• A little provocative topic title intended to challenge the current mindset of many people thinking doing certain practices regularly is all about Agile
• Doing certain practices is all about Agile?
• What about continuous business delivery?
• What about the continuous improvement?
• Lets talk and challenge the mindset and see how we cal bring back the Agility

• We all know about Code Smells. How about the Agile Coach smells.
• What I meant here is the bad Behavior of the Agile Coaches which never promoted Agile characteristics.
• How to figure out the pitfalls of both
  
  • Agile Coaches
  • Bad Agile Coaching techniques
• My topic of discussion includes:
  • Agile Coaches smells: [20 minutes]
    • Sell everything by the name of "Agile
    • One solution fits all (like using Scrum for everything)
    • Process dictator (either my way or no way)
    • Insist too much on the metrics to "Track"
    • Upward pleasing behavior [Not challenging the management]
  • Agile Coaching techniques: [15 minutes]
    • Providing solutions for everything without helping them to find out
    • Acting like Subject Matter Expert
    • Consultant rather than Coach
    • Lack of trust
  • Questions & Answers [10 minutes]

         Retrospectives are the primary learning, reflection and readjustment techniques on agile projects. A good Agile team is always striving to become better than before. And an effective retrospective enables the team to sieze its opportunity to improve! 

Retrospectives enable whole-team learning, act as catalysts for change, and generate action.

R-> Realize where you are and where you want to be

E-> Engage the teams in fruitful discussions

T-> Team work to build “We over I” attitude

R-> Relish the power of Inspect and Adapt cycles

O->Openness and Transparency to make retrospectives efficient and effective

In my view, this is not any new concept or a jargon the team needs to really master, but yes in reality sometimes it becomes challenging to keep the momentum lively all times! Over a period of time, we see these symptoms in a retrospective. 

R-> Repeated issues pop-up

E-> Engrossing & Engaging discussions are missing

T-> Team present virtually, loses trust.

R-> Routine stuff, nothing interests the teams.

O->Observably gets boring over time.

To catalyse conversations among team members, retrospectives need to be viewed from a different perspective. This presentaion talks about why the retrospectives efficacy fades off over a period of time and then talks about some very interesting techniques that I used with the teams to make these meetings lively!  Teams need to do out-of-box thinking and appreciate that these short gatherings need not  be done only by using the techniques or methods prescribed in the book but could be done by quoting some situational specific examples that would make the teams really think and speak!

Learning Objective:

The intention of this Model is to help organization / individuals to measure and improve the effectiveness of ScrumMasters in their role.

For the Existing ScrumMasters:

1. Helps the existing ScrumMasters to evaluate their current position in terms of their role maturity
2. Helps the organization by providing the range of maturity level and helps the ScrumMasters to improve in their role maturity

For Agile / Scrum Coaches:

1. Helps the ScrumMasters to understand the position where he / she stands and what that really mean by providing the necessary insight
2. Helps to find out the action items and coaching technique so that the ScrumMasters can move to the next level of maturity

Expected Business Impact:

1. This model can be used in a single Business Unit / across multiple business units as it will be generic.
2. This model helps the ScrumMaster community in a single BU or across BU or across product lines to evaluate their position. It provides the path for ScrumMasters to improve and perform their work better

Credits:

ScrumMaster Maturity Model is developed by Mr. Brian M. Rabon, CST, PMP, President, The Braintrust Consulting Group, USA (http://braintrustgroup.com/). I have started working with him from this year beginning and tried this model as a case study with 8 scrum teams across 3 product groups in my organization (EMC Corporation, Bangalore).

I have the first cut ppt readily available with data's and interpretation.