Any approach for improvement should incorporate at least the following:
Be open to examine why the approach works, or doesn’t
Nothing in an approach to improvement should be sacrosanct. Anything should be able to be challenged. Ultimately this means going back to core values, principles, laws and adages. This should always be open for conversation where a dialog can be used for learning. Referring back to a guide or big picture is not the way to define an approach. There is no authority that speaks the way it is.
It is difficult to do this for frameworks, however, and I believe this is why there is a significant amount of dogma around them. While frameworks allow for filling in the gaps, the structure of the framework is pre-defined and immutable. Proponents justify this by saying such a definition is necessary in order to define it. FLEX proves this is not a solid argument.
Taking a scientific approach enables conversation about everything and dogma around nothing.
Be based on solid learning and teaching methods
FLEX incorporates modern training methods to teach its basic premises and practices. This section contains articles on methods and insights that few Agile approaches have adopted but are well recognized in other industries.
Chapters in this Part
What to say when someone just doesn’t get it. When people resist new ideas it may be that they are looking at the wrong things.
Scaled Learning is a collection of methods that enables more people to be trained more effectively at a lower cost than less modern methods. When doing Agile at scale we must consider how people are going to be trained and grow.
Why Agile Coaches Need to Know Both Scrum and Kanban. It’s not Scrum or Kanban or even Scrum and Kanban, it’s recognizing both spring from Lean-Thinking. Understanding that enables you to provide an approach designed for your team’s context.
Reading Paths on this Site
Coaching is the practice of supporting individuals, teams, and an organization through the process of achieving a professional result. It differs from consulting, mentoring, and training. It involves more questioning and facilitating than doing particular tasks for the client. It is more focused on process, discovery, transition, leadership, and mindset than it is on particular projects.
Agile Coach: Basic
The Agile Coach (Basic) reading path introduces coaches to what is involved in helping clients to develop new mindsets to do Lean-Agile, to acquire a new set of tools, and to make adjustments to processes and structures.
Agile Coach: Advanced
The Agile Coach (Advanced) reading path is intended for the coach who is already competent in either Scrum and/or Kanban and help them understand more advanced ideas for coaching in Lean, Scrum and kanban. It is a collection of ideas, tools and techniques that will take you from being team oriented to being value oriented.
Team Agility Coach
The Team Agility Coach is responsible for shepherding the team, creating a trustful environment, facilitating team meetings, asking the difficult questions, removing impediments, making issues and problems visible, keeping the process moving forward, and socializing Lean-Agile within the greater organization.
Note: Many organizations call this role the “Scrum Master.”