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Preface: Business transformation is crucial for any organization. There are several factors which influences efficient transformation process. Be it a people, process, technology or domain. This book is the collections of various Linked in Post in different facet of organization growth to do excellent execution specially software product development areas. This book is the outcome of several years of my research in software product development.

This book pursues an ambitious goal: it attempts to provide answers to the questions on various angle of transformation issues and how to become excellent in software product development. It highlights challenges organization and team members are facing. This book has all the top liked linked in posts. Out of 206 blogs I have choose the best one. I have been collecting these blogs from July 2015.

At the end all these concepts can help any organization and team to run the software product development much more efficient way. By understanding all these practices systematically any team can become more mature and deliver value.

Increase speed of product development Align individual and corporate objectives Create a culture driven by performance Increase shareholder value creation Achieve stable and consistent communication of performance at all levels Enhance individual development and quality of life

All these steps are part of the team journey to maturing the process and it will transform an organization which will be a natural slow process. Persistence is the key with frequent inspection and adaptation about the progress.

All these concepts have applied into our environment and achieved benefit, same thing has to experiment and check for the benefit in individual context.

STORIES YOU “liked” most

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7/30/2016 High Price of Low Trust ..How can YOU build Trust? | Chandan Lal Patary | Pulse | LinkedIn

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High Price of Low Trust ..Howcan YOU build Trust?Published on October 17, 2015 | Featured in: India, Management Consulting

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Trust is the foundation for team effectiveness.Without it, a team willnot do more than go through the motions of teamwork.

Dennis S. Reina and Michelle L. Reina are the principals of theconsulting and research firm Chagnon & Reina Associates, Inc. in Stowe, VT,according to them there are three types of Trust.

Contractual Trust within Teams

Communication Trust within Teams

Competence Trust within Teams



With Contractual trust, the entire team consistently understandsgoals, and everyone shares a common understanding of roles andresponsibilities. Boundaries are clear. Team members have mutualinterests.

Communication trust involves honest and frequent communication.Teams engage in truthtelling, and with good purpose. Team members



admit their mistakes,maintain confidentiality, and seek and providefeedback. Their actions are congruent with their words,and viceverse.

Competence trust exists, team members respect one another’s abilityto fulfill their mutual responsibilities.Because they succeed together,team members rely on mutual learning and development and activelyseek each other’s input to achieve objectives. They help each other.They honor agreements. They respect one another’s skills andknowledge.

One of the Principles behind the Agile Manifesto is

Build projects around motivated individuals. Give them theenvironment and support they need, and trust them to get thejob done.

In his book "Overcoming The Five Dysfunctions Of A Team" Patrick



Lencioni explains that trust is all about vulnerability, 'Team membersneed to be comfortable being exposed to one another, so that they willbe unafraid to honestly say things like “I was wrong,” “I made amistake,” “I need help,” “I’m not sure,” “you’re better than I am atthat,” and “I’m sorry."'

According to Ken Blanchard, There are four key elements that leadersneed to be aware of when they are looking at building or restoringtrust with the people they lead. The four elements are are Able,Believable, Connected, and Dependable—the Trust Works!

Able is about demonstrating competence

Believable means acting with Integrity

Connected is about demonstrating care and concern for otherpeople

Dependable is about reliably following through on what theleaders say that they are going to do.

"The glue that holds all relationships togetherincluding the



relationship between the leader and the ledis trust, and trust is basedon integrity." Brian Tracy

"Trust each other again and again. When the trust level getshigh enough, people transcend apparent limits, discovering newand awesome abilities of which they were previously unaware."

David Armistead

"When the trust account is high, communication is easy, instant, andeffective." Stephen R. Covey

As an agile coach we have to increase the level of trust in the team byapplying various practices.

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7/30/2016 Transforming Command and Control type Leader to Servant Leader? How this will Help YOU? | Chandan Lal Patary | Pulse | LinkedIn

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Transforming Command andControl type Leader to ServantLeader? How this will Help YOU?Published on August 11, 2015 | Featured in: Leadership & Management

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How do we transform ourselves from a dictator type traditionalleader to servant leadership?

__________________________________________________

Command and Control is a management style basedon a strict hierarchy of authority. Managers have

specific authority to issue commands. Commandsmust be followed or discipline is applied.

______________________________________________________

Mostly used in military work, in a knowledgedriven organizationcommand and control techniques are considered counterproductive(e.g. a barrier to creativity).

Many people will not agree that today leaders slowly becomingservant leaders compare to positional leaders.

There are some core personality and thinking has to change to



successfully execute this roles.

Robert Greenleaf, the man who coined the phrase servantleadership, defines it this way:

The servantleader is servant first. . . . It begins with the naturalfeeling that one wants to serve, to serve first. Then consciouschoice brings one to aspire to lead. He or she is sharply differentfrom the person who is leader first, perhaps because of the need toassuage an unusual power drive or to acquire materialpossessions. For such it will be a later choice to serve—afterleadership is established. The leaderfirst and the servantfirst aretwo extreme types. Between them there are shadings and blendsthat are part of the infinite variety of human nature.

The difference manifests itself in the care taken by the servant—firstto make sure that other people’s highest priority needs are beingserved.

The best test, and most difficult to administer, is: do those served growas persons; do they, while being served, become healthier, wiser, freer,



more autonomous, more likely themselves to become servants? And,what is the effect on the least privileged in society; will they benefit,or, at least, will they not be further deprived (1970)

When we focus about others we tend to change our thought process.We want to influence our customer, team, they may not directlyreporting to us, but leaders provide services to them.

We become servant leaders, how do we think now?

Think about all the team members

Think about winwin situation for all

Think about other benefit

Build trust

Reduce selfishness gradually

Greenleaf (1977) says others will only follow leaders who are proven,trusted servants.



Greenleaf goes further to see the leader as essentially not involvingthe overt use of power at all. Servant leadership, as he calls it,involves putting the needs of those who are being led first. He focuseson higher needs, resulting in mature and holistic development,involving autonomy, freedom, wisdom and increased focus on service.The core characteristics of the leader, then, include listening, empathy,healing, awareness, conceptualization, foresight and the building ofcommunity. In turn, such leadership looks to make a difference withinthe institution or project and beyond the group in terms of affectingthose in society with the least resources.

Key characteristic:

Place service before selfinterest

Listen first to express confidence in others

Inspire trust by being trustworthy

Focus on what is feasible to accomplish

Lend a hand.



Provide emotional healing

Servant leaders are committed to serving others rather than achievingtheir own goals. Aspects of servant leadership include placing servicebefore selfinterest, listening to others, inspiring trust by beingtrustworthy, focusing on what is feasible to accomplish, lending ahand, and emotional healing.

______________________________________________________

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7/30/2016 Agile Team ! Learning from movie 300 | Chandan Lal Patary | Pulse | LinkedIn

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Agile Team ! Learning frommovie 300Published on June 22, 2016

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One of my favorite movie is "300" which I have watched 78 timesand every interaction with the team members I mentioned about thismovie What I liked about this movie ?

300 is a 2006 American epic fantasy war film based on the 1998comic series of the same name by Frank Miller and Lynn Varley.

The plot revolves around King Leonidas (Gerard Butler), who leads300 Spartans into battle against the Persian "godKing" Xerxes(Rodrigo Santoro) and his invading army of more than 300,000soldiers.

Few dialogue :

"King Leonidas: Tonight, we dine in Hell.

Messenger: This is madness!King Leonidas: Madness? This is Sparta!"

that is the confidence!



Few committed Team members for common purpose and mission, likeAgile team.They are well trained, highly energetic,committedpassionate team members.Self organized, self driven, motivatedindividuals.

They had Purpose , Autonomy and Mastery.

Daily ceremonies and practice bring team members skills up to themark.

Inspect and adapt and continuously improve.



What is the use of such large team members ? they are not organized,motivated, not engaged,confused about their mission.

Well built strategy,techniques , enough safety net built around the



team for survival.

As resources are limited they had adapted based on the emergence.

One team member is competent enough to manage the situation, he isgeneralist, not specialist.



Awesome competency..

Select the best talent for the team and remove non performer from theteam



Strong output from the team , delivered value and feel proud of theoutput.



Team face the challenges with head on and overcome all thechallenges without fear.



Perfect self organized, self driven , Agile team.

What else can we learn from movie 300 ( High performing team)?













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7/30/2016 Agile PMO ? A need for an Enterprise Agile Transformation | Chandan Lal Patary | Pulse | LinkedIn

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Agile PMO ? A need for anEnterprise Agile TransformationPublished on March 5, 2016

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One of my friend has passionate about Project Management practices.She has executed many large scale multi year, multi million dollar,Multi site product delivery.

She is now in charge of Agile PMO to drive enterprise agiletransformation projects.She has shared with me her thoughts aboutAgile PMO

A “classic” PMO may have any combination of three major areas ofresponsibility: Project Management,Program Management, or ProjectPortfolio Management.

Alternatively, an organization may create separate offices called theProject Management Office (PMO), Program Management Office(PgMO), and Project Portfolio Management Office (PPMO).

A traditional PMO typically emphasizes maintaining control ofprojects by tracking conformance to plan (cost, schedule, and scope).The output (or product) of the PMO is employed by uppermanagement as their primary method of staying in touch with project



progress, teams, and their status

I have learn few tips from my friend how to built and run PMO.

