Team Awesomeness

Team Awesomeness

Team Awesomeness, a great way for Scrum Masters and Agile Coaches to facilitate group dynamics and team’s awesomeness. A common goal for our teams at King is to strive to be a high-performance team that communicates and collaborates well both within and outside the team. In that spirit, we are testing a concept that I call “Team Awesomeness”. Generally, it’s a lightweight questionnaire, which the team answers together as an extension to the retrospective. The team fills out a questionnaire with 25 questions divided in five different areas: contribution to King, contribution to the team, innovation, communication, and quality. The team members read each question out loud and then do “fist of five” voting. Those members with the highest and lowest votes should explain their choice. The whole team listens and discusses, then votes again, as in planning poker. The team tries to reach a consensus on a score, makes notes, and then moves to the next question. After going through all the questions, the team should clearly see in which areas it needs to improve. The first Team Awesomeness exercise takes approximately two hours. The exercise offers good input for an improvement theme (see picture). The team can also easily measure progress. Make sure the results are transparent for the whole team, and put the score on your Scrum/kanban board. We don’t tell a team which methods or processes it needs to put in place to strengthen its weak areas; if a team, for example, finds that they need to improve quality, the company doesn’t tell them to fix more bugs or start with TDD. The team must find a solution...
An Agile Coach Paradigm Shift

An Agile Coach Paradigm Shift

I find my self often observing and reflecting what i am doing as an agile coach, trying to better understand my current role. I didn’t have these kind of “worries” with my previous roles and positions as a research telecom engineer, developer and project coordinator. It was just enough to follow my job/role description meet the expectations and measure the impact of my effort! I wasn’t worried about since all these different role responsibilities where close to my thinking and belief! Why these kind of “worries” surfaced with my current role, even if there are plenty of resources and books that describe what an agile coach should do and custom made role descriptions, responsibilities and expectations written in many pages? What has changed? In my journey to self-awareness through the lenses of my current role, i realised that I had to work deeper in my own paradigm shift. I was needing a new belief, a radical change on my thinking from an accepted point of view, established for years with certain habits,  to a new thinking  and a new set of habits. From trying to be the best at what i was doing and resisting to change,  to start experimenting, fail, expose my inabilities, feeling comfortable to challenge my comfort zone From an expert and having an advanced knowledge on specific areas, to a more “generalist”, trying to cover a wide area of skills and competencies. From adherence to specific role requirements, to focus more in  becoming a team player, collaborating and contributing to the whole effort. From seeing, monitoring and easily measuring results, to feel comfortable with long-term payoffs not necessary measurable. From getting and keeping control, in becoming...