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Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition by Lyssa Adkins

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Chapter 8. Coach as Problem Solver

I used to solve problems for teams. All the time. I was greatly rewarded for doing so. In fact, I was rewarded not only for solving the problems of the day but for looking ahead and solving problems I thought were coming even though they hadn’t happened yet. We called it issues and risk management. People said I was a great project manager because I could solve all kinds of problems, and in a plan-driven world, having a project manager who was also a good problem solver proved essential. When one holds on to a plan so tightly, one must keep reality at bay, or at least “solve for it.”

Some common situations of the past illustrate this. My program manager tells me she has just accepted a huge change request with ...

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