The essence of an Agile PMO is endeavoring to serve rather than tocontrol or direct.



She is following DSDM Agile Project Framework.

To start with

a) How do we get fund for Agile projects?



b) Agile PM framework she has used



and so on.

Agile PMO interested in prioritising projects to ensure that theorganisation is investing in the right ones.

Even as the economy improves, this is something that organisationsmust continue to do, and both agile teams and project managers canwork together to achieve it.













PMO primary focus is on metrics and progress tracking, that areessential components of profitable project execution.

It may also help facilitate communication in between developers,project managers and executives.

Although the agile worker is concerned primarily with innovation andquick delivery, the PMO can help to maintain the rest of theorganisation informed as to what is going on.

Continuous improvement to build a excellent PMO was the part ofwhole process and evolve based on the organizational need.

Agile PMO especially for enterprise agile transformation takeon many of the following functions.

Collect & disseminate metrics

Facilitate and enable people & resources

Standardize & oversee & processes























Foster collaboration

Facilitate governance

Manage project portfolios

Coach team for transformation

Enable cultural transformation

Risk management

Agile training
































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7/30/2016 Shri Krishna as an Excellent Crisis Leader and Life Coach | Chandan Lal Patary | Pulse | LinkedIn

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Shri Krishna as an ExcellentCrisis Leader and Life CoachPublished on May 14, 2016

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During Mahabharata Shri Krishna told Arjun that, He won’t pick upany weapon and he will not fight any battle.

He will be there as a charioteer to Arjun.

He does exactly same.

He never fought the battle and never picked up any weapon.

He was just guide to Pandava’s.

He was the Leader supporting his team.

Shri Krishna was aware that he had one of the best archers Arjun inhis team.

Krishna acted as coach to Pandava’s.

His main job was to remove cobwebs from Arjun’smind.

He was able to show different perspective to Arjun by



He was able to show different perspective to Arjun bydelivering Bhagavad Geeta during the battle of

Mahabharata.

Let us look into the few stories from Mahabharata.

The Story of Jarasandha:

Jarasandha was the king of Magadha. Jarasandha grew up andbecame a very powerful king.He defeated many other kings and madethem promise their allegiance to him making him supreme emperor.He gave both his daughters in marriage to Kamsa of Mathura.

Krishna killed Kamsa, making Jarasandha an enemy. Jarasandhaattacked Mathura seventeen times and Krishna decimated his army,sparing Jarasandha alone.Krishna, Arjuna, and Bhima went toJarasandha's palace and Bhima challenged Jarasandha to a wrestlingfight.

Bheema and Jarasandha fought for 14 days, both equally matched andneither succumbed to the other's blows. Bheema realizing that



Jarasandha was an equal match looked to Krishna for help. NowKrishna who knew the story of Jarasandha's birth, picked up atwig from the floor, broke it in two halves and threw the twohalves far away from each other.

Bheema now knew what he must do. He threw Jarasandha to theground, held his legs and split his body in two. He then threw the twohalves of Jarasandha far away from each other so that they might notjoin. Bheema had defeated Jarasandha and Krishna installedJarasandha's son as the king of Magadha. In return, Jarasandha's sonagreed to be a vassal to the Pandavas.

Story of Bhishma( In Short) :

In the great battle at Kurukshetra, Bhishma was the supremecommander of the Kaurava forces for ten days. He fought reluctantlyon the side of the Kauravas. Bhishma was one of the most powerfulwarriors of his time and in history. He acquired his prowess andinvincibility from being the son of the sacred Ganga and by being astudent of renowned Gurus. Despite being about five generations old,Bhishma was too powerful to be defeated by any warrior alive at that



time.

Every day, he slew at least 10,000 soldiers and about a 1,000 chariotwarriors. At the beginning of the war, Bhishma vowed not to kill anyof the Pandavas, as he loved them, being their granduncle.Duryodhan often confronted Bhishma alleging that he was notactually fighting for the Kaurava camp as he wouldn't kill anyPandava but would let them attack the Kaurava brothers.

Duryodhana approached Bhishma one night and accused him of notfighting the battle to his full strength because of his affection for thePandavas.The angry Bhishma took a vow that either he will killArjuna or will make Shri Krishna break his promise of not picking upany weapons during the war. On the next day there was an intensebattle between Bhishma and Arjuna. Although Arjuna was verypowerful, he was no match for Bhishma. Bhishma soon shot arrowswhich cut Arjuna's armour and then also his Gandiva bow's string.Arjuna was helpless before the wrath of his granduncle. As Bhishmawas about to kill Arjuna with his arrows, Sri Krishna who took vow ofnot raising a weapon in the war, lifted a chariot wheel and threatenedBhishma. Arjuna stopped Shri Krishna. Arjuna convinced Krishna to



return to the chariot and put down the wheel, promising to redoublehis determination in the fight. Thus Bhishma fulfilled his vow.

The war was thus locked in a stalemate. As the Pandavas mulled overthis situation, Krishna advised them to visit Bhishma himself andrequest him to suggest a way out of this stalemate. Bhishma knewhe loved the Pandavas and knew that he stood as the greatest obstaclein their path to victory so when they visited Bhishma, he gave them ahint as to how they could defeat him. He told them that if faced by onewho had once been of the opposite gender, he would lay down hisarms and fight no longer.

Later Krishna told Arjuna how he could bring down Bhishma,through the help of Sikhandhi. The Pandavas were initially notagreeable to such a ploy, as by using such cheap tactics they would notbe following the path of Dharma, but Krishna suggested a cleveralternative. And thus, on the next day, the tenth day of battleShikhandi accompanied Arjuna on the latter's chariot and they facedBhishma who put his bow and arrows down. He was then felled inbattle by Arjuna, pierced by innumerable arrows. Using Sikhandhi as



a shield, Arjuna shot arrows at Bhishma, piercing his entire body

Story of motivating Arjuna by Krishna atwarfield:

Five thousand years ago, when Arjun refused to fight the upcomingbattle at Kurukshetra, Krishna overcame Arjun’s reluctance to fightby analyzing the idea of the self, and showing that the man is inerror who thinks that he is doing this, that or something else Arjun: Hey Govind, the very thought of war itself gives me grief and Ifeel dejected, therefore, I will not fight.”

Krishna : Hey Arjun, you grieve for those who should not be grievedfor and yet seemingly speak like a wise man; but the wise men do notgrieve for the living or the dead.”

Arjun: Hey Keshav! Wherever I look, I see nothing but evil andunpleasant omens in the upcoming battle.”

Krishna: a karmayogi does not care for omens. He is unattached toeverything because he neither rejoices when meeting pleasant



circumstances nor does he ever feel dejected if he encounters anyunpleasant events.” my devotee always renounces good and evil premonitions andcircumstances, and he, while fixing his mind on me, by my grace,overcomes all difficulties.”

Arjun: “In this battle, I do not foresee any good resulting from theslaughter of my friends and relatives.” there is nothing more welcome to a warrior than a righteous war,Arjun. One’s own duty though devoid of merit is preferable to theduty of another well performed, because even death in theperformance of one’s duty brings happiness.”

Arjun: “na kaankshe vijayam krishna na ch raajayam sukhaani ch…But I do not covet victory, kingdom or even luxuries. And of what usewill this kingdom, luxuries or even life be to us, hey Keshav, if we killall the friends of our childhood days.”

and so on ....



Krishna influence Arjuna through his coaching to fight theupcoming battle at Kurukshetra

Bhishma’s five powerful arrows could have helpedthe Kauravas win the war.



Duryodhan was certain that Bhishma was not fighting to his fullabilities due to his bias for the Pandavas. After accusing him of this,Bhishma created five powerful arrows and promised that he wouldslay the five brothers at one go the very next day. Doubting this,Duryodhan took the five arrows to use them on the Pandavas himself.

Krishna got to know about this and advised Arjuna to go and askDuryodhana for those arrows, as the boon that Duryodhana hadgranted him once, when Arjuna had saved his life. Duryodhana hadto comply with his request and unwillingly, parted with the arrows.When Duryodhana asked Bhishma to create five more arrows, herefused, saying that he had used his lifelong merit to create them andthus, they could not be recreated. Duryodhana thus lost his onlychance of winning the war.

Story about Drona:

Yudhisthira, the eldest of the Pandavas, was the very embodiment ofSatya (truth) and Dharma (righteousness). When Kaurava’s guru andgeneral Drona was leading the battle, tactful Shri Krishna usesYudhisthira cleverly. Drona was unconquerable and was devastating



the army of the Pandavas.

Shri Krishna realises that the only way to rid Drona was byexploiting his weakness for his sonAshwatthaama. In the midst ofall the thinktank of the Pandavas, Shri Krishna says that the onlyway to kill Drona is to convey to him that his son Ashwatthaamais dead. Understanding that Drona can only believe this story, ifYudhisthira says it, everyone look at Yudhisthira to take up theresponsibility. Yudhisthira accepts the responsibility finally and says‘Ashwatthaama hathaha’ (Ashwatthaama dead…) but his personalityremains somewhat unblemished by clever manipulation ofShri Krishna by getting an elephant called Ashwatthaama killedand the word elephant getting lost and unheard in the din of thebattle.

A disheartened Drona gives up the weapons and dies soon in thebattle.

Shri Krishna thus achieves the objective of eliminating Drona byusing a participative leadership style to prepare Yudhisthira toaccept the responsibility of telling a half truth.



there are many such stories,instances about Shri Krishna ........

