Coaching is the Product: building your agile coaching backlog

Coaching is the Product: Build Your Enterprise
Agile Coaching Backlog
Tricia Savage Bailey, Tsavvy Consulting, tricia.savage.bailey@gmail.com
John Eisenschmidt, Agile Kata, je@agilekata.com
#AgileCamp2019 AgileCamp@GoAgileCamp

Keys to Past Success?
What has been key to success for
teams to achieve outcomes in the
past?
How can you build these keys into
your coaching approach?
Jot these down in the Notes
Section of your Handout
02:00
2

Your Coaching Opportunity
You are 1 of 5 Agile Coaches in a newly-formed Agile
Transformation Office (ATO). You have been given two goals:
1. Coach your team to help them meet their objectives, and
2. Use Agile Practices to build a body of knowledge and
references for the ATO.
3

Our Plan
Build and
Execute a
Coaching
Backlog
Assess
Outcomes
4
Why follow this Approach?
• Coach models Agile best
practices for the team(s)
• Reap the benefits that Agile
brings: Outcomes-focus,
speed, incremental delivery,
inspect-and-adapt,
transparency
• Build empathy for the teams
being coached

1. Define Outcomes for the Team Coaching Engagement
5
Conversation between Coach/Leader and Coach/Team to get
clarity on:
• What do you expect will be different when Coaching ends?
• Are your goals outcome-focused, or activity-focused?
• Why do they think moving to Agile will help achieve their
desired outcome(s)?
Desired outcomes should be written down in a place that is
accessible to the Coach, Leaders, and Team Members

2a. Build the Assessment
6:00
6
You are the Agile Coach. Think about:
q What areas of agility are important to investigate?
q What do you want to learn about the teams?
q What topics would you like to target for your
coaching backlog?
Mark 10 questions (or less) with an X

2b.Take the Assessment
You are a member of an Agile Team! Now:
q Respond to the Assessment your Coach has
given you
q Return the assessment to the Coach
Assessment Responses will be used by Coach to
build the Coaching Backlog
5:00
7

3. Build the Coaching Backlog
5:00
8
You are the Agile Coach.
Using the Team’s
Assessment responses:
q Consider their desired
outcomes
q Select/create/build
your coaching backlog
to achieve desired
outcomes

Autonomy
Mastery
System
Thinking
9
Balance

https://agilekata.co
m
For 20 years, John has coached individuals and teams towards
greater agility within corporations, nonprofits, higher education, and
the federal government. As a Agile Coach and Program Manager,
he has led numerous large and multi-year initiatives with co-located
and federated teams. John is the co-organizer of the Agile
Coaching Exchange in Southern California, and facilitates the ACE
Leadership Circle in North America. John is a certified Project
Management Professional (PMP)®, ScrumAlliance Certified
ScrumMaster® (CSM) and Scrum Professional® (CSP), an ICAgile
Certified Professional Agile Coaching (ICP-ACC), an ICF Associate
Certified Coach (ACC), a Strozzi Institute Somatic Coach (SISC),
and a LEGO ® SeriousPlay Facilitator.
PMP®, CSM, CSP, ICP-ACC, ICF ACC, SISC, LSP
John Eisenschmidt
Tricia is a transformational leader who brings cross-industry
experience in governance and business process to scale and
accelerate growth. Leveraging concepts from Scaled Agile,
Lean, and Six Sigma frameworks to help clients find success
with scrum, Kanban and product development. Her breadth in
industry experience allows her to scale from start-up to the
enterprise.
MBA, SPC4, ADKAR CM
Tricia Savage Bailey

