ICP ACC Jan 2022

Agile transformation journey:

1. Understand their problem statement

2. Contract , sow

- Identify the stakeholders and team

4.- coaching alliance/Leadership buy-in

3. Observe the as -is

- Events watch

- artifacts

- Existing operations/Challenges

Tools:

 1. Value stream mapping - operations - leadership - develop- archi, product

2. Questionnaire

3. Artifacts

4. Ceremonies watch

5. Emotional state

- Prepare roadmap, Multiple plans

- Mindset setup

5.

Root cause analysis:

1. ishikawa/fish bone

2. 5 why

3. Pareto analysis

4. Brainstorming

- SOW, Financial penalty

- Agile Web

6. Road map creation :

Sample in the drive

7. Agile training

- Knowledge

- PPT

- Allignment and transparency

- 25 people in a room

- Mock project ( Learning by doing)

- TBR

- Liberating structure

8. Customizing the framework

9. Team norms

10. Mentoring PB is ready JIT

- Stakeholder meeting

- Moscow, Kano,

- Impact mapping

- story mapping

- Dependency mapping

11. Mentoring of SM

- Whatever a coach should be SM

- Mentoring

12. Mentoring of team

13. Leadership styles

14. Change management

15. Coaching

16. facilation

case study:

Domain – Banking

DIY Bank

Bill, the CEO of DIY bank is both excited and nervous at the same time

DIY bank with branches in more than 15 countries and over 10 million customers set a goal to deliver a new personalized digital banking experience for his Europe based customers this holiday season

He is concerned about 6 teams working together to deliver the product

Teams set to work on it are Agile experienced but have never worked together

Bill wants to develop an Agile culture in which creativity and innovation flourishes and all the teams can work in tandem to deliver value to customers

Bill wants to enhance the efficiency of IT development process and reduce time to market to retain competitive edge over its competitors. The first delivery to be provided in the course of just 3 months

Org. hierarchy is Teams – Middle Management (Reporting Managers)- Senior Management (Director) – C level executives (MD, CEO)

OBJECTIVE:

TO DELIVER NEW BANKING APP WITH 6 TEAMS WITHIN 3 MONTHS (1ST DELIVERY IN 3 MONTHS)FOR EUROPE BASED CUSTOMER

PROBLEM STATEMENT:

6 TEAMS HAVING AGILE EXP BUT NOT WORKED TOGETHER

ROADMAP:

SPRINT 0 -->

A. INTERACTIONS WITH TEAMS AND KNOWING THEIR POTENTIAL AND LEADERSHIP ALIGNMENT TOWARDS TO THE GOAL

B.ALIGN THEM WITH AGILE VALUES AND PRINCIPLES (PRACTICES LISTS)

C.ALIGN TEAM AND STAKEHOLDER WITH COMMON GOAL

D.TEAMS NORMS & COLLBORATION (WHO WILL ATTEND CEREMONIES , FREQUENCY FOR EVENTS ,DOR & DOD)

E.IMPACT MAPPING

F.CREATION OF PRODUCT BACKLOG

G.

SPRINT 3:

1. WHAT TO DELIVER AND CHANNEL FOR DELIVERY

2.

OUTCOME:

NEED ROADMAP

Case Study

Domain – Banking

DIY Bank

Bill, the CEO of DIY bank is both excited and nervous at the same time

DIY bank with branches in more than 15 countries and over 10 million customers set a goal to deliver a new personalized digital banking experience for his Europe based customers this holiday season

He is concerned about 6 teams working together to deliver the product

Teams set to work on it are Agile experienced but have never worked together

Bill wants to develop an Agile culture in which creativity and innovation flourishes and all the teams can work in tandem to deliver value to customers

Bill wants to enhance the efficiency of IT development process and reduce time to market to retain competitive edge over its competitors. The first delivery to be provided in the course of just 3 months

Org. hierarchy is Teams – Middle Management (Reporting Managers)- Senior Management (Director) – C level executives (MD, CEO)

Books to Read:

1. Emotional intelligence - Daniel goleman

2. Lean start up - Eric Riess

3. The power of Habit

High performing team:

-Empowered

-Self - managed

- Motivated

- Continuous Improvement mindset

- Trust

- Delivers sustainbly

- Respect

- Shared goal

- Shared leadership

- Transparency

- Building on differences

Question park:

1. Increments ontime

External coach advantage

- Brings variety of experience from different clients

- brings desired level of exp

- can navigate org politics better - no worry of hierarchy

- has an unbiased view

- Economically viable - to pay for a duration - more flexibility

- Monitored better by the hiring company

- can define their own rates/contract - coach has more control

Lean:

Minimal

Part of Lean 52 :

- Continuous improvement

- JIT

- Value of stream

- Pull

Unlearn:

- Reducing waste

IT industry:

Waterfall

Unique about IT industry:

1. WFH

2. Knowledge industry

3. Talent matters, exp doesnt matter

4. Not preditable work

5. Hardware vs software

6. Soft - change, upgradion,

Physical vs in tangible

Goal: Unlocking the potential and an enabler

Skills needed to become a coach:

1. Observing

2. Listening

3. Patience

4. Empathy

5. Neutral

6. Refrain from solutioning

7. Emotional Intelligence

8. Deeper role rather wider

9. Motivator

10. Diplomatic

12. Non judgemental mindset

1. Self-awareness

- Analysis of self on commum& knowledge

- Strenth and weakness

- sWot

- Feeling vulnarable- weakness

- improvement

- Own conditional and prejudices

- Whom we are ?

Only Tool:

Right questions

Powerful question

- Open ended questions

- Think

- No why

- Ego

Goal setting:

1. career

2. Health

3. Financials

4. Relationships

5. Yourself

A coach is a leader who qualifies the guided path ..

Coach, is one who monitors the Team performance and help them in improving there performance on there goals.

Example : Sports Coach

Helps teams to achieve their goals

Coach shows the mirror to help coachee or team identify areas to improve

A coach is a mentor and a guide with knowledge area expert

Coach is the some one who mentor and make learn the topics to audience.

Coach is the one who teach, mentor and enable team members to bring out the best within. intrinsic motivation

The coach will assist the squad in performing above and beyond its potential.

Coach is some one who helps guide people on their respective area of strength to become more efficient on what they do

Who is a Coach?

- One who supports individuals and teams to achieve their goals

- One who listens and helps coachee reflect and identify where they want to be

A facilitator who enables a seamless exchange of information and empowers individuals to follow agile practices

A coach who provides Knowledge to team and helps to upscale the team

Who is a Coach

Who is a coach?