Krishna was the great coach ,Leader and Mentor.

He used to ask powerful questions to motivate others.

He had great wisdom, strategy and intelligence to support others.

He used his expertise and knowledge through coaching andmentoring.

He Works with best professional He was leading Team from Back He was Allowing Team member to take lead He was fight for the cause of team He was Clarifying doubts and guide team

He was the real servant leader where whole of his life spent on servingothers(He helped His village folk, while at other times, He keptdemonic forces in check. He was constantly helping His devotees anddid everything possible to help every being in the universe.)



He always protected his people.He was the great crisis leader.

As a Life Coach Krishna influenced and motivated him to such anextent that at the end Arjuna was free from dilemma and confusion.He got fair understanding about himself and his purpose of existence.Shri Krishna proved to be a great Life Coach to Arjuna.

“A good coach will make his players see what theycan become rather than what they are.” – AraParseghian

What are the thoughts ? How can we become lifecoach?

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8/1/2016 Enterprise Agile Coaches are Systems Thinker | Chandan Lal Patary | Pulse | LinkedIn

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Enterprise Agile Coaches areSystems ThinkerPublished on May 17, 2016

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The speed and complexity of the global business environment calls fora new appreciation of a systemsfocused view of the world, one thatrecognizes the interrelationships of people, processes, and decisions— and designs organizational actions accordingly.

Think about this system , interdependent cards. What will happenwhen one card lose its current position?

Referrence :http://media.indiedb.com/images/articles/1/200/199446/auto/houseof

http://media.indiedb.com/images/articles/1/200/199446/auto/house-of-cards.jpg



cards.jpg

As a Enterprise Agile coach , he/she always has to think big fororganizational transformation. Systems thinking help to thinkefficiently.Think about scaling Agile at organization, coach will startthinking about Whole.End to End value chain.

How to discover "Systems of Systems"? and exhibiting leadershipskill when we are in such systems.Systems thinking isn’t just forsenior executives or engineers. Everyone who works within a system— including suppliers and line workers, designers, and marketers —should learn how the system works, develop their creativity, and applythat creativity to improve the system.

Systems are not easy to quantify, but we can map them.

Drawing systems maps will help leaders understand their existencedepends on being part of complex interdependent systems.

Systems Thinking?

http://media.indiedb.com/images/articles/1/200/199446/auto/house-of-cards.jpg



Systems, like the human body, have parts, and the parts affect theperformance of the whole. All of the parts are interdependent.

The liver interacts with and affects other internal organs—the brain,heart, kidneys, etc.

You can study the parts singly, but because of the interactions, itdoesn’t make much practical sense to stop there.

Understanding of the system cannot depend on analysis alone. Thekey to understanding is, therefore, synthesis.

The concept of systems thinking was popularised by Peter Senge inhis book “The Fifth Discipline” where he describes system thinkingas:

“a discipline for seeing wholes. It is a framework forseeing interrelationships rather than things, for

seeing patterns of change rather than staticsnapshots.”



The systems approach is to:

• Identify a system. After all, not all things are systems. Some systemsare simple and predictable, while others are complex and dynamic.Most human social systems are the latter.

• Explain the behavior or properties of the whole system. This focuson the whole is the process of synthesis. Analysis looks into thingswhile synthesis looks out of things.

• Explain the behavior or properties of the thing to be explained interms of the role(s) or function(s) of the whole.



Referrence: http://www.seedsystems.net/clientuploads/Slide1.jpg

For enterprise transformation , use Systems Thinking, need tovisualize end to

end value chain to maximize the value.



Reference: http://image.slidesharecdn.com/usingrupasascalingframeworkforscrum12270585781554779/95/usingrupasascalingframeworkforscrum58728.jpg?cb=1227029990

In The Search for Leadership: An OrganisationalPerspective,WilliamTate, include the following:



Concentrate on the whole, and the interconnections between theparts.

Explain things in terms of the system’s overall purpose.

Focus on the system’s purpose ahead of its processes andprocedures.

Look out for things (synthesis) more than look into things(analysis).

Put seeing what is actually happening ahead of what needs tohappen.

Check what is going on in the organisation by personalexamination.

Don’t let shortterm pressures get in the way of understanding thesystem.

Build and make use of feedback loops.

Understand complex dynamics through patterns and feedback



loops rather than causeeffect links.

Facilitate and value emergence.

Be pulled by what the customer wants; hear the customer voice.

Understand demand and respond to it (avoid providersupplydominance)

Make continuous improvement the goal.

Encourage selfadaptation.

Consider all the players and actors, of which the organisation isone.

Be aware of natural oscillations.

Don’t isolate strategy makers/making from the front line.

Stimulate and seek organisational learning.

Embrace the edge of chaos.



Make the most of uncertainty.

Recognize the system as a source of waste.


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7/30/2016 Different Coaching models for Agile coaches to use | Chandan Lal Patary | Pulse | LinkedIn

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Different Coaching models forAgile coaches to usePublished on August 26, 2015

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Coaching is a way of enabling others to act and build on theirstrengths.

To coach is to care enough about people to invest time in buildingpersonal relationships with them.

There are number of coaching model Agile coach can refer.We as aagile coach should know all the available coaching models.We need toknow which one to use when.

There are few

a) GROW

b) TGROW

c) OSKAR

d) OUTCOMES

e) SPACE



f) ACHIEVE

g) POSITIVE

a) GROW model : The GROW model was developed by GrahamAlexander and John Whitmore.The name is an acronym with eachletter standing for a different phase of the model.GROW stand forbelow picture

TheGROW model is easy to apply and check for the result.These are notsequential steps.The goal must be SMART to measure output.GROW



model, devised by Sir John Whitmore in the classic book ‘Coachingfor Performance’, which first appeared as long ago as 1990.

b) TGROW model: Eminent coaching guru Myles Downey felt thatadditional element would make GROW model more pertinent in theenvironment of organization.Downey felt that first element of acoaching model should be "TOPIC", creating the acronym TGROW.

Topic –this covers the wider environment that impacts on the specific issue tobe addressed through coaching. It will reflect the level of importance



the issue has within that wider area and the impact it may have on thecoaches’s longterm aspirations.

Goal – a specific measurable endpoint that the coaches wants to attain.

Reality – the current situation the coaches is in now and all the issueshe or she is facing.

Obstacles/Options – what is stopping the coaches attaining this goal –obstacles – and what ‘options’ are available to the coaches to resolvethis issue.

Way forward – the required steps needed to execute the chosen optionand attain their goal.

Downey’s reasoning for making ‘Topic’ the first element of hiscoaching model was the need to have an appreciation of theenvironment the organization is in.

c) OSKAR model:



One of The most popular coaching model is OSKAR. Invented byMark with his coauthor Paul Z Jackson for a project in the years2000, OSKAR is becoming widely accepted as an easytouse way toharness the positive power of.

Thebenefits of this kind of coaching in practice are: • Positive and progress focus leads to good motivation for the coaches• Positive questions lead to excellent relationship between coach and



coaches • Incisive focus on what works leads to rapid and sustainable results • Focus on knowhow of what works encourages shared wisdomthroughout the organization.

d) OUTCOMES model:

There are some similarities between GROW and OUTCOMES modelbut OUTCOMES model is more detail oriented.

OUTCOMES stands for



O forObjectives , U for understand , T for Take stock about the currentsituation, C for clarify , O for option Generation , M for Motivation toaction , E for Enthusiasm and encouragement , S for Support .

e) SPACE model (Edgerton and Palmer, 2005) is used in the cognitivebehavioural approaches to coaching and is the acronym for thefollowing elements:

Social context, Physiology, Action, Cognition, and Emotion.



SPACE can be used in parallel with GROW and POSITIVE to helpcoachees overcome psychological blocks associated with particular problems orissues (including performancerelated issues).

f) ACHIEVE Coaching Model: This is a sevenstep model developed by Dembkowski and Eldridge (2003). It includes the following steps:

(a) Assess current situation,

(b) Creative brainstorming of alternatives to current situation,

(c) Hone goals (i.e., helping the client to formulate goals),

(d) Initiate options (i.e., helping the client to initiate a wide range ofbehavioural options to achieve the desired goal),

(e) Evaluate options,

(f) Valid action programme design (i.e., collaboration of the coach andthe coachee to develop an action plan),



(g) Encourage momentum (i.e., ongoing process of providingencouragement and helping the client to keep on track with the plans).

g) POSITIVE: POSITIVE model by Libri (2004), is a modeldeveloped from the GROW and ACHIEVE models. It aims atproducing an ‘optimum coaching relationship’ and includes askingkey questions around:

(a) The Purpose of the coachee,

(b) Observations (e.g., of efforts uptodate),

(c) Strategy, (d) Insight (e.g., on commitment to a goal),

(e) Team (e.g., with whom the coachee will share his/her goal),

(f) Initiate (e.g., when the coachee will start to act towards achieving agoal),

(g) Value (e.g., question how the coachee would celebrate his/her



success), and (h) Encourage (e.g.,asking about the coachee’s progresson the pursuit of his/her goals) (as cited in Edgerton and Palmer,2005).

An important role for the coach is to ask pertinent questions andlisten. Questioning and listening can help the other person set realisticlearning goals.

