1.6.2.1.3. coach should honor not worrying the team about how are they sprinting
1.6.2.1.4. coach should have some area to look at while team sprinting
1.6.2.1.5. this is one of the continuous tasks that coach should be doing all the time
1.6.2.2. check with team members and product owners
1.6.2.3. prepare one or two point as the main theme of retrospective
1.6.2.4. prepare agenda
1.6.2.4.1. need to check the book Making good teams great to get some activities for retrospective
1.6.2.4.2. many interactive games could be used here , need to check the site training-youth.net , tools section for ideas
1.6.2.4.3. agenda could have two main topics
1.6.3. How?
1.6.3.1. make clear belief: Team know the rights things to do .
1.6.3.2. ask permission for the agenda
1.6.3.3. keep the time box
1.6.3.4. work towards a constructive outcome
1.6.3.5. invite them to write agreement
1.6.4. after retrospective
1.6.4.1. pay attention to the implementation of current agreement
1.6.4.2. look for situation that allow to hold agreement up to them
1.6.4.3. step back to agreement if the purpose of retrospective get twisted
1.7. quality of conversation
1.7.1. what is?
1.7.1.1. pay attention for the quality of conversation
1.7.1.1.1. this is one of the first skills that should be introduced to team so they can go ahead in the different conversation and of they did not go i can refer to our agreement on the quality of conversation
1.7.1.2. quality conversation is :
1.7.1.2.1. making sure everyone gets speak
1.7.1.2.2. truly listening
1.7.1.2.3. viewing each new idea as a gift
1.7.1.2.4. moving forward
1.7.2. How?
1.7.2.1. powerful observation
1.7.2.1.1. keep your observation for yourself for few minutes
1.7.2.1.2. consider your words carefully
1.7.2.2. powerful questions
1.7.2.2.1. open end question with no correct answers
1.7.2.3. powerful challenges
1.7.2.3.1. that is really amazing approach . I wish the nature of the business allows such creative practices and give "room " for that. I think such tools is really useful for hackthons / entrepreneurers . I really wish we are able to do that in the companies
1.7.2.3.2. I think challenging teams with bold ideas may need to have in mind some success stories to proof to them that bold ideas is not possible . It would be great if we managed to get these ideas form the same company we are in.
1.7.2.3.3. Amplify their thoughts or take it to wild directions
1.7.2.3.4. Be big
1.7.2.3.5. Be bold
1.7.2.3.6. get them dreaming a little bit
1.8. hint about facilitation
1.8.1. when team is new set with them physically, when team is developed and challenges is less set back
1.8.2. let them know and feel you can help them
1.8.3. let them notice that you contribute to diffrent levels
1.8.4. expect your mind in conversation especially if you are only watching
1.8.4.1. bring attention back Over and over again
1.8.4.2. keep your mind busy in background activities
1.8.5. when gets tense , back t team again
1.8.6. offer new skills in the teachable moments
1.8.7. Professional facilitation and Agile coaching are similar , there is a lot of resources on agile facilitation
2. Selected Statements
2.1. person is more important than formula
2.2. who made commitment will deliver it
2.3. always have a agenda , always adjust it on fly when needed
2.4. your job : to help each team member to take his next step in agile journey
2.5. your job: to help product owners to identify and really give priority for items of top business value
2.6. Teaching roles of agile coach and product owner are very important to avoid lot of conflicts
2.7. as coach in dealing with product owner (and i believe with all roles ): teach her , coach her , expect her playing the role, let the role fail (if not played ), help him learn from fail , recover together, become stronger
2.8. Facilitation : this is their meeting not mine
2.9. Having 30 things done yields more value than having 50 things in progress
2.9.1. this is one of my core values in life
2.10. /Product owners says "What" ,Team says "How? " and "How much? "
3. As Teacher
3.1. Start-up
3.1.1. how
3.1.1.1. Process
3.1.1.1.1. My Agile is not your agile problem
3.1.1.1.2. 10 min white board talk
3.1.1.2. lean about team
3.1.1.2.1. learn about each other
3.1.1.2.2. create shared vision
3.1.1.2.3. Creating team Norms
3.1.1.3. Teach about the work ahead
3.1.1.3.1. Envision
3.1.1.3.2. review product backlog
3.1.1.3.3. Get going
3.1.2. startup preparation
3.1.2.1. Good enough
3.1.2.2. insightful
3.1.2.3. Targeted
3.1.3. restart
3.2. Teaching new team members
3.2.1. getting in steps
3.2.2. let team tell about products and themsleves
3.2.3. Just talk and get him in
3.3. use teachable moments
3.3.1. old quote: Note all you know you say. not all you say , got its right time. Not all what get its right time got its audience.
