As the need for software products and services increases organizations look for ways to increase their capacity. Often organizations decide to scale up by adding more people. Some question this approach and suggest alternative ways to be able to deliver more software without adding people.
Several authors discussed the importance of training for the success of agile adoption. Teams usually receive training when organizations are adopting agile. The question is how much and what kind of training and coaching is needed for the managers to make an agile transformation succeed.
Organizations can work with agile coaches for the adoption of agile. Coaches use conversations to support people in the organization to change their way of working. Which practices do you use in agile coaching conversations?
Coaching and mentoring can help organizations in adopting agile. But they only work if people are open to help. What makes it that people sometimes do not allow coaches to help them? What can you do to encourage helpful behavior in organizations?
Agile teams use retrospectives to reflect upon their way of working. Since it’s the team’s own responsibility to continuously improve themselves they have to decide upon the actions that they will do. What can managers do to support their teams when they are doing agile retrospectives?
When adopting agile teams can use (external) coaches and mentors. But teams can also develop themselves by having team members mentoring and coaching each other. Team members can learn skills and abilities from other team members in multidisciplinary teams, enabling the team to grow as a whole and become self-organized.
A report on recent commentary by Mike Cohn, Thomas Cagley and others on the topic of team self-assembly and sustaining successful self-organising teams.
Agile coaches can coach in pairs instead of coaching individually. Each coach will focus on different aspects of coaching. As every coach has specific experience and skills they can complement each other. Two coaches can collaboratively help individuals or teams to learn and improve when adopting agile.
Agile is about a mindset and a contiguous improvement of everything said Yves Hanoulle. InfoQ did an interview with him about the habits that people have and what you can do to get into the habit of improving.
Working in an agile team can sometimes be stressful, when the needs of the customers are unclear, if there is a lot of work to be done, or when team members are having difficulties doing their work. You might ask the question if having fun could reduce the feelings of stress, increase motivation, or increase productivity? And if that is true, then what can you do to have more fun in agile teams?
Maurizio Pedriale & Alan Hortz facilitated a workshop at the Agile Tour Brussels conference where multiple teams played 4 exercises with Lego. The purpose of the exercises is to get a first understanding of the Cynefin framework, and discuss how to use it agile coaching situations.
Impediments are used to discuss issues take actions when a team becomes blocked. Impediments are handled in different ways, a look at how some scrum masters do it.
Organizations that implement self-organized agile teams need managers who empowerer the teams by using servant leadership, and who coach and mentor them to learn and continuously improve themselves.
Two video lessons covering agile coaching and organizational change were released by Pearson/Addison-Wesley in the last quarter of 2012. They provide a different way to increase knowledge on agile adoption for visual and audible learners.
An agile checklist is a tool which can help you to assess your agile implementation in an organization, and assist when adopting agile. Some examples of lists with things that you can check when adopting agile.