Coaching Agile Teams Nikitas KalantjakosCoaching Agile Teams • Coaching Agile Teams – Lyssa Adkins – A companion for Scrum Masters, Agile Coaches, and Project Managers in Transition • Coaching Agile JourneyCoaching“I don’t do anything!”Coach • Bulldozer – Remove impediments • Shepherd – Guide back to agile principles • Servant Leader – Serve the team, not you • Performance Guardian – Facilitate high performance Competencies Agile-Lean Practitioner Mentoring Facilitating Teaching Coaching Technical Mastery Business Mastery Transformation Mastery Content Authority Process Authority *Adopted from Agile Coaching

Agile for Defense Agile Coaching by Darin Plum Aug 6, 2014 1 My Take on Agile Coaching  The core to all Agile is maximizing each individuals potential through autonomy and mastery  Agile Agile is a journey, not a place and the Agile Coach is the guide  A coach must have a deep understanding of the Agile Principles and real world experience  Start with Servant Leadership; Command and the role of the Agile Coach: 1. Activity must have clear goals and process 2. Must have clear and immediate feedback 3. Confidence in ability to complete the task  The power of Agile frameworks (Scrum

NDIA's Agile in Government Summit 6/6/2018-6/7/2018. Keynotes: Major General Sarah Zabel http://www.ndia.org/events/2018/6/6/agile-in-government/proceedings Agile and EVMS They Can Co-exist! ( per mil/evm/ Incremental process, i.e. Rolling Wave Planning; Agile Release/Program Increment Planning. Scenario describes one method of how Agile can underpin EVM progress in support of tracking program cost an Agile development process • The scenario has defined a single product Release which is tracked using Earned Value • Shows alignment of EVM WBS elements to the Agile products hierarchy Agile Contracting

Institute, Deb Preuss, Agile Coaching Institute Sources: Coaches Training Institute, Deb Preuss, Agile Coaching Institute Sources: Coaches Training Institute, Deb Preuss, Agile Coaching Institute Sources: Institute, Deb Preuss, Agile Coaching InstitutePOWERFUL QUESTION POWERFUL QUESTION POWERFUL QUESTION POWERFUL QUESTION Sources: Coaches Training Institute, Deb Preuss, Agile Coaching Institute Sources: Institute, Deb Preuss, Agile Coaching Institute Sources: Coaches Training Institute, Deb Preuss, Agile Coaching Institute Sources: Coaches Training Institute, Deb Preuss, Agile Coaching Institute What

changing technologies and operations, including the challenges associated with information assurance. Agile development practices can help the DoD to transform IT acquisition by delivering capabilities faster professionals with details on how to adopt Agile practices within each element of their programs, thus helping them to succeed in an increasingly complex environment. Agile has emerged as the leading industry development methodology, and has seen growing adoption across the DoD and other federal agencies. Agile practices enable the DoD to achieve reforms directed by Congress and DoD Acquisition Executives.

Leadership in the Age of Agility – Part 3 By Mark Schwartz “Courage, I say, is the value most needed by Agile IT leaders.” – Mark Schwartz Last Time in Part 2 Enterprise Architecture: The job of IT leaders strategic objectives and produce investment themes that accomplish those objectives. When combined with Agile and Lean practices, this approach can focus IT planning, reduce risk, eliminate waste, and provide for Part 2 on the Agile4Defense GitHub page at: https://git.io/JeaO2 Risk The presence of uncertainty is the simple reason why Agile approaches work better than plan-driven approaches—it is also the reason

rare combination: a deep thinker who has also applied lean, Agile, and DevOps principles at the highest level, leading an extraordinary Agile transformation in the US Federal Government at USCIS. In this we have locked ourselves into a frame of reference that is getting in our way as we try to become Agile. This frame of reference includes the notions of project, systems, application, investment, architecture Third, underlying all of these changes – all of the problems with plan-drive approaches, all of the advantages of Agile approaches – is a confusion about how to deal with uncertainty and risk. What I call

the Agile4Defense GitHub page at: https://git.io/JeaOu Enterprise Architecture Enterprise Architecture, the domain of the IT bureaucrats, is the place we must look for the solution to our Agile challenges zombies to retrieve our golden asset, careful to carry mirrors to avoid petrification. Good luck, Agile fellows. In the past: We viewed EA as primarily concerned with standardization, consistency, planning governance and oversight practices are not only inconsistent with Agile principles, but also fail to take advantage of the power of the Agile way of working. By proceeding with agility:  We can reduce the

can be traced back to February 2001, when the Agile Manifesto [1.3] was published. In many ways, the Agile Manifesto is the grandfather of DevOps. Agile development practices were a big step toward improving application development process for the end user and for internal or external customers. However, while Agile focused on customer and developer experience, the process of delivering that software was still stuck DevOps So if GitOps isn’t anything new, why are we hearing so much about it now? Much like how the Agile Manifesto changed the game for developers and administrators, Kuber- netes and other container technologies