Coach Marshall Goldsmith says, “My success rate as a coach hasimproved dramatically as I’ve realized that people’s getting better isnot a function of me; it’s a function of the person and the peoplearound the person.”

whatever model we follow , Improving coaching are as follows:

Communicate clear expectations,

Build relationships,

Give feedback on areas that require specific improvement,

Listen actively,














Help to remove obstacles,

Give emotional support including empathy,

Reflect content or meaning,

Give gentle advice and guidance,

Allow for modeling of desired performance and behavior,

Gain a commitment to change, and

Applaud good results

Tagged in: coaching & mentoring







https://www.linkedin.com/topic/coaching-%26-mentoring























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7/30/2016 Lean Culture, Kanban Culture, Agile Culture and DevOps Culture? | Chandan Lal Patary | Pulse | LinkedIn

https://www.linkedin.com/pulse/leanculturekanbanagiledevopschandanlalpatary?trk=mpreadercard 1/12

Lean Culture, Kanban Culture,Agile Culture and DevOpsCulture?Published on May 7, 2016

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What is Organizational Culture?



Developed by Michael Sahota


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7/30/2016 Grooming a Scrum Master | Chandan Lal Patary | Pulse | LinkedIn

https://www.linkedin.com/pulse/groomingscrummasterchandanlalpatarypmpcsmcssgb?trk=mpreadercard 1/7

Grooming a Scrum MasterPublished on February 21, 2016

Planning to conduct a workshop for scrum master...asking myself

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19 8 2







what should I share? Couple of my Project Manager friend asked ,How can I be a better scrum master?

The comment was made that they need the abilities of all goodleaders.

Tao Te Ching Written by Laotzu Ch 17

When the Master governs, the people are hardly aware that he exists.



Next best is a leader who is loved. Next, one who is feared. The worst is one who is despised.

If you don't trust the people, you make them untrustworthy.

The Master doesn't talk, he acts. When his work is done, the people say, "Amazing: we did it, all by ourselves

A great Scrum Master recognizes himself in the acronym made up byGeoff Watts, RETRAINED:

Resourceful, is creative in removing impediments

Enabling, is passionate about helping others

Tactful, is diplomacy personified

Respected, has a reputation for integrity



Alternative, is prepared to promote a counterculture

Inspiring, generates enthusiasm and energy in others

Nurturing, enjoys helping teams and individuals develop and grow

Empathic, is sensitive to those around them

Disruptive, breaks the status quo, help create a new way ofworking



Tagged in: agile methodologies



Adrian Lander, Lean Agile Transformation / Exec CoachLean/Agile/Scrum | Change | Digital | Innovation | Prod Management, ICP-ACC CSPO CSM MSP

5mo


https://www.linkedin.com/topic/agile-methodologies




https://www.linkedin.com/in/adrianlander

https://www.linkedin.com/in/adrianlander



10 | P a g e

7/30/2016 Agile AntiPattern? | Chandan Lal Patary | Pulse | LinkedIn

https://www.linkedin.com/pulse/agileantipatternchandanlalpatarypmpcsmcssgb?trk=mpreadercard 1/7

Agile Anti-Pattern?Published on February 24, 2016

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Product manager does not have long term product vision? He/shehas requirement visibility for one month!

Confidence exist with in the team that “we know what to build,nobody should tell us “ . Feedback are not taking

Micromanagement is high as higher management has too muchconcern about investment and not getting rapid ROI. Transparencyis missing.

Team members blame each other's, Team members hesitate to takeresponsibility, they are not selforganized.



Team members are scared of failure, no encouragement of fail fast.They know higher management will criticize about failure.

Senior managers are expert in command and control belief,pretend to be an agile experts.

Product managers are head strong, high attitude domain experts.Always scaring team as they are investing money.

Managers are concern about how many hrs. has been logged.Some one from the top asking for ROI

No fun for the team, only concern about budget and teammembers are treated as robots/resources.

Tasks has been pushed to the team at standup meeting, standup arelike interrogating meeting.

Team members are not cross functional, so cannot complete theend to end delivery of requirements/features

Scrum master was a project manager, completed all thecertifications of Agile, spent his/her significant career as a



taskmaster and MPP (Microsoft project plan)

Team members openly say Agile will not fit into their context, ithas been pushed, and nothing can be done.

Mechanical agile process.

Retrospective meeting team members feels, "Why Again!! O notagain !"

Attrition rate is very high, good people are leaving from theorganization, new recruitment are not considering fitment of theagile mindset

Flexible agile process, sometime demo meeting skipped, sometimesprint date extended, sometime standup skipped (very flexible)

what can we do about this ?

Coaching

Workshop



Training

Various special events/seminars/knowledge share session.

Best Practice sharing sessions from experts from other industries.

Tagged in: agile methodologies








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7/30/2016 Agile Deployment Require more Soft Skill, More Leadership Skill,More People Skill? | Chandan Lal Patary | Pulse | LinkedIn

https://www.linkedin.com/pulse/agiledeploymentrequiremoresoftskillleadershipchandanlal?trk=mpreadercard 1/6

Agile Deployment Require moreSoḀ刂 Skill, More LeadershipSkill,More People Skill?Published on December 29, 2015

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Two of the four manifesto items and five of the 12 principles arepeople oriented!

This emphasizes that applying Agile methods is more than simplyhaving a different way for developing software;

the human element is just as important, as is delivering value to thecustomer rather than merely following a prescriptive development ormanagement process.



Agile transformation is all about culture and people. Work closely



with your people and invest in them.

Love the post? Hate the post? Have other ideas?Please leave a comment below!







12 | P a g e

7/30/2016 CrossFunctional Teams / CrossFunctional Individuals? | Chandan Lal Patary | Pulse | LinkedIn

https://www.linkedin.com/pulse/crossfunctionalteamsindividualschandanlalpatary?trk=mpreadercard 1/10

Cross-Functional Teams / Cross-Functional Individuals?Published on July 6, 2016

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Do you get this questions from the different team ?

Crossfunctional teams or crossfunctional individuals?

A crossfunctional team, as described in Nonaka and Takeuchi’sseminal work, is a group of people where all the skills needed to buildan increment of the product are present.

Agile approaches emphasize crossfunctional teams of developers,testers, subject matter experts,and architects.

Scrum demands crossfunctional Development Teams. This meansthat at a minimum, there must be at least one developer that is capableof performing each type of task in the Sprint Backlog.

Crossfunctional teams have all competencies needed to accomplishthe work without depending on others not part of the team.

For example, if there are C# tasks that must be accomplished, theremust be at least one developer who can code in C#.



Highperformance Scrum Development Teams endeavor to havecrossfunctional individuals as well.

This means that if C# tasks are becoming more prevalent in theupcoming Sprints, one or more developers should pick up that skillset.

Having a crossfunctional team of crossfunctional developers is arecipe for meeting goals and increasing Velocity.

Agile assumption of crossfunctional teams: developers should remaingeneralists about the project, and not specialize in a narrow area.

If we are building an rocket and the next task involves updating theoperating system of the rocket, we do not ask just anyone on the team.We ask the person who has devoted the last several years of his lifeto crafting the operating system development.

We need cross functional Individual at that time.Many generalist butfew specialist to run the show.May be that cross functional individualis require for short period for time.Either take that individual as a loan



from other department or take as a contractor.

“A human being should be able to change a diaper, planan invasion, butcher a hog, conn a ship, design a building, write asonnet, balance accounts, build a wall, set a bone, comfort the dying,take orders, give orders, cooperate, act alone, solve equations, analyze anew problem, pitch manure, program a computer, cook a tasty meal,fight efficiently, die gallantly. Specialization is for insects.” –Robert A. Heinlein, Time Enough for Love



Should become a Generalist coach or Specialist coach? Generalistshort lived and Specialist long lived! Or we should become T shapedcoach?


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7/30/2016 KATA for an AGILE coach? | Chandan Lal Patary | Pulse | LinkedIn

https://www.linkedin.com/pulse/kataagilecoachchandanlalpatarypmpcsmcssgb?trk=mpreadercard 1/13

KATA for an AGILE coach?Published on April 2, 2016

Kata (形, or more traditionally, 型) (literally: "form") is a Japanese

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word describing detailed patterns of movements practiced eithersolo or in pairs.

The kata is not intended as a literal depiction of a mock fight, but as adisplay of transition and flow from one posture and movement toanother, teaching the student proper form and position, andencouraging them to visualise different scenarios for the use ofeach motion and technique.

When we are driving CAR first time and when we are driving formulaone race at highway! imagine in between the transition state ofgrowth.

How many kata session we have completed to reachthat state of execution speed ?



How did you built that habit ?

through routine practice



What is coaching Kata ?

Coaching Kata is to teach and coach the improvement kata by usingreal world problem as practice.



In the coaching kata session one experience coach(mentor coach) whohas already familiar with similar type of experience guide menteecoach.

Mentor coach will not provide the solution.

Mentor to should teach basic of improvement kata.

Mentee should always identify the next step with the guidance ofmentor.



The challenge is how to find such mentor?

We have many such mentor, need to be humble enough to look forthose and learn from them.

Coaching Kata questions for improvement...

How about Coaching Dojo?

A coding dojo is an exercise in programming which helps a



programmer hone their skills through practice and repetition.

The dojo was intended as safe place to practice and learn coachingskills.

Coaching dojo need three members.

One being a person who proposed a “kata” (essentially a personwith an issue to discuss), one person who coached them throughthe kata, and another who observed the coach and providedfeedback.

