Interview with Agile Coach Derek Huether

Derek Huether is a Agile coach and over the last 25 years has held titles like U.S. Marine, Start-Up Founder, Project Manager, and Federal Government Project Management Office (PMO) Advisor, helping start-ups, private corporations, educational institutions, and government agencies. He has been involved with the PMI-ACP development process since the PMI North American Congress in 2010 and has transitioned to a new role as Co-Lead of the PMI-ACP Support Team. His book "Zombie Project Management" is available on Amazon.

How did you move into Agile Coaching? 
I used to be a traditional project manager, doing my best to deliver software projects following a waterfall process. I could do it but it wasn't easy.  I discovered taking a disciplined iterative approach got more to the customer earlier.  In the end, I was able to have more "successful" projects, leveraging iterative and incremental approaches.  I began evangelizing these methods to my customer.  Over time, I realized I could do more good if I coached more organizations than just a few internal teams.  And so began my coaching career.

When you are working with teams and organizations  and transforming them into an Agile organization, do you see a lot of resistance specially if they are moving from waterfall methodologies? How do you handle those situations?
I've always seen pockets or resistance, regardless of how badly an organization or team say they want to become an "Agile" organization.  If waterfall is working for them, I'm going to ask why they think Agile will work better.  Depending on the culture, they may have limited success trying to leverage Agile.  As the character Morpheus said to Neo in The Matrix: ...I can only show you the door. You're the one that has to walk through it.   They hire us to show them the way.  I can't force them to change.

What according to you, is the ONE quality that Agile coaches shouldn't have?
Dogmatic beliefs

As a co-lead for the ACP Support Team for PMI; how do you think getting the PMI- ACP certification creates a differentiation for a professional from other available certificates in the market. How important is a certificate?

If you're looking for a new job, unfortunately, certifications are what HR departments are using to find people, rather than actually seeing if they are a good skill and personality fit.  As certifications go, I think the PMI-ACP is well balanced and I like the fact that you need previous Agile experience in order to quality to take the exam.  Some other certifications don't require any previous experience but HR departments either are unaware of this or don't care.  One differentiator of the PMI-ACP is that it certifies you as a Practitioner, not a Master or Professional in the given domain.  

How should a team get ready for a transformation, so they are ready to co-operate with the coach and participate in the change?
They just need to be receptive to change.  They need to have an open mind. They need to be honest with themselves and the coach.

Pic Courtesy: http://thecriticalpath.info

How NOT to be Busy

Are you as busy as you think ?

You have to read the link above to read the rest of this post. Seriously.

When you can’t say “No” to more work or always say “NO” to friends or life- think again. What is your gain? What are you missing?

Being busy is our own ways of feeling important because we have forgotten how to handle spare time- Time where you have nothing on your agenda, no lists, no reminders, no TV.

I have tried it for a while and it feel great. The point is to not have enough in your plate so you are free, the goal is to have enough that you are comfortable with and still not be crazy busy all the time.

Have a life .

If you are into projects and think that isn’t possible think again. Here are few ways to have a life with work:

• Take a breather when you need it- When you are too overworked and not well rested you can  slow down your brain  . It can just be a lunch away from work and stress, a stroll when the weather’s good, a few minutes laughing with your friend over coffee. You pick your remedy, being on the go 24/7 can only result in a burn out pretty early.
• Look at balanced personalities- I enjoy getting emails from my mentor’s saying they will be unavailable via phone or emails for few days. It’s nice to know inspite of their wonderful careers they also take breaks. Read how successful people pace their life.
• Watch this TED video - of Stefan Sagmeister 
• Exercise to be more productive- Its not me saying because I really want much of a believer till recently. Listen to Richard Branson.  
• Don’t judge yourself too garishly or not- Enjoy your time and know its ok to be laid back once in a while.  “ According to Dr. Heidi Grant Halvorson in a recent article in Psychology Today, "The Trouble    with Bright Girls," women "judge our own abilities not only more harshly, but fundamentally differently, than men do." When young girls perform well, they are often praised in terms of innate abilities — for being "smart" or "clever" — and so they internalize a sense that their abilities are fixed and unchangeable. Boys are often praised for their efforts — for working hard, or for trying again and again — and so they learn that effort, not ability, is what's important. The result is that girls feel confident until they're faced with a setback, whereas boys' confidence persists even in the face of setbacks.”- HBR 

Try living your life without goals, it can be more fun than you think.

