The Agile Coaches’ Corner podcast is now available! On the first episode, host Dan Neumann and I talk about why you should focus on doing Scrum well before scaling.
Listen on Apple Podcasts, Google Play, or Stitcher.
Last week, I delivered the workshop, “From Blank Canvas to Product Vision,” on using Roman Pichler’s Vision Board and Product Canvas to refine an idea into a product vision and translate that vision into concrete product increments. It was very good evening, with a highly energetic and engaged crowd of over seventy people.
For feedback, I used a technique called “Four Square Feedback,” which I took from Training from the Back of the Room. Four Square Feedback presents participants with a 2×2 matrix (hence the “Four Square” moniker) that asks what they feel about what they learned, the most important concepts they learned, what they plan to do with the new information, and any final comments or suggestions.
The feedback response was excellent. I received fifty forms, with some very good constructive criticism sprinkled in among the praise and well wishes. It was exciting to see how many people planned to put the techniques I taught into use. (One person responded to “What I plan to do with what I learned” with, “DO THIS!”)
My favorite one, though, was the person who wrote that the most important concept he learned was how the Daily Scrum helps to adapt the Sprint plan. What amazed me about this response was that I didn’t mention the Daily Scrum at all that night. The participant took in what I was teaching and made a new connection without being prompted.
That’s an exciting thing for a teacher to have happen. It made me feel good about my skills as a coach, a teacher, and a speaker. And it shows that for an engaged audience, we don’t have to lead learners by the nose. To paraphrase one of the principles behind the Agile Manifesto:
Build workshops around motivated learners. Give them the environment and support they need, and trust them to make their own connections.
Photo courtesy of Christy Erbeck.
At last night’s Tampa Bay Scrum Master’s Guild, we did a simulation of a scaled Scrum project. We used LEGO bricks to build the components of a zombie defense system. It was fun, of course. How can LEGOS be anything but fun?
At one point, when several members of my team were off coordinating with other teams, my friend Jessica and I remained at our table. As we caught each other up on what we’ve been doing since we last saw each other, we idly assembled pieces of our teams design. It was very relaxing to be engaged in what amounts to children’s play while we talked of the challenges of adult life. Maybe, the next time we arrange to get together for coffee, we should bring a bucket of LEGO bricks to play with, too!
I’ve added another event to my calendar. On March 22, I’ll present “From Blank Canvas to Product Vision” as the featured speaker for Tampa Bay Agile.
Join me to learn how to use canvases to identify customer needs and potential solutions, refine those ideas into a product vision, and translate that vision into concrete product increments!
I have always had an impulse to help people. As a child, I would always volunteer to help, whether it was around the house, or at school helping the teacher, or at school helping my classmates when they struggled with their studies. It didn’t even matter whether or not I liked the person who needed help.
I’d sometimes volunteer even at the expense of getting my own chores or tasks done. I remember helping a boy in my neighborhood finish up yard chores so he wouldn’t get in trouble with his father. Later, I was grounded for not mowing my own yard. Because of course he didn’t come over and help me with my chores.
I learned never to do anything for him again, but I still overextended myself time and again with others. I was the guy who would volunteer to help run your thing, get your stuff, or collaborate on your project. Often, I volunteered to do things that, on second thought, I really didn’t want to do at all. One example was my service on the board of the local chapter of the American Society for Quality.
Early in my Quality Assurance career, my boss encouraged me to get involved in a professional organization that would help my career, and I attended an ASQ meeting to check it out. During the meeting, they mentioned that they needed someone to serve as Historian for the chapter. After the meeting, I volunteered.
I was not even a member yet.
I joined the next day, and served as Historian for the chapter for about a year. After a few months, it became clear that I’d made a mistake. The organization, both local and national, was heavily geared toward quality in manufacturing. Software was an afterthought. I didn’t gain much in the way of professional development, and as a board member, I felt obligated to attend every meeting whether I wanted to or not.
Fortunately, I had the sense to decline the offer to step into the Secretary position when it became available. I resigned from the board, and stopped going to meetings that I wasn’t getting any value out of.
My impulse to help was one of the reasons I was so strongly drawn to the Scrum Master role when my company adopted Scrum. Being a “servant leader” is all about helping and empowering others.
Being a Scrum Master ultimately made me realize the folly of being too generous with my support. I recognized that the “leader” portion of servant-leader meant helping people to learn to solve their own problems.
Image by Fran Priestly.
Last night, AgileThought hosted the second Tampa Bay Agile Coach’s Blitz. At the first Coach’s Blitz, earlier this year, I was coached. This time time, I served as one of the five coaches. Each of us provided four one-on-one coaching sessions, plus a fifteen minute lightning talk.
I wasn’t worried about the lightning talk. I always go into a presentation feeling that I’m less prepared than I’d like, but I also trust my skill as a speaker and knew that I was comfortable with my topic. I was confident that my talk, “Overcoming the Five Dysfunctions of a Team,” would be received well. I enjoyed giving it and engaging with the audience for a brief Q&A session afterward.
What concerned me was whether or not I would provide individual coaching on the same level that I’d received at the first Blitz. At that time, my now-colleague Christy Erbeck worked with me to identify a plan to grow as a public speaker. That led directly to my giving a presentation at Agile 2017 this year. I got a lot of value out of it, and I wanted to do the same for people who selected me as their coach this time.
The most challenging problem was the person working in an environment where agile terminology has been mapped onto pre-agile processes and roles. Her wanted to know how she could make agile work in her workplace. That was a tough question, but we outlined some ways she could apply the agile mindset to her own work and interactions.
One person had questions about how to structure multiple teams working from a common background. We talked a little about the Nexus scaling framework, and about building her teams around features rather than components. Another was struggling with how to prove to her company’s executives that the value her agile teams have delivered was due to the transition to agile. My final session was with someone who wanted to know how to get started writing and speaking about agile.
That one was pretty easy.
The event was a big success. I enjoyed the opportunity to share with the local agile community, and helping others boosted my confidence in my own skills.
