The Breakfast of (Agile) Champions
Breakfast - the most important meal of the day. Certainly, if you miss breakfast around mid-morning you can find yourself lacking the energy and motivation to keep on working; Missing out on a good breakfast can doom you to an ineffectual and frustrating day. The kick-off of a major transition has a similar impact on the success of the transition.
But how can we increase the chance of success on a large transition? What is a 'good breakfast' when starting a large transition? What should be avoided? Drawing from our own experience of many successful transitions, and learning from the experiences of you, the audience, we will learn what works - and what does not work - when kicking-off large transitions.
- Why how you kick-off a transition can make or break the whole engagement
- The five requirements for a successful kick-off (how to C.O.A.C.H. a transition correctly)
- Best practices for a great transition kick-off
- What to avoid when starting a large transition?
- Shared experiences of great and not-so-great transition kick-offs
Interactive workshop for 20+ participants of all experience levels Duration: 90 mins Materials: Cards, whiteboards, stickies, pens, tables
After experiencing many successful transitions, and rescuing some extremely difficult transitions, we wanted to share a number of do’s and don’ts we’ve picked up along the way. A good start to a successful transition is an important first step in setting up the transition for success. A poor start leaves the coaching team continually struggling to gain traction and credibility. A good start helps build momentum quickly. This workshop is intended to distill the wisdom of the audience into a list of do’s and don’ts, while using the C.O.A.C.H. framework as a model on which to classify the best practices:
C - communication - create a lot of internal communication about the transition
O - objective - have a clearly defined business objective, that is easily understood by the teams you are working with
A - access - gain the right levels of access, whether to the buildings, people, internal tools (intranets, project management tools), to make an impact
C - connection - quickly build a connection with the teams you are working with, the key people who are effected by the transition, and the customers of the work
H - hierarchy - counter-intuitively, ensure the whole company hierarchy is aware of, and supportive of, the transition and, crucially, is involved in the transition in some way