3.4. Teach different Roles
3.4.1. Product Owner
3.4.1.1. Product Owner Roles
3.4.1.2. CRAK
3.4.2. Agile Manager
3.4.2.1. Roles
3.4.3. Agile coach
3.4.3.1. Roles
3.5. Glue things together
3.5.1. Teach roles interlocking
3.5.2. Teach that roles are not titles
3.5.3. Teach that roles help one another
4. As Problem Solver
5. As Problem Solver
5.1. It is team commitment not yours
5.2. Involve us in decisions that impacts us
5.3. Agile Problem solving
5.3.1. If problem violating a rule of agile , put your foot . Otherwise, It is your opinion
5.4. Problems Everywhere
5.4.1. Process Problems
5.4.1.1. I need to find some resources about health check for agile development
5.4.2. Quality Problems
5.4.3. Team Problems
6. As Mentor
6.1. Coaching
6.1.1. Levels
6.1.1.1. indviduals
6.1.1.2. teams
6.1.1.3. Balance of coaching styles
6.1.1.3.1. Focus more on the whole team towards the beginning and end of time-boxes
6.1.1.3.2. Focus more on individual coaching/mentoring in the middle of the time-box
6.1.2. Tone
6.1.2.1. loving
6.1.2.2. compassionate
6.1.2.3. uncompromising
6.2. One 2 One
6.2.1. Condtions
6.2.1.1. Meet folks one half-step ahead
6.2.1.2. Safety
6.2.1.3. Partner with manager
6.2.1.4. +ve regard
6.2.2. Conversation
6.2.2.1. REAL,REAL, REAL
6.2.2.1.1. when conversation is real , changes occur before conversation is over
6.2.2.2. Real conversational is fierce
6.2.2.3. Starting
6.2.2.3.1. for informal conversation
6.2.2.3.2. observation vs invitation
6.2.2.4. Middle conversation
6.2.2.4.1. use powerful question
6.2.2.4.2. I have to revise the paper "The Art and Architecture of Powerful Questions" http://www.javeriana.edu.co/decisiones/PowerfulQuestions.PDF, I read it before but i need to read it deeply these days
6.2.2.4.3. No problem solving
6.2.2.5. End conversation
6.2.2.5.1. accountability
6.2.2.5.2. keep it peer level but coach have few skills more
6.2.2.5.3. personally , I have that feeling that all humans are similar and I am just lucky because God want me to have this level of education and knowledge
6.2.2.6. coach limits
6.2.2.6.1. it is agile coach not career coaching , do not let it go career coaching
6.2.2.6.2. No expert opinion
6.2.2.7. Subject Matter expertise
6.2.2.7.1. It is mentioned that coach is not supposed to be subject matter which I do agree totally for , however, I think it is important for coach to have little domain knowledge that allows him to follow the conversation between team members and understand the blocking issue .personally I was really offended when dealt with PM who have no any technical experiences to the limit they do not understand the problems we have in development team
6.2.2.8. I think having some one (Agile coach ) responsible only for taking care of every team members is really great and can push the whole team forward a lot
6.3. Coaching Product Owners
6.3.1. focus on business value delivery
6.3.2. product owner roles
6.3.2.1. business value driver
6.3.2.2. vision keeper
6.3.2.3. daily decision maker
6.3.2.4. heat shield
6.3.2.5. ultimately responsible
6.3.3. "giving feedback to product owner may be daunting task "
6.3.3.1. based on the character of the product owner it way be daunting or not . for product owner i dealt with before i would say: "Huh ! what a challenge??!!"
6.3.3.1.1. what hard person , he is always keen to achieve the best for his product so if he found something he thinks it will really improve his product he will accept
6.3.3.1.2. owner is willing to comply with the company polices (like applying good agile practices )
6.3.3.1.3. I must keep in my mind he is really in need for that and if he just got the point he will take it for sure
6.3.4. Business value micro definition
6.3.4.1. Does [xxxx] ramp up users?
6.3.4.2. does [xxxx] get channel partner ready ?
6.3.5. some cases of owners
6.3.5.1. this are some area of improvement that I should search for and tackle if exists
6.3.5.2. owner do not do process
6.3.5.3. owner do not know how to frame releases
6.3.5.4. do not know how to find real customer needs
6.3.6. Business value system
6.3.6.1. buiness value is combination of
6.3.6.1.1. value
6.3.6.1.2. cost
6.3.6.1.3. risk
6.3.6.1.4. knowledge
6.3.6.2. owner must give priority for items with highest business value
6.3.6.2.1. having blockers is not justification for not putting items with high business value on top priories .I believe that i can really use this skills with my customers and this make my customer have feeling of satisfaction although i am not delivering all contract items
6.3.6.3. product owner MUST MUST face the value restricting blockers
6.3.7. being good for team
6.3.7.1. agile coach can not make up for poor product owner
6.3.8. values for product owner
6.3.8.1. these values must be communicated clearly for product owner and monitored continuously. I can make mugs or other gifts with these values printed on it so product owner can see it contiguously
6.4. Coaching Agile Coaches
6.4.1. i believe this section is not only useful when i want to train coach but it is important to let scrum leads acquire small set of coaching skills in order to handle diffident situation . it also important to for their personal feeling
6.5. Coaching Agile Managers
6.5.1. Role
6.5.1.1. Manage teams
6.5.1.2. Manage investment
6.5.1.3. Manage environment