Let us swapped until everyone had a chance of trying out each role.



Few coaching dojo assignments which we can start for practice.

a) My team members does not need a coach! Team members are notopen for coaching. As a coach how should I proceed?



b) Team members are not willing to change. They are efficient andproductive in current way of executing the project. Do not want tolisten anything about Agile. Agile is process overhead for them. Howshould I coach such team?

c) Line Manager/Sr. Manager ,wants coach to solve all the team issue.Team is demotivated with the work and pressure from the other side ofthe organization. How should I coach such team?

d) Product management team members are head strong , high attitudeindividuals. Not willing to participate in any coaching session. Howdo I coach ?

e) How do I do Planning Kata ? what should be the example can begiven to continue with planning kata ?

f) Not willing to change the team structure, current structure isinefficient way of operating. Old role still exists , not willing to leavethose positions, How do I coach ?

g) Old governance model. Metrics driven , too much data driven



which is significantly influencing people behavior a culture. How do Icoach such cultural transformation?

h) Most of the team members are doing agile. Mechanical process,they are not being agile. Team members are expected to be told whatto do, how to do it, and when to do it. They don’t want to problemsolve, they don’t want to take risks, and they don’t want to beaccountable. How do I coach such team ?

I) Team members acting like Project assignment ( Start to Finish !) ,Start date , end date. No long term commitment. How do I coach?


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7/30/2016 Using Schneider Culture Model for Successful Agile Adoption | Chandan Lal Patary | Pulse | LinkedIn

https://www.linkedin.com/pulse/usingschneiderculturemodelsuccessfulagilepatarypmpcsmcssgb?trk=mpreadercard 1/14

Using Schneider Culture Modelfor Successful Agile AdoptionPublished on August 13, 2015

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Knowing the cultural facets of the organization is central before westart agile adoption. It helps the adoption process to be smoother.

_____________________________________________________

Organizational culture is set of values, norms, andstandards that control how employees work to

achieve an organization’s mission and goals.

__________________________________________________

Bill Gates of Microsoft is famous for the set of organizational valuesthat he created for his company, which include entrepreneurship,ownership, honesty, frankness, and open communication.

Culture shape employees’ behavior. Company’s culture becomes moreand more distinct as an when its members become more similar. Thevirtue of these shared values and common culture is that they increaseintegration and improve coordination among organizational members.

There are various cultural model which we can refer.



The competing values framework (Based on Quinn andRohrbaugh 1983),

Harrison’s culture model (Based on Harrison 1972, 1987),

Deal and Kennedy’s culture model (Based on Deal and Kennedy2000a, b),

Schneider’s culture model (Based on Schneider)

It is not easy to get the accurate picture about the organization culturebased on the survey and questionnaire. But we have to startsomewhere….

Schneider Culture Model – an easytouse tool for assessing culture inany organization.

There are four aspects to look for:

Collaboration Culture: How can we work together?

Control Culture: How can we control?



Competence Culture: Build a culture of world class solutionetc..

Cultivation Culture: is about learning and growing with asense of purpose.

All these 4 cultural quadrants are good on its own context. Based onthe context of that domain one cultural aspects may be prominent thanothers. More and more we are supporting each other's culture, there



will be in smooth transaction else there will be more and moreissues.e.g it is not like Cultivation culture is better than Collaborationor than Competency , all these are driven by context organization isoperating into.

The Schneider Culture Model Assessment is a simple tool to helpAgile Coaches to judge an organization’s current culture. If we usethis assessment as a discussion tool, it can generate useful ideas thatmay help us during transformation process. Each culture modeldefined has a descriptive quote and some words.

Cultures that are Reality Oriented (focus on what is happening now)and cultures that are Possibility Oriented (looking to the future forwhat is possible).



In the Diagram by @Michael Sahota

“The Collaboration culture springs from the household”. It’s “way tosuccess is to put a collection of people together, to build these peopleinto a team, to create their positive touching relationship with one



another and to trust them with fully applying one another asresources”

This means that negative behavior and extreme selfinterest do not gowell with this culture. “Status and rank take a back seat”.

“Control cultures prize objectivity. Emotions, subjectivity, and ‘soft’concepts take everyone’s eye off the ball and potentially get theorganization in trouble. Empiricism and the systematic examination ofexternally generated facts are highly valued”.

Important values in control cultures are order and predictability, aswell as maintaining stability. “Decisionmaking is highly detached andimpersonal”

In describing the Competence culture, Schneider heavily refers toMcClelland (1961). He argues “the competence culture is based in theachievement motive, discovered by McClelland in his research onindividuals and societies and defined as man’s need ‘to competeagainst a standard of excellence’”



Schneider continues to explain that, “the need to achieve has to dowith accomplishing more and doing better than others”.

In a competence culture, being superior or the best is chief. This canmean having the best product, service, process or technology in themarketplace. “This culture gains its uniqueness by combiningpossibility with rationalism. What might be and the logic for gettingthere are what count”.

Fundamental values are knowledge and information. Formalities andemotional considerations are not important compared to provenaccomplishment.

“A competence culture values competition for its own sake eventhough it is not necessarily more competitive than other core cultures.There is a love of challenge; people like to be told that ‘it can’t bedone’”.

This tool helps us to assess a organization or a team which particularquadrant they are dominating and status of other quadrants.



If we just look into the Agile Manifesto and we connect these 4quadrants and check which area organization should improve whenadapting agile, of course looking into the current state. Agile fitmentalso be visible through this cultural changes.

Individuals and interactions over processes and tools(Collaboration Culture)

Customer collaboration over contract negotiation (CollaborationCulture)

Working software over comprehensive documentation(Competency culture)

Responding to change over following a plan (Competency culture)

From Agile principle side

Business people and developers must work together dailythroughout the project. (Collaboration Culture)



Continuous attention to technical excellence and good designenhances agility (Competency culture)

The best architectures, requirements, and designs emerge fromselforganizing teams. (Collaboration and Competency culture)

At regular intervals, the team reflects on how to become moreeffective, then tunes and adjusts its behavior accordingly.(Collaboration culture) and so on.

So this gives an information that if organization is adapting agilemethodology which particular cultural aspect has to buildmore.Ofcourse this mapping showing organizationwhich adapting Agile practice has to be morecollaborative and It has to be people oriented, realityoriented culture.

We need to analysis the current cultural status and plan for thechanges (Inspect and Adapt).

In the context of the Schneider culture model, a transformation would



be a shift from one core culture to another. In agile terms,transformation is a shift to an Agile Mindset – which entails a shiftin culture.

There will be resistance, the reasons why people might resist a changein culture need to be identified and plans formulated to overcome theresistance.

Participation, communication and training are all seen as ways ofovercoming resistance. The process of overcoming resistance involvesa stage called unfreezing when the existing culture is questioned, andis followed by a period of reformulation where people consider whatnew beliefs they need to develop and share with each other. Finallythere is the refreezing stage where the new culture is fixed in place.

ShiḀ刂 in leadership model also expected: a move from commandand control to a collaborative model that builds trust and pushesownership and decision making deeper into the organization,while retaining a good balance of process and policy.



Referrence: http://agilitrix.com/2011/03/howtomakeyourculturework/

_______________________________________________________


Let us explore some more discussion ....

Tagged in: cultural transformation agile methodologies

http://agilitrix.com/2011/03/how-to-make-your-culture-work/



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7/30/2016 Beyond Agile: Building AntiFragility into the system ? | Chandan Lal Patary | Pulse | LinkedIn

https://www.linkedin.com/pulse/beyondagilebuildingantifragilitysystemchandanlalpatary?trk=mpreadercard 1/10

Beyond Agile: Building Anti-Fragility into the system ?Published on May 3, 2016

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Antifragility is a concept developed by professor, former trader andformer hedge fund manager Nassim Nicholas Taleb.

"If you get a parcel delivered that has “fragile” written on it andyou throw it down forcefully, whatever is inside is in a worsecondition than before. That’sfragility. If you take a parcel, throwit down and its contents are in the same state than before, wehave robustness. Yet, the opposite of a fragile parcel would beone, which you throw down and its contents are in a bettercondition than before. This idea is so hard to grasp for thehuman mind that all languages Taleb researched for a word todescribe it, do not actually have a name for it. So, he simplycalled it antifragility."

Taleb coined the term "antifragility" because he thought the existingwords used to describe the opposite of "fragility," such as"robustness," were inaccurate.

Antifragility goes beyond robustness; it means that something doesnot merely withstand a shock but actually improves because of it.



A fragile thing – a package of wine glasses, perhaps — is easilybroken when subjected to a stressor, such as being dropped.

Something robust is merely resistant to breakage.

But an antifragile object actually benefits by being subjected tostress.

Taleb conjures up an image of the fragile as an object we would shipin a box marked “Handle with Care”; by contrast, a box holding theantifragile would be labelled “Please Mishandle”.

Humans, and all living organisms for that matter, are antifragile — atleast to a point. Our bones and muscles get stronger when subjectedto the stresses of walking and lifting things — and they wither whenthey go unused.



A postulated antithesis to fragility where highimpact events or shockscan be beneficial.

Taleb is also right to point out that many things require some kind ofstress or irregularity to function well, such as our bodies. If theenvironment is too disinfected, we lose the ability to resistinfection. Vaccines introduce a little of what is harmful to buildresistance to disease.