Using Agile to Launch and Manage Your Agile Coaching Office
Tricia Bailey | tricia.savage.bailey@gmail.com | TSavvy Consulting
LinkedIn https://www.linkedin.com/in/triciabailey1/
John Eisenschmidt | je@agilekata.com | Agile Kata
LinkedIn https://www.linkedin.com/in/johneisenschmidt/
Coaching Scenario – If You Don’t Have One in Mind
Why/how do you think Agile will improve the team’s outcomes in the long run?
After the CIO attended a major tech industry conference 6 months ago and heard a case study about how successful
Agile teams were, she came back and launched a pilot with 1 Scrum Team. The CIO has hired you as the Agile Coach to
assess them and make recommendations. During your interview, the CIO shared that except for 2 people who are
occasionally called-on for Production issues, the other 8 people are dedicated to this team, and she is very aware of their
work because their work is transparent and demonstrated monthly, but does not seem to be producing more than the
non-Agile teams. She wants to ensure they have whatever support they need to be successful.
The Team has a ScrumMaster and Product Owner, both attended a public training class for their roles. After returning,
the ScrumMaster briefed the team for an hour on what Scrum was and their rules. When interviewed, the ScrumMaster
shared that they "mostly follow Scrum", but the team complains about the number of meetings, and participation in all
the events is mixed.
The Product Owner was previously a Customer Service Manager, and understands the customer complaints well, but
doesn't have a clear vision of what the customers actually want, the Roadmap does not exist beyond 1 Sprint. The
Product Backlog is a collection of large, Epic-sized "Stories" without Acceptance Criteria on the wall with the Sprint
Backlog and Sprint Board.
The Scrum Team are all physically located in the same building, but several sit on a different floor from the rest. They are
working to find space to all sit together. The Scrum Board is on the wall in the area where most of the team members
sit. During the Standup, which happens between 9:15am and 9:30am on Mon/Wed/Fri each week, they all stand around
the board and move their own work items across the board as they answer the three questions. In the six months they
have been working together, they have shipped 3 Production Releases and held 6 Demos for stakeholders.

Tricia Bailey | tricia.savage.bailey@gmail.com Using Agile to Launch and Manage Your Agile Coaching Office John Eisenschmidt | je@agilekata.com
Select (<10)
with X
Dimension
Current
Level
Target
Level
Level 0 - Regressive
Level 1 -
Repeatable
Level 2 - Consistent
Level 3 -
Quantitatively
Managed
Level 4 - Optimizing Backlog Items
Being Agile
No understanding of the
spirit of Agile
"Going through the
motions":
Lack of accountability
Ceremonies "checking
boxes"
Poor or no estimates
80% of the team can
explain the benefits of Agile,
believe in the benefits of
Agile, understand the spirit
of Agile. The team is
making improvements on a
regular basis
Working in an Agile manner.
Context is most often about
value to the user and
definition of done.
Actively pursuing new ways
of working in an Agile
manner.
Column A, B
Team Working
Agreement
Non-existent Some de facto team norms
that are generally
recognized, but haven't yet
been written down and
agreed on by the team.
Written down, co-created
by the team, published for
all to see.
Observed by the team,
including introduction to
new team members.
Revisited during
Retrospective.
Followed naturally, very
short list, highly visible,
exceptions are quickly
identified and addressed.
Column A, B
Common
Definition of
'Done'
Non-existent Codified in Team
Agreement. Common
understanding that "3
finished is better than 10
started". May still look like
"throwing over the wall" but
with a smooth cadence.
Common understanding
within the organization (not
just team) what DoD is.
Recognition that Fixed
Roles are an impediment to
the Team finishing stories
most efficiently.
Context for any scope
discussion starts from the
DoD. Common
understanding to ensure
completeness without
crossing the line to "gold
plating".
Actively pursing new ways
for "Done" to expand and
deliver more value to users,
e.g.: More frequent
releases. Push-button
CI/CD to Production when a
feature is accepted by PO
Column A, B
Morale
Blame game, finger
pointing, etc. behaviors on
a regular basis. Active
resistance to change.
There are still elements of
previous state, but there is
open communication and
steady progress away from
those behaviors, problems
are being actively
addressed, and there is a
general feeling that morale
is improving.
Team members are cordial
and enjoy their work. There
is very little if any talk about
"going back", and it is
generally accepted that
things are better than
before and improving.
The team generally
believes that their work life
is significantly better than
before. They are happy,
engaged, productive, and
genuinely enjoy working
together.
Most team members feel
like this is one of the best
teams they have ever
worked on, they are excited
to come in to work and are
looking forward to the next
day when they leave.
Column B
Tuckman Stage
of Group
Development
Forming Storming Norming Performing consistently for
at least 2 Sprints
Performing within existing
teams. Ability to quickly
Adjourn (5th stage) and
transition to new teams
avoiding Forming/Storming.
Column B
Team
Dynamics

