Thank you for the feedback. I appreciate you taking the time to provide suggestions to improve my summarization skills. Summarizing complex documents concisely while retaining the key ideas is challenging, and feedback like this helps me to get better at it.
2. www.luxoft.com
Introduction
Svetlana Mukhina
ICAgile ICP, ICP-ATF, ICP-BVA, PSM I
Agile and Career Coach at Luxoft Agile Practice
Experience: 12+ years in IT, Project and department management,
Computer Linguistics, Technical Writing, Quality Assurance
Interests: Project management, Agile transformation, Career and
performance coaching, Psychology
Hobbies: Horse riding, music, poker, travelling
Linkedin: https://www.linkedin.com/in/svetlanamukhina
3. www.luxoft.com
Session Plan
What is facilitation;
Who is facilitator and how they differ from administrator or manager;
When manager or leader can be a facilitator;
Self-awareness importance for facilitator;
Hand-signals
Rome voting;
Biased stance of Agile facilitator;
7Cs of facilitator stance;
Being Agile vs Doing Agile;
Attendance code;
4. www.luxoft.com
Definition of Facilitation
Facilitation
is a set of activities that helps a
group of people to understand their
common objectives and assists
them to achieve
it within a reasonable time box
and without
destructive confrontations.
Facilitator
is someone who helps a group of
people understand their common
objectives and assists them to plan
how to achieve these objectives; in
doing so, the facilitator remains
"neutral" meaning he/she does not
take a particular position in the
discussion
5. www.luxoft.com
Team Facilitator?
- Know the right answer for all questions
- Judge opinion of others
- Evaluate group decisions
- Control the conversation
- Fight with bad opponents
- Take a side of good fellows
- Lead rescuing activities
6. www.luxoft.com
Team Facilitator?
- Hold neutral position toward participants opinion
- Familiar with facilitation techniques and tools
- Respect group decisions
- Practice self-awareness and self-management
- Loyal to different point of view
- Inspire and encourage
- Link ideas together
- Ask powerful questions
- Maintain non-judgment stance
7. www.luxoft.com
Great video on leadership and facilitation styles
http://www.ted.com/talks/itay_talgam_lead_like_the_great_conductors
9. www.luxoft.com
Self Awareness
What is Self Awareness?
It means a clear perception of your personality, including
strengths, weaknesses, thoughts, beliefs, motivation, and
emotions. Self Awareness allows you to understand other
people, how they perceive you, your attitude and your
responses to them in the moment.
Why Develop Self Awareness?
As you develop self awareness you are able to make
changes in the thoughts and interpretations you make in
your mind. Changing the interpretations in your mind
allows you to change your emotions. Self awareness is
one of the attributes of Emotional Intelligence and an
important factor in achieving success.
10. www.luxoft.com
Developing Self Awareness
Open Blind
Hidden Unknown
Open area, open self, free area,
free self, or 'the arena‘: what is
known by the person about
him/herself and is also known by
others
Blind area, blind self, or
'blindspot‘: what is unknown by the
person about him/herself but which
others know
Hidden area, hidden self, avoided
area, avoided self or 'façade’: what
the person knows about him/herself
that others do not know
Unknown area or unknown self:
what is unknown by the person
about him/herself and is also
unknown by others
Johari Window
12. www.luxoft.com
Exercise – Homework
Make the Johari Window with 3 people
Tell a person something he/she doesn’t know about you
Ask a person for a feedback, what a person noticing about you that she/he thinks you don’t know
about yourself
Tell “thank you” to a person
Drop me a line smukhina@luxoft.com about your findings.
I’m interesting in your results
I need real life examples for models/exercises that I provide on trainings
16. www.luxoft.com
Agile Values
Individuals and
interactions over
processes and
tools
Working
software over
comprehensive
documentation
Customer
collaboration over
contract
negotiation
Responding to
change over
following a plan
That is, while there is value in the items on the right, we value the items on the left more.