Take small steps to enjoy your life and get off your busy addiction. Stop trying to forcefully connect your existence to your job or work. There is more to life than you think, so it’s very important that you look for a role that will keep you happy.

To start with take a work from home or a day off just to enjoy yourself for a day.

(Pic Courtesy: self)



To learn more about project management read my book Stepping into Project Management (Welcome to the #PMOT World). To connect with experienced Project Manager's from all over the world, get mentored or shadow for a day see the SIPM Community.

Be inspired

Changing to Agile: How to handle the move

When you or your organization is trying to implement something new: a process, new rules, new way of working; there will always come with the good and the bad. There will be too much enthusiasm from some, and negativity from others.


However, when you have to get something done, you better be prepared and get it done. If it’s about implementing Agile here are some things that will help you get through the storm:

• The Non- Believers- change is difficult for most and it’s okay to have a percentage of non-believers. They are the ones:
• Who will question your every move
• Have a comment every 10 minutes
• May be even be vocal to the extent they question how it will help their team or organization
• Sometimes a bit rude

Having them will always keep you on your toes and it’s a good thing initially, don’t get frustrated by their behavior  the attitudes or even the negative comments. Take it up as a challenge, prove them wrong and they will come around.

• The Team Members- The team members will size you up, look for your weaknesses,  find a way to make sure you snap and be on your side while they bash you publicly. There are 3 kinds of team members:
• The receptive ones- some of them will be open to the change and ideas that you bring. They can be the one who are frustrated with the way the team/organization has been working so far. They are also the one who want things to improve, in a way there are the positive influencers and on your side. Always keep them happy and listen to them.
• The shrug(gers)- they are ones who will shrug their shoulders every time you ask for a suggestion or opinion. They don’t care about their team, they are the ones who focus on themselves and their work and their sentences start with “i”. Watch them closely and find ways to learn more about them. 
• The blockers- they start every sentence with a negative vibe, they ensure their opinion is always heard, are attention seekers and will try to find ways to block your work and ensure it fails.

• The Scrum Master- If the organization has been using Agile, scrum masters are already there and most of the majority might not be very co-operative from the very first day. Everyone has a style of their own and the last thing they want is someone from outside to come and tell them what to do. The best way to deal in such situations is to:
• Just be an observer for the first sprint- don’t interfere in their way of working. Let them be. Instead look up the backlog and find ways to make relevant conversations happening. Ask why a task is blocked, or why it isn’t updated etc. This will open up a conversation without interfering with their work. The goal is to have the scrum master talk to you and start listening to you. When in doubt, the SM will ask for suggestions- give suggestions which are open. 
• Don’t over ride the SM in front of the team- let the SM be the one in limelight. Let the SM feel that you as a consultant or coach are not a threatening them in any way. 
• Be on the side of the SM- talk often on a one to one basis with the SM to discuss any concerns from both sides. Objective is to ensure the SM is talking more than you are.

• The stakeholders- like most team members stakeholders differ in their opinion. Some have sponsored the change, some want to have it because everyone else is doing it and some give in because they don’t want others to think they are the negative ones.

• Stakeholders while going through transformation are 3 types:
• Confirmed- the confirmed stakeholders are those who are sponsoring the transformation. These are the names that are known to you, who will meet you from the initial days and is your support for the transformation.
• Floaters- these stakeholders come and go. They are the stakeholders who will support, however you need to convince them that the change is going good. 
• Hidden- these stakeholders are those whom you need to find out. They might not be the official stakeholders, but these are the people who can influence the primary stakeholders. So keeping them informed and buying in their support might be a great way to get the go ahead light and support in the transformation process. They will help you when in problem, find you the right person to talk to and even personally take the initiative to support you in every possible way. These stakeholders are the most difficult to find and are the most useful.

Bottom line, keep your eyes and ears open and it’s all about handling your team and the individuals than anything else.

To learn more about project management read my book Stepping into Project Management (Welcome to the #PMOT World). To connect with experienced Project Manager's from all over the world, get mentored or shadow for a day see the SIPM Community.

Pick the right person to mentor

To learn about how to get into project management read my book Stepping into Project Management (Welcome to the #PMOT World). To connect with experienced Project Manager's from all over the world, get mentored or shadow for a day see the SIPM Community.