On the contrary, we are alltoo fragile, vulnerable to being destroyedby one dose of the wrong poison or virus, one smash by the wrongvehicle at the wrong speed. What Taleb calls antifragile only loves



volatility "up to a point": even bindweed dies if you stress it toomuch. But there is no "up to a point" about fragility's hatred ofvolatility: a vase will not refuse to shatter if you drop it from highenough.

In his book, Antifragile: Things That Gain from Disorder, Talebconvincingly argues that this powerful quality is essential forbusinesses, governments, and even individuals that wish to thrive inan increasingly complex and volatile world.

If you want to succeed and dominate, to separate yourself from thepack and become the last man standing in any area of life, it’s nolonger enough to bounce back from adversity and volatility – tosimply be resilient. You have to bounce back stronger and better.You have to become antifragile.

Taleb shows why the traditional approach of operations makingchange hard, since change is risky is flawed: “the problem withartificially suppressed volatility is not just that the system tends tobecome extremely fragile; it is that, at the same time, it exhibits novisible risks... These artificially constrained systems become prone



to Black Swans. Such environments eventually experience massiveblowups... catching everyone off guard and undoing years ofstability or, in almost all cases, ending up far worse than they werein their initial volatile state” (p105)

Another of Taleb’s key claims is that it is impossible to predict “BlackSwan” events: “you cannot say with any reliability that a certainremote event or shock is more likely than another... but you can statewith a lot more confidence that an object or a structure is more fragilethan another should a certain event happen.” (p8).

Thus we need “to switch the blame from the inability to see anevent coming... to the failure to understand (anti)fragility, namely,‘why did we build something so fragile to these types of events?’”(p136).

As Taleb points out, “antifragility is desirable in general, but notalways, as there are cases in which antifragility will be costly,extremely so. Further, it is hard to consider robustness as alwaysdesirableto quote Nietzsche, one can die from being immortal.”(p22)



The evolution of the planet and its living organisms is itself a case ofantifragility. As the planet undergoes stresses, it adapts andimproves. The weakest of a species eventually disappear, leading to astronger, less fragile species. "Even when there is extinction of anentire species after some extreme event, no big deal, it is part of thegame," Taleb writes. "This is still evolution at work, as those speciesthat survive are fittest and take over from the lost dinosaurs —evolution is not about a species, but at the service of the whole ofnature."

As Taleb explains, "Had theTitanic not had that famous accident, asfatal as it was, we would have kept building larger and larger oceanliners, and the next disaster would have been even more tragic," hewrites. "So the people who perished were sacrificed for the greatergood; they unarguably saved more lives than were lost." The sinking of the Titanic was indeed a disaster but, in the long run,as Taleb noted above, it saved more lives than it lost. "The story oftheTitanic illustrates the difference between gains for the system andharm to some of its individual parts," he writes. Ships are fragile, buttransatlantic shipping is antifragile.



At the end of the book, there is a chapter on ethics that Taleb calls“skin in the game”. To have skin in the game, you should share both inthe upside and downside. Taleb quotes the 3,800 year oldHammurabi’s code: “If a builder builds a house and the housecollapses and causes the death of the owner – the builder shall beput to death”.



Tagged in: leadership, agile methodologies




https://www.linkedin.com/topic/leadership






16 | P a g e

7/30/2016 Performance Appraisal review , stories which needs to change... | Chandan Lal Patary | Pulse | LinkedIn

https://www.linkedin.com/pulse/performanceappraisalreviewstorieswhichneedschandanlal?trk=mpreadercard 1/13

Performance Appraisal review ,stories which needs to change...Published on April 6, 2016

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What are the stories from other organizations related to performanceappraisal review ...what changes are require at our place?

Performance appraisal is about motivating and empowering anemployee to deliver their maximum. It is to be about a

culmination of a series of meaningful performance discussionsover the course of the year and acts as a punctuation point, where

previous performance is evaluated and future performanceobjectives are agreed.

Since the 1980s has been Jack Welch’s General Electric (GE) systemof not only rating employees on individual attributes orperformance measures but ranking employees against each other– commonly known as the ‘rank and yank’.

At GE managers were required to divide talent into three groups – atop 20 per cent, a middle 70 per cent and a bottom 10 per cent.People in the bottom 10 per cent were likely to be shown thedoor.

Add to that the often formulaic, lowquality conversations with line



managers who may consider performance management a burdensomeaddition to their real ‘day job’ and it is easy to see how performancemanagement can actually reduce employee engagementand performance in the long term; many employees, far from feelinglike ‘assets’ are left feeling like disposable commodities.

In today’s fastmoving and highly pressurized climate it is easy tounderstand why something better is needed.

Adobe, Like many others companies used to conduct annualperformance appraisals between line managers and employees. Adobehas now scrapped these completely.

The annual performance approach and stack ranking was prohibitiveof innovation and contributed to lower engagement scores.

People were merely justifying a rating.

Managers too were overwhelmed by the process – with eachappraisal taking up to eight hours per employee and an averageheadcount of five per manager, the process was very time



consuming. A Pulse survey confirmed this suspicion.

Forbes blog article (9 July 2012), author Kevin Kruse calls theperformance appraisal a ‘workplace evil that must be destroyed likea blood sucking vampire’.

Kruse claims that firing people/being fired and doing performancereviews are the things most hated by managers and employeesalike. He cites as key evils the vagueness and subjectivity of thestandards and scales, along with the link to pay and thesystemic avoidance of giving feedback to employees for a full year.

Netflix, an American provider of ondemand internetstreamingmedia, is careful to hire people who will put the company’s interestsfirst: they believe that 97 per cent of employees will do the rightthing. Trust is the basis of Netflix’s willingness to treat people asadults. A simple performance management and grading systemprovides people with clarity about how to succeed.

At Carphone Warehouse, a leading telecoms retailer and provider,the company have used their Compass scorecard of five sets of



criteria to drive a major culture change and higher financialperformance. In their retail stores this represents a shift from the shorttermist viewof achieving quick sales towards driving profit through givingbrilliant service. The performance management process – and bonuses– drives the strategy down into everyone’s performance managementgoals and rewards.

Leading indicators are as important as shortterm financial metrics andthere is a wide range of tools and guidance available to managers andstaff. The strategy has also led to a rethink of the company’s rewardstrategy as a result of which basic wages in store have been increased,and the variable pay element is more teambased and geared torewarding excellent customer service.

US apparel retailer Gap uses performance management in atransformational way to increase speed and flexibility. Their GPS(grow, perform, succeed) system involves managers and employeesresetting objectives monthly, in an iterative way – with the ultimateoutcome for Gap being satisfied customers and shareholders as their‘north star’.



They discuss how people are progressing against goals and how theseneed to be adjusted for the next few weeks. It is all about building amindset of accountability. There are no ratings or reviews; this ismore about working together collaboratively.

In 2013 Microsoft changed its forced ranking from one that rated itstop people as individuals to one that assessed teams. In traditionalprojects an individual’s contribution to the team’s success is evaluatedby their boss.

In one UK financial service organization that aspires to differentiateitself in a crowded marketplace on the grounds of its customercentricity, the performance management system was getting in theway since it did not reflect the nature of the work required. Some of the PMS shortcomings were:

It was focused on individual rather than on group performance – itshould be about the collective.

It favoured only new customer acquisition – not keeping anddelighting existing customers.



It fragmented performance – it focused on task not contribution;was geared to punishing mistakes etc.

It did not help to retain, manage and develop high performers.

A group of highpotential managers worked with HR to redesign theperformance management process ‘bottomup’ along the lines of theirrecommendations as follows:

The processes, ie development discussions/opportunities, shouldbe separated out from review of performance/bonus.

Competencies should be used by managers and employees as atool throughout the year to aid dialogue and performanceevaluation – managers at all levels to embrace the performanceagreement, sponsored by general managers.

A ‘slick’ feedback mechanism should feed into the developmentagreement on an ongoing basis.

Reinforce the development and use of skills relating to providingcustomer value.



Hold people to account for their contribution to customeroutcomes.

Reward needs to link to this – build collaboration into individualobjectives or go for a companywide flatrate bonus scheme thatshows ‘we’re all in this together’.

Develop managers to distinguish between rewarding core jobversus exceptional performance.

Give line managers some discretion – a bonus pot so they canexercise judgement.

The approach known as ROWE, or results only work environment,is increasingly used in virtual working environments and has beenimplemented at Gap.

Employees are paid for results (output) rather than the number ofhours worked. ROWE helps managers to let go of oldfashionedperformance management practices and begin the process of definingobjective, measurable goals that can be clearly met or unmet by the



individual contributors working for that manager, and holding peopleaccountable for meeting only those that can be met. The processfrees up people to work as they wish to, as long as the work gets done,and avoids managers having to focus on the minute details ofemployee daily routine.

Cambridge Consultants, which develops products such as the artificialpancreas, employees can nominate coworkers for a ‘Nobel’ prizefor a job well done. There is a small cash prize but, more importantly,the prize highlights the employee’s talent and dedication. Annualreviews in which employees can gather feedback from anyone theychoose (including the chief executive), plus a company magazine,quarterly ‘togetherness’ meetings, a free restaurant and tailormade career plans are among the reasons why CambridgeConsultants enjoys a low staff turnover rate of 6 per cent coupled with10 per cent yearonyear growth.

at IBM,they have developed a new appbased performance reviewsystem called Checkpoint, which goes live to IBM employees onMonday.With Checkpoint, IBM employees will set shorterterm goals,and managers will provide feedback on their progress at least every



quarter. At the end of the year, employees will be judged across fivecriteria—business results, impact on client success, innovation,personal responsibility to others, and skills.Managers will assesswhether employees have exceeded or achieved expectations for theirrole in each of those five dimensions or if there’s a need forimprovement.

