In my last article, I compared agile coaches to the catering corps in the army, saying that we support the troops rather than leading them or engaging in heroics. Cooking and cleaning for the heroes sounds like like a humble, servant leader thing to do. But does that metaphor really drum up an image of… Continue reading My agile coaching mindset is unstable and evolving
Category: Leading change
Notes from the secret agile playbook, creating a coaching agreement
I have been working with some good coaches recently, but the were not very comfortable with the agile paperwork and coaching bureaucracy areas of coaching. One of the crew asked if I had a copy of a coaching agreement that I could share and I told them agreements are critical and great. Then they asked… Continue reading Notes from the secret agile playbook, creating a coaching agreement
Clarifying agile roles – speed dating?
I went through this quick meeting with an agile class recently and I said I would post this for the crew to refer back to. In agile teams there are a couple of core roles and then the rest depends on the kind of work the team does. But we can give some more clarity… Continue reading Clarifying agile roles – speed dating?
Is it enough to say that the BA is the “universal translator” between business and IT?
I often hear that we need a business analyst to translate what the business people say, so that technical people understand them. Then, I am told we need the BA to then translate what the technical people say, so that the business people understand them. I guess it goes something like this: It sounds good,… Continue reading Is it enough to say that the BA is the “universal translator” between business and IT?
Analysing stakeholders – beyond the basic communication plan
A basic map of our stakeholders Quite some time ago, I wrote an article on "creating a basic communication plan" and for many projects that is all you need. But sometimes it is worth analysing your stakeholders in more detail. This article explores a couple of approaches that I like to use when I need… Continue reading Analysing stakeholders – beyond the basic communication plan
Defining the value of your internal consulting team part 2 – your services
In my last article, I described an approach that you can use to define the purpose of an internal consulting team. I used Sophie and her BA team as an example and I will continue to do so here. This time I will talk about the "Service catalogue" or list of services that your team… Continue reading Defining the value of your internal consulting team part 2 – your services
The dark art of office politics for IT leaders (part one – why is it stressful?)
Apparently office politics is a horrible thing that other people do. But many of the emerging IT leaders I speak to get told they need to be better at "soft skills" and "influencing at a senior level". What this often means is get good a politics. Sadly a lot of office politics seems to involve… Continue reading The dark art of office politics for IT leaders (part one – why is it stressful?)
Using a moments of truth analysis to assess a team’s readiness for change
I have previously blogged about a number of approaches to assessing a team's readiness for change, including the 7-S framework and the arenas of change approach, but today I thought I would explain a less well known approach - the "moments of truth" assessment. Actually I made it up so it is not too well… Continue reading Using a moments of truth analysis to assess a team’s readiness for change
Performance agreements – a first attempt for agile project team members
I was just reading an article on performance appraisals by Shane Hastie. It is a good summary of some of the issues that traditional performance appraisals cause on agile projects. But it leaves two questions unanswered: Where would you start if you actually had to do a performance agreement; and How would you actually know… Continue reading Performance agreements – a first attempt for agile project team members
How can you manage people on projects these days?
Life used to be easy for managers. We had good people who delivered lots of stuff and bad people who stuffed up lots of deliverables. It was easy to tell who the good guys and the bad guys were. But then something significant happened. We discovered that work was not just about performing a set… Continue reading How can you manage people on projects these days?