As coaches, our focus on any Agile transformation is limited to measuring IT Output (e.g. Velocity, Defects, Lead Time, Cycle Time etc.)

However the real value from Agility an organization can reap benefits are whether Agile has really harvested Business Outcomes or not. In my talk, I will talk about how to move from a focus on IT Output to Business Outcomes

In my talk, I will talk about how to move focus from IT Output to Business Outcomes.

Few important areas, I cover include :

• What is a Business Outcome?
• How Business Outcome contributes to Value Realization?
• Who formulates Business Outcomes?
• How an Agile Coach facilitate the achievement of Business Outcome
• Traceability between IT Output- Business Outcome - Value Realization
• Business Outcomes with examples (NPS, Release frequency etc.)

As coaches, our focus on any Agile transformation is limited to measuring IT Output (e.g. Velocity, Defects, Lead Time, Cycle Time etc.)

However the real value from Agility an organization can reap benefits are whether Agile has really harvested Business Outcomes or not. In my talk, I will talk about how to move from a focus on IT Output to Business Outcomes

In my talk, I will talk about how to move focus from IT Output to Business Outcomes.

Few important areas, I cover include :

• What is a Business Outcome?
• How Business Outcome contributes to Value Realization?
• Who formulates Business Outcomes?
• How an Agile Coach facilitate the achievement of Business Outcome
• Traceability between IT Output- Business Outcome - Value Realization
• Business Outcomes with examples (NPS, Release frequency etc.)

One of the dilemmas faced by Agile coaches is how to transform Agile teams and business leaders, who traditionally have been following a “Command & Control” style, to a “Servant Leadership” style. This is an onerous task and there is a lot of excess baggage which has been accumulated over the years, which needs to be shed with the help of a coach.

Many times coaches are frustrated by unsuccessful attempts to bring about this change and they tend to apply authoritarian coaching practices. This might bring in quick results however it defeats the very practices we as coaches preach.

Shouldn’t a coach practice what is being preached or is it that radical changes come always with a command and force?

One of the dilemmas faced by Agile coaches is how to transform Agile teams and business leaders, who traditionally have been following a “Command & Control” style, to a “Servant Leadership” style. This is an onerous task and there is a lot of excess baggage which has been accumulated over the years, which needs to be shed with the help of a coach.

Many times coaches are frustrated by unsuccessful attempts to bring about this change and they tend to apply authoritarian coaching practices. This might bring in quick results however it defeats the very practices we as coaches preach.

Shouldn’t a coach practice what is being preached or is it that radical changes come always with a command and force?

One of the dilemmas faced by Agile coaches is how to transform Agile teams and business leaders, who traditionally have been following a “Command & Control” style, to a “Servant Leadership” style. This is an onerous task and there is a lot of excess baggage which has been accumulated over the years, which needs to be shed with the help of a coach.

Many times coaches are frustrated by unsuccessful attempts to bring about this change and they tend to apply authoritarian coaching practices. This might bring in quick results however it defeats the very practices we as coaches preach.

Shouldn’t a coach practice what is being preached or is it that radical changes come always with a command and force?

As coaches, our focus on any Agile transformation is limited to measuring IT Output (e.g. Velocity, Defects, Lead Time, Cycle Time etc.)

However the real value from Agility an organization can reap benefits are whether Agile has really harvested Business Outcomes or not. In my talk, I will talk about how to move from a focus on IT Output to Business Outcomes

In my talk, I will talk about how to move focus from IT Output to Business Outcomes.

Few important areas, I cover include :

• What is a Business Outcome?
• How Business Outcome contributes to Value Realization?
• Who formulates Business Outcomes?
• How an Agile Coach facilitate the achievement of Business Outcome
• Traceability between IT Output- Business Outcome - Value Realization
• Business Outcomes with examples (NPS, Release frequency etc.)

As coaches, our focus on any Agile transformation is limited to measuring IT Output (e.g. Velocity, Defects, Lead Time, Cycle Time etc.)

However the real value from Agility an organization can reap benefits are whether Agile has really harvested Business Outcomes or not. In my talk, I will talk about how to move from a focus on IT Output to Business Outcomes

In my talk, I will talk about how to move focus from IT Output to Business Outcomes.

Few important areas, I cover include :

• What is a Business Outcome?
• How Business Outcome contributes to Value Realization?
• Who formulates Business Outcomes?
• How an Agile Coach facilitate the achievement of Business Outcome
• Traceability between IT Output- Business Outcome - Value Realization
• Business Outcomes with examples (NPS, Release frequency etc.)

As coaches, our focus on any Agile transformation is limited to measuring IT Output (e.g. Velocity, Defects, Lead Time, Cycle Time etc.)

However the real value from Agility an organization can reap benefits are whether Agile has really harvested Business Outcomes or not. In my talk, I will talk about how to move from a focus on IT Output to Business Outcomes

In my talk, I will talk about how to move focus from IT Output to Business Outcomes.

Few important areas, I cover include :

• What is a Business Outcome?
• How Business Outcome contributes to Value Realization?
• Who formulates Business Outcomes?
• How an Agile Coach facilitate the achievement of Business Outcome
• Traceability between IT Output- Business Outcome - Value Realization
• Business Outcomes with examples (NPS, Release frequency etc.)

In this proposed session , I cover how as Change Agents we need to administer doses of anitdotes to kill the poison of Agile Anti patterns.

The talk will focus on

• Practical impediments faced by Agile Coaches
• Leadership Style to administer the antidote
• How to make sure anti patterns don't relapse
• How to prepare agile antidotes and change the composition per teams

The talks uses analogy from the field of medical sciences and co-relates those practices into the Agile world I would bring to the forum the real life coaching challenges faced and how those were mitigated and removed with these antidotes

One of the dilemmas faced by Agile coaches is how to transform Agile teams and business leaders, who traditionally have been following a “Command & Control” style, to a “Servant Leadership” style. This is an onerous task and there is a lot of excess baggage which has been accumulated over the years, which needs to be shed with the help of a coach.

Many times coaches are frustrated by unsuccessful attempts to bring about this change and they tend to apply authoritarian coaching practices. This might bring in quick results however it defeats the very practices we as coaches preach.

Shouldn’t a coach practice what is being preached or is it that radical changes come always with a command and force?