In agile, team members are accountable to each other. They areselected and assessed democratically and socially by their peers.Typically, 360degree performance evaluations help individuals andteams to work out who will fit in and make a contribution. Thosewho don’t are ejected by the team and must go elsewhere.



Reference: The Agile Organization, How to build an innovative,sustainable and resilient business Linda Holbeche





Tagged in: performance management, appraisals


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7/30/2016 DevOps Culture : How to Create? | Chandan Lal Patary | Pulse | LinkedIn

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DevOps Culture : How to Create?Published on March 8, 2016

The concept of organizational culture was developed in the middle of

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the 20th century, ostensibly by Edgar Shein at MIT Sloan.

The idea that a group of people working together in a corporateenvironment could create a culture distinct from the greater societal culture is now fairly well accepted in many industries.



"DevOps is commonly recognized to be primarily about creating aculture of effective and seamless collaboration but this is often thehardest piece to enact."

The culture of DevOps ensures that developers and operations people



are working together smoothly so that agile development can occurwithout piles of stinking code that make users jump!

Discussing the top skills needed for Enterprise DevOps, Andi Mannstates:

"Talk of DevOps almost immediately focuses on culture—like havingempathy for fellow workers, being flexible and adaptable, seekingcontinuous improvement, building relationships, etc.

However, while critically important in DevOps, culture is an outcome,not an input; and such attributes are mostly either innate or acquiredslowly. Culture cannot easily be taught."

Breaking down enterprise silos is the move towards a DevOpsbasedculture that partners developers with operations staff to ensure theorganization achieves optimal running of software with minimalproblems.

This culture is one that supports a willingness to work together andshare.




Tagged in: continuous improvement, agile methodologies





https://www.linkedin.com/topic/continuous-improvement
















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7/30/2016 Why Not Agile ? Quantifying the benefits of agile | Chandan Lal Patary | Pulse | LinkedIn

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Why Not Agile ? Quantifying thebenefits of agilePublished on March 6, 2016

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Few of my colleagues who are happily living in waterfall world forlong time due to some reason are endlessly arguing with me saying ,Agile will not help their project anyway.

I thought of looking into few metrics for them to change the mindset.



"If you don't give people the answers they'll fill in the blanksthemselves, and often get it wrong"

With agile being used successfully from everything from ThomasEdison’s Menlo Park to the Apollo Space Program to Lockheed’s SR71 Blackbird Program and with companies like Google and 66%of the world’s projects using Agile Methods; Agile’s is an unqualifiedsuccess.



Can you afford not to bring agility to your organization?

Tagged in: agile methodologies, agile & waterfall methodologies






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7/30/2016 Choosing an Agile Coach? | Chandan Lal Patary | Pulse | LinkedIn

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Choosing an Agile Coach?Published on December 17, 2015

If I have to find an agile coach.....what should I look at initial rounds?

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There are so many agile coaches!

Let us ask,Have you DONE questions couple of times.

Have you DONE ? Really ? if not please do not waste each otherstime , if yes , please come up with real life story whichsomeone should be able to challenge and understand the context andevaluate.You winI win , we win.

Let us check through mind maps....



Let us use both side of the brain..

Is it enough ? is this the perfect approach for evaluation ? Maybe/May not be ...



***************************************************************************

Tagged in: recruiting, coaching



Peter Merel 7mo


https://www.linkedin.com/topic/recruiting

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https://www.linkedin.com/in/petermerel

https://www.linkedin.com/in/petermerel



20 | P a g e

7/30/2016 Organizational Barriers to Coaching | Chandan Lal Patary | Pulse | LinkedIn

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Organizational Barriers toCoachingPublished on March 9, 2016

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The Charted Institute of Personnel and Development (CPID) ,Europe's largest HR Development professional body , has conductedresearch into the organizational barriers to effective coaching.

It provides you with insight into why some organizations are reluctantor unable to implement effective internal coaching.



we need to assess how extensive these barriers are in your ownorganization when deciding if coaching is the right form of learning.

if the organization has the majority of these barriers you may find thatattempting to use coaching will have a detrimental rather thanmotivational effect.




Tagged in: coaching & mentoring, coaching




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21 | P a g e

7/30/2016 My team is asking about MMF and MVP ? | Chandan Lal Patary | Pulse | LinkedIn

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My team is asking about MMFand MVP ?Published on February 26, 2016

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Eric Ries introduced the concept of minimum viable product in hiswritings on Lean Startup. This is the most straightforward descriptionhe provides (The Lean Startup,chapter 6):

A minimum viable product (MVP) helps entrepreneurs start theprocess of learning as quickly as possible.

It is not necessarily the smallest product imaginable, though; it issimply the fastest way to get through the Build MeasureLearnfeedback loop with the minimum amount of effort.

Contrary to traditional product development, which usually involves along, thoughtful incubation period and strives for product perfection,the goal of the MVP is to begin the process of learning, not end it.

Unlike a prototype or concept test, an MVP is designed not just toanswer product design or technical questions.

Its goal is to test fundamental business hypotheses.

The main purpose of MVPs as defined by Ries is learning what



customers find valuable, not necessarily delivering value to customers.

Minimum Marketable Feature (MMF)

In 2004, Mark Denne and Dr. Jane ClelandHuang came up with away to do that called the minimum marketable feature (MMF):

____________________________________________________

• Minimum—the smallest possible group of features that deliversignificant value to the user

• Marketable—provides significant value to the customer

• Feature—something that is observable to the user

_____________________________________________________

Denne and ClelandHuang define MMF in the context of a softwareproduct (again, externally focused) where the concept of marketabilitymakes sense.



Another good tidbit of information from Denne and ClelandHuang isthat MMFs make the best unit of planning for releases.

The MMF is the smallest set of functionality that providessignificant value to a stakeholder, whereas MVP is the version ofyour product that lets your team complete the Build-Measure-Learn loop as quickly as possible with the least amount of effort.

In other words, MMF is definitely about delivering value tostakeholders, whereas MVP is about learning more about the ultimateproduct.

The MVP could range anywhere from not having any MMFs, tohaving a single MMF, to having several MMFs. They are not the sameconcepts, but both reinforce the idea that we should be seeking, inAlistair Cockburn’s words, “barely sufficient” functionality.



Minimum viable products are intended to get information.

Minimum marketable features are intended to capture value.



Tagged in: product management, product development



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22 | P a g e

7/30/2016 Leadership in Agile Project? | Chandan Lal Patary | Pulse | LinkedIn

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Leadership in Agile Project?Published on January 26, 2016

Leading a self Organized team ?

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How Leaders can lead a self organized team ?

Continue from https://www.linkedin.com/pulse/understandingwherepowercomesfromworkplacepatarypmpcsmcssgb?trk=mpreadercard

Once we know from where power generates , we need to know , howto use the power?

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Effective leaders :

Recognize what employees need

Assess competence and commitment

Skills and motivation vary over time

Adapt their own style to meet those needs

Blanchard & Blanchard et al.—1985: Situational Leadership II(SLII) Model

It has Two parts

Leadership style

Development level

Situational leadership is flexible. It adapts to the existing workenvironment and the needs of the organization.



Situational leadership is not based on a specific skill of the leader;instead, he or she modifies the style of management to suit therequirements of the organization.

One of the keys to situational leadership isadaptability.

Leaders must be able to move from one leadership style to another tomeet the changing needs of an organization and its employees.

These leaders must have the insight to understand when to changetheir management style and what leadership strategy fits each newparadigm.

Blanchard and Hersey developed a matrix consisting of four styles:

Telling leaders = S1 (specific guidance and close supervision):These leaders make decisions and communicate them to others. Theycreate the roles and objectives and expect others to accept them.



Communication is usually one way. This style is most effective in adisaster or when repetitive results are required.

Selling = S2 (explaining and persuading): These leaders may createthe roles and objectives for others, but they are also open tosuggestions and opinions. They “sell” their ideas to others in order togain cooperation.

Participating = S3 (sharing and facilitating): These leaders leavedecisions to their followers. Although they may participate in thedecisionmaking process, the ultimate choice is left to employees.

Delegating = S4 (letting others do it): These leaders are responsiblefor their teams, but provide minimum guidance to workers or help tosolve problems. They may be asked from time to time to help withdecisionmaking. Stages of employee development in situational leadership

Along with leadership qualities, Blanchard and Hersey defined fourtypes of development for followers or employees:



Low Competence; High Commitment Some Competence: Low Commitment High Competence: Variable Commitment High Competence: High Commitment

Blanchard and Hersey also suggest that each of the four approachesshould be paired with different “maturity levels” among teammembers. For example, the lowest maturity level (M1) should workbest with the “telling” style (S1), while the highest maturity level(M4) should be most responsive to the “delegating” approach (S4).



Situational leadership is practiced by surgeons in the operating roomespecially during emergency and critical operations. A surgeonleading the operating room team is an expert in surgeries, but whenan emergency situation calls or in between the operation



complications arise, a surgeon has to decide instantly according tothe patient's condition.High competence and high commitment.

