My name is Adrian Wible. I’ve been an agile practitioner/consultant (developer, iteration manager, scrum master, project manager, delivery principal, trainer, coach) since mid-2005. I help teams adopt agile approaches to software development.
I’m a certified scrum practitioner, but don’t believe in certifications. To my mind, effortful practice and diversity of experience provides the foundation for maximum effectiveness as an agile trainer and coach. I’m also not a devotee of any particular agile brand (e.g. scrum, XP) and the dogma that sometimes accompany branded approaches. I recommend the practices and approaches that are most useful in the context within which my client works. I refer to this as pragmatic agile.
I’ve worked with some fantastic agilists in my 6+ year agile journey while working with/for ThoughtWorks, LeanDog, and Lab49, three top-notch agile consulting firms. I founded Coriander Technologies in early 2011 to enable a more direct relationship with clients and to provide more flexible consulting engagements based on what I feel my clients need.
Full transparency: I am a company of one person. I do have an extended network of colleagues that I can engage as needed if the breadth of the challenge requires help or if specific technology issues present themselves.
I’m an agile software development “catalyst”, helping software teams deliver value. I do agile training and coaching across a variety of disciplines, but primarily focused on project management and iteration management.
I use several techniques in my coaching approach for agile teams. First, I ask many questions and listen more than I speak. I prefer to help teams identify their own solutions to their issues. My approach is based on “see one, do one, teach one”. For example, watch me facilitate an iteration planning meeting, then you do it next time, then – and this is often left out – you teach someone else. In order to teach someone a practice, you must understand it at a deep level first.
I also do agile metrics analysis, where I turn the data captured from agile project management tools into information. This is not limited to the canned graphs and dashboards that many of these tools provide, but is generated from source data itself. If your project does not have a release-level burn-up (or burn-down) showing where the team stands on its ability to deliver that is well-understood by the team and its stakeholders, you’re not alone. This is the most prominent shortcoming I see in the agile teams I see. I can help.
Many teams hit walls in their agile adoption, where they need help to figure out how to improve agile practices. I have worked with many teams and have seen almost every obstacle there is. I’ve used many different techniques to help teams improve – mostly by facilitating a team’s self-identification of improvement. The key, really, is to use a scientific approach – form a hypothesis, try a new approach, and assess the results. I really enjoy helping teams find their way forward.
I feel that Project inception is a critical aspect in getting a project established on the right footing for success. This entails establishing an initial product backlog, agile training, gaining agreement on the agile practices that the team will utilize (e.g. test-driven-development) and helping a team to establish its initial norms and process. I love the intensity of helping a team through the inception process, iteration zero and getting started on its first iterations.
Please see my Offerings page for more information.