Select (<10)
with X
Dimension
Current
Level
Target
Level
Level 1 -
Repeatable
Level 3 -
Quantitatively
Managed
Team size
>20 people on team Aware smaller team size
needed: plan for / actively
being reduced in size.
< 20 people on the team < 10 people on the team 7 +/- 2 people on the team Column B
Dedicated
resources
Most team members are on
multiple teams or working
on multiple projects
Most people are 50%
dedicated to the team.
Nobody is less than 30%
Most people are 70%
Most people are 90%
Most people are 100%
dedicated to the team,
nobody is less than 60%
Column B
Continuity /
Standing team
Constant churn of people
on the team and/or team
was formed for a single
release or a single major
initiative and will be
disbanded after shipping.
There is an understanding
that this is important,
progress is being made,
and further steps are being
taken to get to the next
stage
50%+ of the team is
constant for 9 months, and
has shipped multiple
releases or worked on
multiple major initiatives
without being reformed.
More than 70% of the team
constant over 9 months,
has shipped multiple
releases and worked on
major initiatives without
being reformed.
More than 90% of the team
has been constant over the
past 12 months
Column B
Cross
functional
A significant portion of what
is needed to get the stories
to done exists outside of
the team
Some of the skills
necessary to get the
stories to done exists
outside of the team
All of the necessary skills
for performing the work
exist on the team
All necessary skills exist on
the team with some cross
training of skills
All necessary skills exist on
the team, and members are
cross-trained on most
skills.
Column B
Colocation
Team members have very
little proximity to each other.
Plans in place to move
team members as close to
each other as feasible.
Team members are
accessible to each other
within 30 seconds
Most team members sit
within hearing distance of
each other
Most team members are
sitting in a team area
together.
Column B
Self
organization
Team members do not
choose what they work on,
estimates not determined
by the team, decisions can't
be made independently.
Some of the behaviors from
the next stage are being
discussed, encouraged, or
tried
Teams pull work from the
product backlog, perform
their own team-based
estimation, and using the
definitions of ready and
done to guide.
The roles and
responsibilities of the
Scrum Master are shared.
the need for a designated
and/or dedicated SM is
reduced.
The team is self organized Column B
Sustainable
pace
People are tired, irritable,
burnt out, working overtime
on a regular basis. Current
situation is considered
business as usual.
There is a recognition that
the current pace is not
sustainable and steps are
being taken to improve the
situation.
Consensus the team's
pace is indefinitely
sustainable, though the
workload is still inconsistent
with bursts of heavy work
loads
Consensus is that the team
is working at a pace that is
sustainable indefinitely,
though there is still
occasional crunch time
Team has a high morale, is
comfortable with their work
investment, has time for
innovation, and is a high
performing team
Column B
Impediments
Invisible and/or ignored.
Fear of reprisals.
Reluctance to raise
impediments. Impediments
that are raised are not
resolved.
Raising impediments
encouraged and is
frequently done. Some
impediments resolved.
Team is beginning to see
benefits of this practice.
Team members
comfortable raising
impediments. Impediments
are usually resolved. Root
cause analysis sometimes
performed.
Raising & Resolving
impediments is a norm.
Individual and team
impediments are
addressed. Root cause
analysis is frequently
performed and acted on.
Root cause analysis and
resolution is a cultural norm
Column B
Scrum
Team

