Agile Coaching

Agile Coaching

Rachel Davies

Language: English

Pages: 250

ISBN: 1934356433

Format: PDF / Kindle (mobi) / ePub


Discover how to coach your team to become more Agile. Agile Coaching de-mystifies agile practices--it's a practical guide to creating strong agile teams. Packed with useful tips from practicing agile coaches Rachel Davies and Liz Sedley, this book gives you coaching tools that you can apply whether you are a project manager, a technical lead, or working in a software team.

To lead change, you need to expand your toolkit, and this book gives you the tools you need to make the transition from agile practitioner to agile coach.

Agile Coaching is all about working with people to create great agile teams. You'll learn how to build a team that produces great software and has fun doing it. In the process, you'll grow a team that's self-sufficient and skillful.

This book provides you with deeper knowledge of how agile practices work and how to inspire your team to improve. Discover how to coach your team through the agile lifecycle, from planning to writing software. Learn the secrets of running effective agile meetings and how to get your team following a consistent approach to creating software. You'll find chapters dedicated to introducing Test-Driven Development, designing Retrospectives, and making progress visible.

Find out what works and what to avoid when introducing agile practices to your team. Throughout the book the authors share their personal coaching stories from experience with real teams, giving you insights into what works and what to avoid. Each chapter also covers hurdles that you and your team may face and what to do to clear them.

Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization

Entrepreneurship: A Very Short Introduction (Very Short Introductions)

The Goal: A Process of Ongoing Improvement (The Goal, Book 1)

Notes to a Software Team Leader: Growing Self Organizing Teams

What Would Machiavelli Do? The Ends Justify the Meanness

Blackwell Handbook of Judgment and Decision Making

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

experience that you can build on. However, if the source of the stress is you and your internal drive to take too much work on, take a break to get some perspective on the current situation. No Experience When you meet a situation that is outside your experience on Agile teams, be open about that to the team rather than bluffing. For instance, you may have plenty of experience with small projects but haven’t worked on a large, distributed Agile project yet. Or perhaps you don’t have any recent

up. Report erratum Prepared exclusively for William Anderson this copy is (P1.0 printing, July 2009) 83 Download at Boykma.Com S ETTING THE T IME 5.4 Setting the Time Most teams prefer to have the daily standup at the start of the working day to discuss who’s working on what before getting immersed in their work. However, in many companies, people don’t arrive at work at the same time, so they need to find a time for the meeting that works for everyone. As a coach, you shouldn’t pick the

Given the user is viewing the search page and enters “Test-Driven Development” (which has multiple matches), When the user clicks the Search button, Then a list of book summaries (title, author, and price) are displayed, in price order with a Show More button next to each summary. • Given the user is viewing the search page and enters “Waterfall Coaching” (which has no matches), When the user clicks the Search button, Then the message “Sorry, we can’t find that book.” is displayed. Report

creating documentation that can’t get out of step with the code is to write story tests as executable requirements using a test framework like FIT.2 Team Can’t Meet Up Obviously cards and sticky notes don’t work for conversations between team members in separate office locations. You can still use user stories as the basis of conversations about user needs and discuss what story tests will be used to confirm the story has been implemented. Instead of using index cards, do the simplest thing that

an active role in creating the software; the person actively typing is known as the driver, and her partner is the navigator who looks ahead to consider next steps and potential pitfalls. Pairs swap fluidly between these roles. If you’re trying to persuade the team to try pair programming, here are some benefits that pair programming generates over time: • Code is higher in quality, because it is constantly being reviewed. • Good practice is shared more widely amongst the team. • Developers are

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