The Agile Coaching DNA
The Agile Coaching DNA
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The Agile Coaching DNA

Last updated on 2018-11-13

About the Book

This book will be an evolutionary work to share ideas and experiences about practices and techniques to catalyse improvements, promote awareness, boost ownership, develop competencies, and facilitate barrier removal during the journey of agile adoption.

This material will grow iteratively and incrementally. I will highlight the new "features" of the book in the next release notes. Your feedback will be the fuel to improve this material, and your comments and ideas will drive the evolution of this book.

Notes for version 6.0 (latest)

In this release, we are exploring the meta-skill of developing competencies. In this version, we have a brand-new chapter focused on exploring ideas and experiences regarding how Agile Coaches can facilitate the process of learning during an Agile adoption journey.

In this chapter, we are examining concepts and tools such as the following:

- The differences and overlaps between coaching and mentoring

- The KAFE (Knowledge, Actual Practice, Fluency, Efficacy) model

- Collaborative and emergent learning

- Learning 3.0

- Activities to foster cross-pollination of ideas and experiences

Additionally, we have a distinctive army of guests sharing narratives about ingredients to develop competencies. I want to say thanks to Anderson Hummel, Richard Aspinall, Simone Pittner, and Victoria Thompson for sharing their thoughts about this topic.

I sincerely hope you enjoy this new version. Feel free to reach me out to talk about any idea in this version. Your feedback/participation is the essence of this work.

About the Author

Manoel Pimentel
Manoel Pimentel

Manoel is a catalyser of changes, author of the book ‘The Agile Coaching DNA’, speaker, cyclist enthusiast, and Agile Coach at at Elabor8 in Australia.  

He has over 20 years of experience working as a designer of solutions and helping software development teams to create better ways of working. 

Manoel is also passionate about innovative ways of improving organisations, for this reason, he helps companies applying practices of Management 3.0, Learning 3.0 and Lean Change Management and Agile in large scale.

More content is available in: medium.com/changingdojo.

Table of Contents

  • Release Notes
    • Version 6.0 (latest)
    • Version 5.0
    • Version 4.2
    • Version 4.0
    • Version 3.0
    • Version 2.2
    • Version 2.0
    • Version 1.0
  • Introduction
  • Who are the clients of Agile Coaching
    • Who is the client in Agile contexts?
    • Coaching Agile teams requires an integral approach
    • Why do we need Agile Coaches?
    • You may not need Agile Coaches
    • How to avoid fluffy approaches.
    • Identifying a reasonable level of coachability
    • Non-judgemental approach increases coachability
    • The origin of this DNA
  • Introducing the DNA for Agile Coaching
    • Catalyse Improvements
    • Promote Awareness
    • Boost Ownership
    • Facilitate Barrier Removal
    • Develop Competencies
  • How to evolve with this DNA
  • Practices to catalyse improvements
    • Agile Coach as Change Facilitator
    • Strategies for change facilitation
      • Reduce the friction in organisational changes
      • GROWing improvements
  • Ingredients to catalyse organisational improvement
    • Change management vs change facilitation
    • What are the most important ingredients for change?
    • Extracting a metamodel of ingredients to change
      • Clarity and responsibility about why change is necessary
      • Desire to collaborate on the change journey
      • Low organisational friction and high safety to explore new things
      • A continuous review cycle covering all the listed ingredients
    • A brief story about this ingredient metamodel
    • Takeaway from the ingredients to catalyse improvements
  • How to promote awareness, boost ownership and facilitate barrier removal
    • Improvement Mapping - A example of tool to hit multiple goals
      • How to apply this canvas?
      • Takeaways about the Improvement Mapping
  • Practices to promote awareness
    • Key enablers for awareness
    • Driving people’s attention to actionable areas
      • Perspectives
      • Situations
      • Gaps
      • Bridges
      • Outcomes
    • A few more ideas to increase awareness
      • Identity the sources of dissatisfaction using STATIK
      • Be aware of interruptions
      • Several things I think that help promote awareness
      • Visual Thinking
      • System thinking to promote awareness
    • Takeaway regarding the practices to promote awareness
  • Agile Coaching supported by a data-informed culture
    • Why are metrics important?
    • Gathering data to feed good retrospectives
    • A few examples of actionable metrics
      • Lead Time
      • Flow Efficiency
      • Health Checks
      • Measure outcomes, not a particular practice or technique
      • Team Agility Health Check
      • Organisational Agility Health Check
      • Business Measurements - Focus on the direction, not only on the speed
      • Experiments based on data
    • Wrapping the learnings
  • Practices to boost ownership
    • Psychological Ownership
    • The Dude’s law - The key to unlocking ownership
    • Fix the system, not the individuals
    • Create an organisational exoskeleton to boost the sense of ownership
    • Why decentralise the decision-making process?
    • A few more ingredients
    • Delegation board: A tool to foster engagement
      • Key decision areas
      • Factors to weigh
      • The seven levels
      • The board
      • Another brief example of a delegation board
    • The main takeaway regarding how to boost ownership
  • Practices to develop competencies
    • Introduction
    • It’s not only about providing training
    • The KAFE of competencies
      • A simple real example
    • Designing new competencies
    • The boundaries and overlaps between coaching and mentoring
    • The everyday learning
    • Agile Coach as a Learning Facilitator
    • Ingredients to develop competencies
    • Collaborative and emergent learning as a critical element to developing competencies
      • Learning 1.0
      • Learning 2.0
      • Learning 3.0
      • The essence of Learning 3.0
      • Learning Canvas - A tool to promote collaborative learning
      • How to use Learning 3.0 in Agile Teams?
    • Cross-pollination of ideas and experiences
    • The homework regarding the development of competencies
  • Agile Coaching as an activity, not as a role
    • A full-time role?
    • Is there any solution for this situation?
    • Avoiding the kiss of death
    • Democratising the Activity of Agile Coaching
    • The Great Takeaway
  • The general takeaway
  • Collaborate to the next versions of this book
  • Acknowledgements
  • About the author

Causes Supported

Shine Literacy

Words can change worlds
http://www.shineliteracy.org.za

Shine Literacy is a non-profit organisation that seeks to improve literacy outcomes for young children from disadvantaged communities in South Africa. Working in partnership with teachers, volunteers and parents, our evidence-based programmes provide effective and sustained support to children as they learn to read and write, helping to foster a life-long love of books and learning.

Shine Literacy is an award-winning leader in Foundation Phase literacy innovation in South Africa. Since its inception in 2000, Shine has taken an entrepreneurial approach to tackling the country’s stubborn and unacceptably low literacy rates. Focusing on developing the reading, writing and speaking skills of Grade Two and Three children from disadvantaged communities, Shine aims to support children to engage effectively with learning by the time they finish the Foundation Phase of schooling.

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