Launch Real Agile Teams
The Real Agility™ Program Delivery Track is a systematic agile team coaching program for helping teams delivering work product (e.g. projects, products, operations) to achieve a high level of agility. The program consists of twelve steps and has some requirements to be effective:
- Leaders support the team by removing obstacles to agility that are raised by the team in a timely manner.
- The team size is a minimum of 5 people and a maximum of 11. Larger teams must be divided and each receives support in a separate Delivery Track.
- The team members must be virtually co-located for the initial program steps during the facilitated sessions. Ideally, they will be virtually co-located for all the program steps, but exceptions can be made.
- The membership of the team must be stable over the course of the steps.
Agile Team Coaching Approach
Each step of the program has a similar structure:
- Start with reflection on the work between the program workshops.
- Learn new techniques, concepts, skills.
- Plan changes to the way the team works.
- Go back to work and apply the learning to the business/technology work that the team is doing.
The twelve steps of the program are as follows:
- Launch the team (virtual co-location): This step prepares the team for its journey together through the Delivery Track of the Real Agility Program. The Launch / Reset step deals with basic foundations for getting started. During the Launch / Reset step, the team is not doing any Delivery work. The Launch / Reset step typically should be kept extremely brief so that the team can begin / return to delivery work as soon as possible.
- First iteration (virtual co-location): The Team plans and starts executing its first cycle of work using an appropriate Agile framework such as Scrum or Kanban. The consultant assists by facilitating the process and coaching team members to support this basic level of Agility.
- Reflection, retrospectives and continuous improvement: The team continues to learn basic aspects of Agile processes and teamwork. The emphasis on refection helps teams with clearly evaluating their own work results and processes and starting to take ownership of their own improvement.
- Learning and continuous improvement: The team makes a major advance by learning and practicing some tools for continuous improvement. These tools focus on analysis and innovation.
- Planning and continuous improvement: Stakeholders of teams need information about both short and long-term plans. The team now has enough history to begin to make effective short-term commitments and long term plans.
- Effective action, collaboration, and innovation: Now the team has the basic process in place and can focus on making their action hyper-productive. Teamwork, tools, environment, skills are all considered.
- Agile processes and structures: With a boost in productivity, it now becomes possible to focus on advanced techniques with the structure and process of Agile that will help the team go further.
- Agile meetings: The key rhythm of the Agile team process is the cycle (ie. Sprint) and the team meetings are its energizers. This step focuses on a deeper understanding and more sophisticated application of these meetings.
- Removing obstacles: As a team gets faster, it starts discovering obstacles that are harder and harder to fix. This step focuses on effective techniques for removing obstacles.
- Achieving business goals: This step focuses on the fist of three critical factors for sustaining a high performance team: their overall goal for the business. The team truly takes ownership of a performance goal.
- Building capacity for Real Agility: This step focuses on the second critical factor for sustaining a high-performance team: internal capacity building. The team takes full ownership of its own skill development.
- Building a culture of Real Agility: This step focuses on the third and final critical factor for sustaining a high-performance team: the culture of the team itself and the environment that they work within.
The Real Agility Program Delivery Track allows each step’s workshop to occur every week or every two weeks. A longer cadence is not recommended. The workshop part of each step is generally ½ day, but the first two steps have longer workshops. The Real Agility Program Coach is available with the team enough to ensure that the team is applying the learning from each step into the real work environment, but not so long as to create dependence. This means that the coach is usually working with the team two or three days per week.
The program encourages frequent assessment of the team’s progress and this can result in reports about the team. With proper leadership support, teams are guaranteed to successfully complete the steps of the program.
Accelerate Your Teams
Certified to Help Your Teams...
David Vicentin Senior Agile/Lean Consultant
David is an experienced Agile coach who has worked with teams at Coca-Cola, Mastercard, Canada Life, Scotiabank and Canadian Institute for Health Information (CIHI). David is certified as a Leadership Circle Coach (LCP), Certified Scrum Professional (CSP-SM), PMI Agile Certified Practitioner (PMI-ACP), Lean Six-Sigma Master Black Belt (LSSMBB) and process consultant with experience growing consulting businesses.
David Vicentin has delivered Operational Excellence and Agile implementation for the past 15 years as a management consultant. His clients come from diverse industries in North America, South America and Europe.
Working at different organizational levels from operatives to senior management, his focus is to achieve sustainably higher results. David has trained, mentored and coached thousands of people for many businesses, with a focus on increasing personal performance for coaches and improving their business environment, overall. David is a consultant, coach, facilitator, and trainer at all organizational levels.
As an Industrial Engineer, Master in Economics and Finance and Master Black Belt in Lean Six Sigma, his ability to evolve people results in service delivery which increases value, reduces cost and improves both quality and productivity for his clients.
Facilitator of more than 250 projects using DMAIC, DMADV, RCA, Kaizen, FMEA and SCRUM, he focuses on cost reduction, quality and productivity improvements, cash flow improvement and customer satisfaction.
David has lead projects and workshops in materials/logistics, manufacturing, purchases, finance, sales, R&D and information technology areas. David specializes in Productivity Techniques, Management Systems and, Finance focused to increase business results.
David coordinates and leads projects in many countries as he is fluent in English, Portuguese and Spanish.
David joined BERTEIG in July 2017.
Select Client List:
- Financial Services: HSBC, Mastercard, Scotiabank, Great West Life
- Automotive: Rolls Royce, Trader.ca, Alberta Motor Association (AMA)
- Healthcare: Sick Kids Foundation, Canadian Institute for Health Information (CIHI)
- Other: Coca-Cola, LoyaltyOne, SITA
Certifications and Accreditations:
- Team Kanban Practitioner (TKP), Kanban Management Professional (KMP)
- Certified Scrum Professional (CSP-SM), Advanced Certified Scrum Product Owner (A-CSPO)
- Lean Six Sigma Master Black Belt (LSSMBB), Design Thinking Trainer (DTT)
- Leadership Circle Profile (LCP), Agile Certified Practitioner (PMI-ACP)
- BSc. Production Engineering (POLI-USP), Master in Finance and Economics (Fundacao Getulio Vargas – FGV)
Over 15 years’ experience in design and delivery training Lean Six Sigma and Agile Methods.
“Derived from the fact that our organization has approximately 100,000 employees, it is an organization with a lot of structure, processes, protocols, therefore the projects carried out have long and bureaucratic project flows, however, due to needs and priorities we challenge ourselves to be able to perform a disruptive technological tool, with the objective that thousands of our employees are empowered and have a virtual library of contents and information that will help them to fulfill their roles.
With this Agile accompaniment we have broken paradigms, in this specific project, Agile techniques (Scrum) has given us the necessary support to convince employees that change of mentality, mainly with a collaboration approach, incremental deliveries, better way in the form of negotiation with internal clients, external (suppliers) and the most important thing as we do from day 1 more tangible results.
Thanks to Coach David we have found the right paths in the way that intervenes and guides us promptly in the project.” (translated from Spanish) – Andrés L Nava, Talent Development Leader, Coca-Cola