21 June 2016 – London Agile Delivery & Coaching meet-up – Agile coaching, change control and discretionary behaviour

Sandra and I were at the London Agile Delivery & Coaching Network on Tuesday.

Here’s some of the areas we covered.

  • The difference between the role of a scrum master and an agile coach. Key differentiator being agile coaching is driven by leading and coaching through the values and principles and the application of the right agile method for the organisational context.
  • The benefits of visualisation of team boards. Physical and electronic. The power of physical product backlogs, cardwall or a burnup chart as it drives richer focused conversations and provided greater insight to understanding the state of a project or sprint. Experiences of organisations with “clean” wall environment and ways of dealing with these policies.
  • Sandra’s experience at Western Australia’s energy company. Dealing with resistance at middle management level and their reluctance for team autonomy. Strategies in dealing with such issues lead to measuring and reporting inefficiencies in the change control process and in the subjective measures of the delivery team’s frustration and motivation. Change is slow but the key learning is demonstrated through measured facts and the cost of inefficiencies.
  • Dean’s experience of SAFe’s PI Planning at the Telegraph Media Group.
One team’s output from PI Planning. It shows the sprints for the quarter, estimated availability per sprint, and what the team believes could be delivered in each sprint.
  • Weighted Shortest Job First technique for prioritising backlog. Including learning and team bonding as a weighting factor.
  • Why DevOps not just about process and tools, but perhaps more profoundly about people’s understanding, empathy and collaboration beyond their typical team boundaries
  • Why striving for happiness maybe dangerous, and why qualities such as equanimity maybe a healthier characteristic. Listen to Boss Level’s podcast: Kathrine Kirk and when happiness fails you
  • Motivation and discretionary behaviour at work. Employees can be either motivated and willing to perform and produce more than contractually obliged, or conversely employees game the system so they get away with doing as little as possible without getting fired.

    Illustration demonstrating the range of an employee's discretionary behaviour.
    Illustration demonstrating the range of an employee’s discretionary behaviour.

London Agile Delivery & Coaching meetups is different to the typical Agile meetup because they’re intentionally kept to a small number of people. This allows folks to have an open and more in-depth set of discussions, and perhaps have a more frank and honest debate. It’s an open forum with no upfront agenda.

Look out for the next London Agile Delivery & Coaching Network meetup.


Sandra Dalli and Dean Latchana