Select (<10)
with X
Dimension
Current
Level
Target
Level
Level 1 -
Repeatable
Level 3 -
Quantitatively
Managed
Work Sizing
No stories shippable in less
than four weeks from ready
to done, or not measured.
Shippability is measured
and visible
Team strives for
shippability
60% of story points go from
ready to done in less than
four weeks
90% of story points go from
ready to done in less than
two weeks
Column B, D, E
Concept-to-
cash cycle time
A year or more from
concept to ready to release
Can get from concept to
ready to release in 6
months
ready to release in 3 month
ready to release in weeks
Days from concept to
ready to release
Column B, C, D, E
Product vision
Not defined It is written down
somewhere or the product
owner or similar person
knows what it is
There is a written definition
which is accurate and well
known by everyone
involved
There is a compelling
product vision which can be
clearly articulated by the
product owner or similar
person
Simple, clear, compelling,
everyone involved can
articulate it well.
Column C, D
Backlog
Refinement
Stories are rarely ready to
be worked on prior to the
team starting to work on
those stories
It is understood that
consistent and frequent
grooming is an important
goal and steps are being
taken to get there.
60%+ of the time there are
stories ready when needed
There are usually just
enough stories ready
There are always more
than enough stories ready
Column B, C, D
Story size
Random The team is starting to see
the relationship between
small stories and success.
Team has a rule of thumb
encouraging small stories
Most stories can be done in
a week or less
Most stories shippable in 1-
3 days
Column B, D, E
Stories use
vertical slices
No knowledge of vertical
slices or they can't be done
due to external constraints
Using vertical slices for an
increasing percentage of
stories
Using vertical slices for
50%+ of stories
70%+ of stories
90%+ of stories
Column B, D, E
Work in
progress
Amount of WIP unknown.
No knowledge of one piece
flow (e.g. small batch size)
WIP is tracked and visible.
One piece flow is
understood and there is
interest in doing it. Most of
the time, members are
working on 2 or more
stories at a time.
One piece flow is actively
being pursued, WIP limits
are set, most of the time
members are working on at
most 2 stories and usually
only one. Sometimes,
multiple members are
working on the same story.
WIP limits are set and
respected. Most of the time
members are only working
on one story and frequently
more than one member is
Only as much work that
can be done simultaneously
without increasing the cycle
time of any of the work in
progress. Most of the time
multiple members are
Column B, D, E
Product

Select (<10)
with X
Dimension
Current
Level
Target
Level
Level 1 -
Repeatable
Level 3 -
Quantitatively
Managed
Daily Standup or
Huddle
Not being held Being held regularly and on
their way to stage2.
80% ofteam participates
regularlu, themeeting is 15
mins or less, real
impediments raised regularly,
focus is on thestories for this
team, team understands the
meeting is for them.
Daily, short, effective. Runs
well with or without
somebody officially
responsiblefor themeeting.
Team does an on-the-spot
analysis ofprogress towards
shippability and takes
correctiveaction ifneeded.
Positively adapted to the
needs oftheteam
Column A, B
Retrospectives
Not being held Held, but not regularly or
not frequently enough
Held regularly, well
attended, produces action
items. Action items are
frequently acted on
Held regularly, well
attended, enjoyable,
produces action items that
are recorded and generally
acted on
Creatively run, format
varied from time to time,
forward looking, often
produces breakthrough
ideas that are acted on and
produce results
Column A, B
All work based
on User Stories
Not being followed It is understood that it is
important to use user
stories for all work and
steps are being taken to get
there.
User stories exist for 50%+
of the work, but still using
other artifacts for some
work or translating some
user stories to other
artifacts for some work.
User stories exist for 80%+
of work, but still using other
artifacts for some work or
translating some user
stories to other artifacts for
some work.
All work based on user
stories
Column A, B, D
Estimation
Ad-hoc, done by a few
people, based on hours, or
entirely task-based
Done on a regular basis The whole team
participates in estimation,
real story points are used.
Most team members no
longer thinking in hours.
90+% of the time estimation
involves the whole team
thinking in story points.
Consistently done at least
weekly by the whole team
thinking in story points.
Column A, B, E
Transparency
of Work
Not implemented Progress tracked
transparently using burn-
up, burn-down, CFD, or
similar method.
Progress is tracked and
frequently influences the
behavior of the team
Progress information
usually influences the
behavior of the team
The team proactively uses
progress information to
head off potential problems
Column A, B
Demos
Not happening, not
happening on a regular
basis, or happening less
often than once in 6 weeks
Happening at least every 6
weeks, but: not reviewing
all stories, ill-prepared to do
the review, and/or trying to
"sell" what was done if it
missed expectations.
Happening at least once
every four weeks, most
stories are reviewed, team
is fairly well prepared,
feedback is encouraged
and incorporated into future
stories
Reviews are a cultural
norm. Every story reviewed
and team is well prepared.
Active feedback
encouraged, reviews are
well-attended and
perceived as valuable to
stakeholders.
Team involves
stakeholders regularly
during reviews. Team and
stakeholders work closely
together, and often
discover unexpected value
from that interaction.
Column A, B, D
Adherence
to Scrum

