Today I read… (12/12/2017)

The Spotify Model is No “Agile Nirvana”


Today I read… (11/2/2017)

Five Scary Things About Adopting Agile by Mike Cohn

Today I read… (10/20/2017)

Common Excuses Why Developers Don’t Test Their Software

Today I read… (10/19/2017)

7 signs you aren’t managing your time effectively

Several points in this article apply to Agile teams:

  • Be realistic
  • Reduce multitasking
  • Prioritize, and focus on priorities
  • Reduce interruptions and focus on the work at hand
  • Learn to say ‘no’ and set expectations for others

Today I read… (10/17/2017)

Safety Stories in Agile Development


  • I like the idea of formal testing for safety issues in mission critical software.
  • I’m concerned about using multiple stories for the functionality and safety checks.
  • This doesn’t seem to follow the INVEST principle, especially the idea that stories should be independent.

Is there a reason why the functionality and safety checks can’t be included in one story? I assume that if the stories can be refined to be small, then the safety checks could be included in one related story. And then they could be independent.

Today I read… (10/6/2017)

Why Isn’t Agile Working?

  • Agile works if applied correctly
  • It isn’t a silver bullet
  • Unplanned work and multitasking will kill Agile teams
  • Agile teams should eliminate waste and focus on delivering value

Some suggested subtitles:

  • Why do people blame Agile when they clearly aren’t being Agile?
  • Why do we allow people to blame Agile when it’s their own fault?
  • Why don’t people take the time to truly understand Agile?

Today I read… (10/2/2017)

Coaching Agile Teams by Lyssa Adkins

Chapter 3 – Master Yourself

  • Coaching starts with you, but is not about you.
  • Agile coaching is about what you can bring to the team to help them unlock the potential hidden even from themselves.
  • Bring yourself completely prepared, ready to coach.
  • Become uncluttered, grounded, open to ideas, and ready to coach.
  • Coaches don’t take over.
  • Conflict Response Mode: Assertiveness – Satisfy your own concerns, Cooperativeness – Satisfy others’ concerns.
    • Competing: Assertive and not cooperative
    • Collaborating: Assertive and cooperative
    • Compromising: In the middle on both dimensions
    • Accommodating: Cooperative and not assertive
    • Avoiding: Neither cooperative nor assertive

How violent is your communication?

  • Pay attention to your language and take responsibility for your emotional wake.

For a leader, there is no such thing as a trivial comment. Something you might not even remember saying may have had a devastating impact on someone looking to you for guidance and approval. (Fierce Conversations, Scott 2007)

  • Don’t diagnose, judge, sidestep, or manipulate.

When we focus on clarifying what is being observed, felt, and needed rather than on diagnosing and judging, we discover the depth of our own compassion. – Dr. Marshall Rosenberg

Can you be their servant?

Make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? (The Servant as Leader, Greenleaf 1991)

  • How do you feel about the duty of growing people?
  • How does it fit into your idea of coaching agile teams?
  • Do people leave the teams you coach better then they arrived?

A true servant leader listens first:

  • In saying what I have in mind will I really improve on the silence?
  • What percentage of the time do you listen first?
  • Do people have room to speak when they are around you?

Empathize and accept people as they are:

  • How likely are you to accept people as they are and honor where they are on their journey?
  • When you coach, do your judgments create a barrier between you and them?

Strength in others leads to strength in the team.

Will You Respond Intelligently?

What is your emotional intelligence quotient or EQ?

Facets of who you are as a coach:

  • How you react to conflict.
  • How you communicate.
  • How well you embrace being the team’s servant.
  • How you bring choice to emotional responses.

Be detached from outcomes – Stay at the process level.
Take it to the team – Don’t be a problem solver, take observations to the team.
Be a mirror – Reflect observations without judgement.
Master your words and face – Practice non-judgment and practice nonviolent communication.
Let there be silence – Do not fill silence. Let others fill it.
Model being outrageous – Give them wild ideas.
Let the team fail – Teams that recover together are stronger and faster.
Always be their biggest fan, but be careful – Don’t praise, but tell them how they are better as a team.

When you recognize a judgment, instead of speaking it to the team, write it down. Then , look for an agile practice, principle, or value you can reinforce with the team to help them do agile well and address the matter that caused your judgment. Write what you offered down next to the judgement. Keep this “judgment vs. agile” list going while on your judgment fast and see how much trust your can build – trust in them, in yourself, and in agile.

Choose one top thing you care about. Don’t teach any and every lesson that comes along.
Sometimes the team needs you to remain unfiltered – to see your reaction as a reflection of what just happened. More often, though, your reaction is about you and has no place in the coaching.
Treat people as people, not objects.

Are you listening?

  • Levels of Listening
  • Level I – Internal listening – Filtered through the coaches lens.
  • Level II – Focused listening – Listening from the speaker’s perspective.
  • Level III – Global listening – Listening to the speaker and the environment.

Score your listening after each interaction. Which level are you using?

Are you speaking?

  • Don’t speak because you want to appear smart or add value.
  • Ensure your words are aimed at helping them get better as a team.
  • Don’t speak first.
    • Wait for someone else to express your thought.
    • If necessary, speak with clarity and simplicity.
  • Don’t speak at all.
    • Silence can be fruitful.

Are you with them?

  • Simply be with the team.
  • Be in the present and mindful of what is really happening with the team.

Support yourself.

  • Can you extend the same compassion to yourself that you extend to others?
  • Can you laugh at “failures” and forgive yourself so you can get back to practicing?
  • Will you balance your needs with your team’s needs so you remain true to what you want from the relationship?
  • Pick a practice to keep in mind all week and use reminders to practice it.

Always work on yourself.

  • Keep learning and applying new ideas.
  • Inspect and adapt.