Lessons Learned from a Year of Coaching

Lessons Learned from a Year of Coaching

We Agile folks like retrospectives:  "At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly."  This principle doesn't just apply to teams, though--Agile coaches profit from retrospectives as well.

Join Agile coach Dan Puckett as he takes you through a personal retrospective of his year-long Agile coaching engagement with a client in New York City.  Anyone interested in Agile change within large organizations will benefit from his experience.

Topics include:

- Managing your sponsor
- A grassroots model for Agile coaching
- Metrics for measuring the effectiveness of coaches working within this model (and the limitations of these metrics)
- Capitalization, time-tracking, and Agile software development
- Taking care of yourself

Bio

Dan Puckett is an Agile coach.  He has twenty years' experience in the software development business.  He lives in Chapel Hill, NC.

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  • mark h.

    Who were the Agile coaches in attendance last night?

    July 3, 2013

  • Gyan G.

    Very personal and insighful presentation. Thanks Dan

    July 3, 2013

  • Art P.

    The Presentation Was Very Good. Dan Did An Excellent Job Of Relating Lessons learned From A Not So Good Situation. Kudos To Him And His Resilience!

    July 2, 2013

  • Nancy F.

    sorry for late notice, but I won't be able to attend the session tonight

    July 2, 2013

  • Jordan B.

    can't make it ;-(

    July 2, 2013

  • Jose S.

    I thought I was joining the waiting list as I have jury duty tomorrow. I'll know for sure later today.

    July 1, 2013

  • Arjay

    Last minute change in plans prevents me from attending.

    July 1, 2013

  • David B.

    Sorry have a conflict now

    June 27, 2013

  • Anthony Z.

    I will attend!

    June 19, 2013

  • AgileBill K.

    A great topic, and Dan is a top top speaker

    June 17, 2013

  • AgileBill K.

    Sounds like a great topic!

    June 17, 2013

  • Steve P.

    Dan, how do large companies doing large transformations rationalize stopping in the middle? They must have begun a transformation because they wanted a change. So why stop it while en route to achieving it? Is it as simplistic as one or two senior executives deciding they're not comfortable with what they said they wanted? Or is there more to it? Put another way: Why do bad things happen to good transformations?

    May 10, 2013

  • Shawna S.

    Sounds great, but it's a holiday week.

    May 5, 2013

  • Bob G.

    Solid agile coach sharing reflection and experiences...doesn't get any better than that ;-)

    May 5, 2013

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