Using Agile to Launch and Manage Your Agile Coaching Office
Tricia Bailey | tricia.savage.bailey@gmail.com https://www.linkedin.com/in/triciabailey1/ John Eisenschmidt | je@agilekata.com https://www.linkedin.com/in/johneisenschmidt/
A-1 - Establish Agile
Understanding
B-1 - High Performing Agile
Teams
C-3 - Strategy/Innovation
Refinement
D-1 - Product Leadership
E-1 - Accelerate Time to
Market
F-1 Make Your Own
A-2 - Agile Overview Training
B-48 - Meeting with /Team Leader
to Establish Coaching Office Goals
and Support
C-27 - Strategy/Innovation
Workshop
D-2 - Develop Workshop for
Strategy Teams to support MVP
Launch
E-2 How to go fast: WIP, switching
costs workshop
A-3 - Product Leadership Training:
Module 1 - Overview, Vision,
Personas
B-2 - Team formation workshop
(team leadership)
C-332 - Prioritize Strategies/Ideas
workshop
D-3 - Business Context Refinement E-3 - Release Planning Workshop
Module 2 - Story Mapping
B-3 - Facilitate Meeting to Define
Agile Team Roles and Align to
Team Members
C-333 - Visually Manage
Strategies/Ideas
D-4 - Product Vision Workshop
E-4 - Pair with SM to Integrate
CI/CD Tools with WIP Tools
Module 3 - Story Breakdown
B-4 - Team Kick-off
C-41 - Conduct Strategy/Idea
Design Development Workshop
D-5 - Strategy to Roadmap
Workshop
E-5 - Agile DevOps & Release
Planning Training
A-6 - Scrum Master Training
B-51 - Onboarding - Context and
communication channels
C-334 - Develop and Maintain
Initiative Roadmap
D-6 - Story Mapping Workshop
E-6 - Testing in an Agile Manner
Training
A-7 - Scrum for Teams Training
B-30 - Identify Agile Practices for
the Team
D-7 - MVP Definition Workshop
E-7 - Continuous Integration /
Continuous Delivery Training
A-8 - WIP Tools Admin Training
B-53 - Establish Team Working
Agreement
D-8 - Design Sprint
A-9 - Conduct Agile Leadership
Training: Process & Tools
B-52 - Define Prioritization
Procedures
D-9 - Product Roadmap
Workshop
B-54 - Establish Definition of
Ready & Done
D-10 - Agile Scrum workshop for
Breaking down Stories
B-41 - Facilitate a Team
Communications Workshop
B-42 - Facilitate a Team Trust
Workshop
B-40 - Deliver and Debrief
Teaming Assessment (e.g. DISC
Productive Conflict)
B-42 - Deliver and Debrief agile
coaching assessment results and
coaching plan
B-38 - Establish Cadence
B-7 - Pair with SM/PO to setup
WIP Tools

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