Agile transformation journey pass through various stages within theteam and organization.

_____________________________________________________

Leaders has to exhibit context based leadership roleto support team to achieve transformation process.

_________________________________________________

As a coach we need to encourage business leaders to use this modelto recognize this and use it appropriately at the work to get the bestresult.



_______________________________________________________















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23 | P a g e

7/30/2016 Thinking ShuHaRi, applying in Learning | Chandan Lal Patary | Pulse | LinkedIn

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Thinking Shu-Ha-Ri, applying inLearningPublished on October 23, 2015

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Shuhari is a Japanese martial art concept, and describes the stages oflearning to mastery.

In Japan the common route to master an art goes through 3 stages:ShuHaRi

Originally, “Shu Ha Ri” is a concept describing the different stages oflearning martial arts. This concept was applied in the Lean approach atToyota (“The Toyota Way to Lean Leadership: Achieving andSustaining Excellence through Leadership Development”, JeffreyLiker, Gary L. Convis).



In the Shu stage, the student does exactly as the Sensei (the teacher)says. The pupil endlessly practices to copy the Sensei's examples.Without questioning why, without doubt. When the teacher decidesthe pupil is ready, he can move to the Ha stage.

In the “Shu” stage, the student learns to do things moreorlessmechanically, “by the book,” without significantly deviating from theaccepted rules and practices and without improvising any newtechniques.



In the Ha stage the student can question the skills he has learned. Whyis it we do it as we do? Can we find a better way to do what we aredoing?

Ha: In the “Ha” stage, the student begins to understand the principlesat a deeper level and learns how to improvise and break free fromrigidly accepted practices, but it’s important to go through the “Shu”stage and gain mastery of the foundational principles before you startimprovising. You have to learn the foundational principles before youcan improvise. Improvisation without knowledge is just amateurishexperimentation.

Finally when a good pupil understands all the reasons for why we doas we do, he can follow his own path, and try to improve what was thebest practice so far. This then becomes the Ri stage.

For example, cooking food with a recipe:

At first, we follow the recipe exactly (Shu).

But when we’ve memorized the recipe, we don’t use it anymore



(Ha).

Eventually, we start freestyling, substituting ingredients accordingto our own taste, creativity and feeling (Ri)

Same concept can be applied to any learning process.We have beenusing this practice in our Agile adaption process.

One of my sketching , where I am trying to practice ShuHaRi,showing couple!












24 | P a g e

7/30/2016 Effective Agile Team | Chandan Lal Patary | Pulse | LinkedIn

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Effective Agile TeamPublished on November 4, 2015

According to Leffingwell,The agile team has a number of

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responsibilities that need to be achieved. The desired characteristics ofan effective agile team include but are not limited to the followingtraits.

Selfmanaged: The agile team should be able to functioneffectively in a selfregulating environment.

Co located: Agile teams work better when everyone is physicallyin the same location.

Small team: The agile team should “typically” not have morethan 610 members.

Single backlog: The agile team should work from only onebacklog.

Commitment: The agile team should be committed to buildingand delivering a highvalue product.

Communication: The team must be effective with facetofacecommunications.



Accommodate change: The agile team should be able to embracechanges and accommodate unplanned work.

Create reasonable estimates: The team must be able to createreasonable estimates for the work that they agree to complete andmust deliver what they agree upon.

Continuous improvement: The team must continuously findways to improve its performance.

Crossfunctional: The team members must be crossfunctionaland have the capability to perform in multiple roles as needed

Sustainable pace: The agile project team must be able tomaintain a sustainable pace throughout the project.

Value to the customer must be built quickly and deliveredfrequently.

Are we seeing all these factors in a team ?


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7/30/2016 Cost of Delay? to Drive Prioritization and Features | Chandan Lal Patary | Pulse | LinkedIn

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Cost of Delay? to DrivePrioritization and FeaturesPublished on October 10, 2015

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Cost of Delay is the cost to bear as a result of delay in investment.Any delay in making an investment leads to a cost/loss. The accruedinterest on the investment for the duration of the delay has asignificant effect on the net returns. The cost grows with the period ofthe investment; longer the investment more is the cost.

Cost of Delay is made up of three primary elements, which add up tothe Cost of Delay.

UserBusiness Value

Time Criticality

Risk ReductionOpportunity Enablement Value

“Weighted Shortest Job First” or, more specifically, “Cost of DelayDivided by Duration” it is also called CD3 – at least for the casewhere we are weighting by Cost of Delay. This also has the benefit ofcommunicating the more important component, the Cost of Delay.

Use Fibonacci sequence to rank features across the values: 1, 2, 3, 5,



8, 13....

Cost of Delay = (Business Value x BV weight) + (Time Criticality x



TC weight) + (RR | OE x RR | OE weight)

The ratio of the Cost of Delay and Job Size. The higher the WSJFscore, the higher the feature's priority.Job Size is The estimatedlength of time needed to implement the feature.

WSJF Score = Cost of Delay / Job Size


26 | P a g e

7/30/2016 As a Project Manager I want to create space in Agile project! | Chandan Lal Patary | Pulse | LinkedIn

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As a Project Manager I want tocreate space in Agile project!Published on August 22, 2015

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.......So that I can Value add to the organization and team.

There is no designation for project manager in Agile based project, Norole defined!

How can I survive as a project manager in this new world?

I have done good amount of work as a “Project Manager” andexecuted many successful projects.

I used to do Project management which requires careful planning,estimation, coordination, tracking, and control.

What to do now? This activities are no more project manager's to doin agile. Agile disrupts the taskbased management approach!

Edwards Deming suggests that there are basically two mistakes amanager can make:

They can react to an outcome as if it came from a common cause(i.e., something that is inherent in the defined process) when, in



fact, it came from a special cause (i.e., something that isunexpected or unusual).

Or, they can react to an outcome as if it came from a special causewhen, in fact, it came from a common cause.

How can we avoid reactive approach?

I have decided to rediscover myself!!

How can I generate value in this new world…?

I have list down how my expertise can value add to the team membersand to the organization in agile project.

I have to resign mentally from my project manager position in agileproject to start with. Classic PM taught me to focus on the projectplan as my primary tool to execute and complete the project. Ihad to manage golden triangle where “scope, time, cost, quality”these factors are part. Control all these parameters so that they shouldnot change. Do whatever is require to controls all these factors. So



Plan is everything to control.

But in Agile world agile project manager focus on generating businessvalue whatever is require to do so.

In the agile environment, the PM emphasis is movedfrom planning to execution

So the change is Plan driven to Value driven management.

So Project manager focus more on facilitating then tightly control theplan. No more WBS focused but help to get the output. Micromanagethose WBS elements.

Upper management encourage project manager by not asking to show"% Schedule Variance" metrics and "% cost variance" metrics.There isno punishment for % schedule variance. Help team to produce highlevel business needs than control through static Project plan.

Allow change to happen for better customer satisfaction and planaccordingly. Take the help from the team to solve technical problem to



meet the business benefit.

Agile Project manager make the plan, change the plan, watch out forthe factor which will change the plan for the betterment of the allstakeholders. Become more proactive to execute the project.

An important aspect of an agile approach is the phenomenalimportance it gives to an individual.Therefore, people, their skills,motivation, and communication are crucial ingredients of asuccessful agile project. From command and control to servantleadership. Develop people and empower people.

let us look into our new roles and responsibility of "Agile projectmanager"

Project manager is a facilitator and good leader than a Manager.

Project manager become coach and mentor for the project team.

Project manager is an individual contributor rule and we valueaddevery possible way.



Demonstrate more leadership abilities and walk the talk.

Be a Change agent and chaos controller.

Influence the team members and lead

Data analyst for the team or data scientist who understand variouschanging scenarios and sharing the information with right peoplefor meaningful decision making.

Analyzing various "what if" scenarios and help team with output

Effective stakeholder management. Update information to allexecutive team members, external customers or dependent projectteam members

Build trust and relationship with all so that he/she can help incrisis.

Effective collaboration among stakeholders. Mentor and coach toimprove the same.

Resolve execution challenges in all possible way, remove



organization impediments.

Help team to see the big picture.

Facilitate workshop, discussion, conflict resolution, variousmeetings ,retrospect meeting etc. to help team

Empower team, build culture of trust. Look for opportunity toimprove team performance by removing organizationalimpediments (Infrastructure, policies, tool etc.).

Help to come out from heavyweight process to light weightprocess and achieve the result

Project Risks management and minimize any disruption

Help team by playing a role of scrum of scrum master to updateexecutive team members.

Help team by Playing a role of Program manager for multiplescrum team

Become servant leader with excellent service.



Taking care of the organizational process compliance and audit(Time sheet,metrics and measurement, financial status,procurement,recruitment,training,PMO updates, etc. activities)

Taking care about Commercial and legal obligation, licensing,certification etc.

Coach team for organization transformation.

As a project Managers we need to learn how to lead in an environmentwith empowered teams.

As a project Managers we need to learn by knowing when to lead,when to help, and when to let the team run on its own.

In the classic paradigm, control is very important for the projectmanager, and, in order to have control, we need a solid plan—thus theneed to maintain an uptodate plan. In the agile project, we spendmore energy on information absorption and analysis, rather thanconstantly updating the plan.



Agile project manager we do more shepherding, less directing.

By doing so I(Project Manager) become a valuable team member inagile world.

Tagged in: agile project management, agile methodologies

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