Intent and Impact - Speaking and Listening (Inspiration from Ed Batista)

1. Any speaker (Agile Coach for example) trying to influence a listener has an underlying frame of reference, which is a part of the larger belief system of the speaker.
2.  The speaker has an "Intent" and will expect an "Impact". The speaker / evangelist, Coach needs to be aware of this intent as well as the Impact he's expecting from the listener. 
3. The listener will likewise have his own frame of reference within his belief system. Surrounding all this is a "Halo" or a Context / World View supported by a Shell of defence and impulse. Anytime an external "threat" or challenge touches this belief system, there is a reaction.
4. The speaker must be aware that people cannot simply change or modify their belief system based on logic or entreaties to conscience. 
5. The coach must therefore be able to "create an environment" where the existing belief system may grow to encompass a Delta, and outgrow the present limitations / inadequacies of thought to adopt or at least be open towards an alternative view, thereby allowing a mindset shift. 
6. And this is what a coach tries to achieve.

The Agile Coaching Role (AgileVelocity.com)

Remove Counsellor. There is no place for Counselling in the Agile Coaching toolkit. Counselling can be replaced by "Leadership Coaching". "We talk about the future, but don't dive into Therapy to resolve the past". (Niall McShane).

Key Agile Success Factors (Mitch Lacey)

Key Agile success factors:

1. Demand technical excellence: make XP practices mandatory. Neglecting these is one of the reasons why teams are not able to produce shippable code at end of sprints.
1. Sustainable pace
2. Collective code ownership
3. Pair programming
4. Test driven development
5. Continuous integration
6. Coding standards
7. Refactoring
2. Promote individual change and lead organisational change
1. Individual response to change is not enough
2. Organisation should also be able to respond to change. Institutional transformation is essential. 
3. Make sure management is educated, trained, on board and participating in agile/ scrum implementation
3. Organise knowledge and improve learning
4. Maximise value creation across the entire process

Lean books

• Lean Software Development Mary Poppendieck , Tom Poppendieck
• The Lean Enterprise (Jez Humble , Barry O'Reilly , Joanne Molesky)
• Leankit flow metrics, and slides here Lean-Metrics-Slides
• Lean Mindset by Mary Poppendieck
• Principles of Product Development Flow by Donald G Reinertsen
• Lean UX 2e by Josh Seiden
• Lean Startup by Eric-Ries
• Personal Kanban by Jim Benson
• Lean from the Trenches by Henrik-Kniberg

Things needing long lead times

1. Firewall burning
2. Setting up BAC alarming
3. Security
4. Vulnerability testing