17. www.luxoft.com
Agile Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive
advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job
done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-face
conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant
pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity – “the art of maximizing the amount of work not done” - is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
20. www.luxoft.com
Assist a group of people to become a team Work out Agile practices required for a particular
team’s needs
Support the team during complicated situations at
work environment
Drive execution of Agile practices
Helps the team to design a workflow Inspect and adapt the Agile process, make
corrections when necessary
Encourage the team to follow the workflow Uphold Agile Principles and Values
Inspire the team to look for areas of improvement Conduct Agile trainings and workshops for team to
get better understanding of Agile
Team Facilitator vs Agile Principles Guard
Team
Facilitator
Agile
Guard
22. www.luxoft.com
Summarization
What is facilitation and who is facilitator?
Why facilitation is necessary?
What are the barriers for facilitation?
What skills help us to be a facilitator?
What you will do different after this webinar?
What one idea you learned on the webinar?
Remind the group of Agile core values, principles and practices, Use flipchart for this.
Values:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Principles:
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good gn enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Facilitation Techniques
assists a team to make group decisions
((Agile Practices:
Refactoring
Small release cycles
Coding standard
Collective ownership
Planning poker
Scrum daily meetings
Pair programming
Test Driven Design
Continuous integration
Code and design reviews
Involved stakeholders
"war-room" style work area
Build Verification Test
Integration Testing
Test Automation
Acceptance Criteria
Acceptance Testing
Timeboxing
Release Planning
Iteration Planning
Sprint Backlog
Task Board
Definition of Done
Daily Stand-up Meeting
Velocity
Sprint Review
Value Stream Mapping
Root Cause Analysis
5 Why
Burn Down Charts / Burn Up Charts
Information Radiators
Retrospective
Organization
Self-Organizing Team
Colocated Team
Common Workspace
Scrum Master
Sustainable Pace
Scrum of Scrums
Etc. )))
Adopted from 7 Cs of Success Coaching by Richard Winfield
My variant for group facilitation
CONNECTION . It's crucially important to build a rapport with a group/team, to make sure that all of you are on the one page and perceive information similarly as well as moving toward one an the same goals.
CARING. It's is also great when a facilitator care about a group and the progress it does. The facilitator should care about a possibility of the group to reach the outcome as well, facilitator suggest the steps that can help to achieve the group objectives.
CLARITY . One more item of success is awareness of meeting aims/goals and deep understanding, where the group is approaching and what is done vs what is left to be done.
CURIOSITY. It's good to show and feel real interest about facilitation result and about the obstacles a group is facing, it's useful to question what is holding a group back and what can be done about it.
CHALLENGE. Try to challenge a group way thinking, especially a negative one, question its restrictions and limitations. Teach a group to think bigger.
CONFIDENCE. A facilitator should believe in a group, in possibility that it can achieve what it is aiming to. Only in this case a facilitator can encourage the group to take the risks and to make changes.
Commitment. Both facilitator and a group should be committed to the aimed results and do their best to achieve it.
✔ Take different opinions into account. Every group is different: some techniques may not be appropriate in a specific group or situation. Don't force a technique on a group or an individual, but let people decide for themselves to what extent they want to participate.
✔ Be flexible: don't let your choice of tool dictate what happens, but fit and adapt the tools to the needs of the group. Be creative and invent your own tools.
✔ Use visual aids such as whiteboards. Use them to write down instructions, questions to consider and to record responses from the participants.
✔ Be aware that people might not be happy to share everything that was said in a pair or a small group with all the people in the room.
✔ Do explain the purpose of a tool before asking the group to use it. That way people feel in control of what they are doing, allowing them to participate more fully.
Discussion – it it possible to be unbiased Agile facilitator ?
How we can achieve it?
Why it can be necessary?
Example SM.
Facilitator should BE Agile and Be facilitator
Ask a volunteer to summarize what have been said about: