Agile Coaching is based on continuous improvement. Learn how to be an effective Agile Coach by improving and implementing Agile best practices. Become a change agent within your organization through this slide share that offers tools and techniques to improve your ability to successfully transform your company's Way of Working. This is an Agile Bootcamp for Coaches!
What Is The Process Of Becoming A Professional Agile Coach?Advance Agility
An agile coach is a member of project management whose role is to motivate individuals, groups and teams of an organization to adopt agile values and 12 principles of agile methodology. Basically, a majority of agile coaches come from a background of IT, project management, product management and software development.
Certified Agile Coach (CAC) training is unique, world-class, and highly interactive. The course explores real-world scenarios/situations and challenges and helps you devise powerful solutions. Here You can download the Course brochure
OKR's for Agile Coaches - group brainstorming presentationThene Sheehy
This presentation was created for the Agile Connect group in Portugal, for the July 8, 2020, virtual meetup via Zoom. The original question in a job interview was, "What should be the OKR's for Agile Coaches?" The prompted me to consider how to best answer, and generated this group brainstorming session via Zoom rooms and a Miro board.
What Is The Process Of Becoming A Professional Agile Coach?Advance Agility
An agile coach is a member of project management whose role is to motivate individuals, groups and teams of an organization to adopt agile values and 12 principles of agile methodology. Basically, a majority of agile coaches come from a background of IT, project management, product management and software development.
Certified Agile Coach (CAC) training is unique, world-class, and highly interactive. The course explores real-world scenarios/situations and challenges and helps you devise powerful solutions. Here You can download the Course brochure
OKR's for Agile Coaches - group brainstorming presentationThene Sheehy
This presentation was created for the Agile Connect group in Portugal, for the July 8, 2020, virtual meetup via Zoom. The original question in a job interview was, "What should be the OKR's for Agile Coaches?" The prompted me to consider how to best answer, and generated this group brainstorming session via Zoom rooms and a Miro board.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
This Question Bank can help readers to practices many simulated scenarios. These are questions will be asked in Transformation related interviews.
All these questions are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE: https://drive.google.com/file/d/19w1PzUjInWxZJZSJU4cX81rCgEMd4CTj/view?usp=sharing
The Agile Coaching Growth Wheel is a self-assessment tool for agile coaches. In this session, I introduced the growth wheel, talked about my personal experiences, and we did an exercise to explore the growth wheel.
Business /Executive Coaching and Consulting: Helping Businesses increase cash flow, reduce working capital, grow their businesses and position their businesses for sustainable results. My focus is usually on Get the Business, Run the Business,Guide the business and Manage the Business.
Sales Mentor A Training Book With The Exclusive Content.harsh157217
Introduction:
In the fast-paced world of sales, success often hinges on the guidance and mentorship one receives. Whether you're a seasoned sales professional or just stepping into the field, the right mentorship can make all the difference. "Sales Mentor: A Training Book With Exclusive Content" is a comprehensive guide designed to equip you with the skills, strategies, and mindset needed to excel in sales. This book goes beyond the basics, offering exclusive insights and techniques from seasoned sales mentors to help you reach new heights of success.
Chapter 1: Understanding the Sales Landscape
Before diving into the specifics of sales techniques and strategies, it's crucial to have a solid understanding of the sales landscape. This chapter provides an overview of the modern sales environment, including market trends, customer behavior, and emerging technologies. By grasping the broader context of sales, you'll be better equipped to navigate its complexities and adapt to changes effectively.
Chapter 2: The Role of Mentorship in Sales Success
Mentorship plays a pivotal role in the development of sales professionals. In this chapter, we explore the significance of mentorship and how it can accelerate your growth and success in sales. Drawing on insights from experienced mentors, we delve into the qualities of effective mentors and how to cultivate meaningful mentor-mentee relationships. Additionally, we discuss the benefits of both formal and informal mentorship and how to leverage them to your advantage.
Chapter 3: Building a Growth Mindset
A growth mindset is essential for success in sales, as it empowers individuals to embrace challenges, learn from setbacks, and continuously improve. This chapter focuses on cultivating a growth mindset and overcoming common barriers such as fear of failure and self-limiting beliefs. Through practical exercises and real-life examples, you'll learn how to adopt a mindset of resilience, curiosity, and adaptability, enabling you to thrive in the dynamic world of sales.
Chapter 4: Mastering Sales Fundamentals
Effective salesmanship relies on a solid foundation of fundamental skills and techniques. This chapter covers essential sales concepts such as prospecting, qualifying leads, delivering persuasive presentations, and handling objections. From cold calling to closing deals, you'll gain valuable insights and strategies to enhance your sales effectiveness and drive results.
Chapter 5: Leveraging Technology for Sales Success
In today's digital age, technology plays a pivotal role in sales enablement and productivity. This chapter explores the latest tools, platforms, and technologies reshaping the sales landscape. From customer relationship management (CRM) systems to sales automation software, you'll discover how to leverage technology to streamline your workflow, personalize customer interactions, and gain a competitive edge in the marketplace.
Chapter 6: The Art of Relationship Building
Sales is fund
A master who may not be skilled – a scrum master perspective Rajat Julka
Learn about various roles a Scrum master has to play and the skills required to be a successful scrum master
Takeaways:
1. Setup your scrum team for success by hiring an effective scrum master
2. Learn about foundational skills that will help you be a successful scrum master
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
Understanding the function of an Agile Coach is much more feasible once we acknowledge the set of “why’s” described in the previous section. An Agile Coach is a professional who will assist the organisation in solving the types of problems listed above. It’s possible to do it in different ways; however, let’s explore a few details regarding what is the gist of the activity of Agile Coaching.
We can summarise the essence of the work of an Agile Coach using a model called “The Agile Coaching DNA”. This DNA works as a compass to guide the decisions about which practices and approaches we can use to help clients achieve better results.
Coaching and mentoring can inspire and empower people, build commitment, increase productivity, grow talent, and promote success. They are essential elements of modern managerial practice. However, many organizations still have not established related schemes. By not doing so, they also fail to capitalize on the experience and knowledge that seasoned personnel can pass on.
Explore the Top Trends for Business Analysis and Data. We will discuss topics like Value Optimization, Data Sharing, Observability, Sustainability, and AI. Receive helpful information from an Agile Specialist on how to stay ahead of the game in the Top 10 Trends for Business.
Explore the Top Trends for Business Analysis and Data. We will discuss topics like Value Optimization, Data Sharing, Observability, Sustainability, and AI. Receive helpful information from an Agile Specialist on how to stay ahead of the game in the Top 10 Trends for Business.
More Related Content
Similar to 2022 Refresh of ABC Agile Coaching Playbook - How to Be an Agile Coach
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
This Question Bank can help readers to practices many simulated scenarios. These are questions will be asked in Transformation related interviews.
All these questions are from my 4 books, The Agilis's Guidebook, The Scrum Master Guidebook, Personal Leadership & Self-Coaching Guidebook, and A Guidebook of Coaching High-Performance team.
Grab the first 150 pages of all these books from here
1. https://www.slideshare.net/patarychandan/the-agilists-guidebook-first-150-pages
2. https://www.slideshare.net/patarychandan/the-scrum-master-guidebook-150-pages
3. https://www.slideshare.net/patarychandan/we-can-lead-a-guidebook-of-personal-leadership-and-selfcoaching
4. https://www.slideshare.net/patarychandan/a-guidebook-of-coaching-high-performance-team-200-pages
PLEASE DOWNLOAD FROM HERE: https://drive.google.com/file/d/19w1PzUjInWxZJZSJU4cX81rCgEMd4CTj/view?usp=sharing
The Agile Coaching Growth Wheel is a self-assessment tool for agile coaches. In this session, I introduced the growth wheel, talked about my personal experiences, and we did an exercise to explore the growth wheel.
Business /Executive Coaching and Consulting: Helping Businesses increase cash flow, reduce working capital, grow their businesses and position their businesses for sustainable results. My focus is usually on Get the Business, Run the Business,Guide the business and Manage the Business.
Sales Mentor A Training Book With The Exclusive Content.harsh157217
Introduction:
In the fast-paced world of sales, success often hinges on the guidance and mentorship one receives. Whether you're a seasoned sales professional or just stepping into the field, the right mentorship can make all the difference. "Sales Mentor: A Training Book With Exclusive Content" is a comprehensive guide designed to equip you with the skills, strategies, and mindset needed to excel in sales. This book goes beyond the basics, offering exclusive insights and techniques from seasoned sales mentors to help you reach new heights of success.
Chapter 1: Understanding the Sales Landscape
Before diving into the specifics of sales techniques and strategies, it's crucial to have a solid understanding of the sales landscape. This chapter provides an overview of the modern sales environment, including market trends, customer behavior, and emerging technologies. By grasping the broader context of sales, you'll be better equipped to navigate its complexities and adapt to changes effectively.
Chapter 2: The Role of Mentorship in Sales Success
Mentorship plays a pivotal role in the development of sales professionals. In this chapter, we explore the significance of mentorship and how it can accelerate your growth and success in sales. Drawing on insights from experienced mentors, we delve into the qualities of effective mentors and how to cultivate meaningful mentor-mentee relationships. Additionally, we discuss the benefits of both formal and informal mentorship and how to leverage them to your advantage.
Chapter 3: Building a Growth Mindset
A growth mindset is essential for success in sales, as it empowers individuals to embrace challenges, learn from setbacks, and continuously improve. This chapter focuses on cultivating a growth mindset and overcoming common barriers such as fear of failure and self-limiting beliefs. Through practical exercises and real-life examples, you'll learn how to adopt a mindset of resilience, curiosity, and adaptability, enabling you to thrive in the dynamic world of sales.
Chapter 4: Mastering Sales Fundamentals
Effective salesmanship relies on a solid foundation of fundamental skills and techniques. This chapter covers essential sales concepts such as prospecting, qualifying leads, delivering persuasive presentations, and handling objections. From cold calling to closing deals, you'll gain valuable insights and strategies to enhance your sales effectiveness and drive results.
Chapter 5: Leveraging Technology for Sales Success
In today's digital age, technology plays a pivotal role in sales enablement and productivity. This chapter explores the latest tools, platforms, and technologies reshaping the sales landscape. From customer relationship management (CRM) systems to sales automation software, you'll discover how to leverage technology to streamline your workflow, personalize customer interactions, and gain a competitive edge in the marketplace.
Chapter 6: The Art of Relationship Building
Sales is fund
A master who may not be skilled – a scrum master perspective Rajat Julka
Learn about various roles a Scrum master has to play and the skills required to be a successful scrum master
Takeaways:
1. Setup your scrum team for success by hiring an effective scrum master
2. Learn about foundational skills that will help you be a successful scrum master
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
Understanding the function of an Agile Coach is much more feasible once we acknowledge the set of “why’s” described in the previous section. An Agile Coach is a professional who will assist the organisation in solving the types of problems listed above. It’s possible to do it in different ways; however, let’s explore a few details regarding what is the gist of the activity of Agile Coaching.
We can summarise the essence of the work of an Agile Coach using a model called “The Agile Coaching DNA”. This DNA works as a compass to guide the decisions about which practices and approaches we can use to help clients achieve better results.
Coaching and mentoring can inspire and empower people, build commitment, increase productivity, grow talent, and promote success. They are essential elements of modern managerial practice. However, many organizations still have not established related schemes. By not doing so, they also fail to capitalize on the experience and knowledge that seasoned personnel can pass on.
Similar to 2022 Refresh of ABC Agile Coaching Playbook - How to Be an Agile Coach (20)
Explore the Top Trends for Business Analysis and Data. We will discuss topics like Value Optimization, Data Sharing, Observability, Sustainability, and AI. Receive helpful information from an Agile Specialist on how to stay ahead of the game in the Top 10 Trends for Business.
Explore the Top Trends for Business Analysis and Data. We will discuss topics like Value Optimization, Data Sharing, Observability, Sustainability, and AI. Receive helpful information from an Agile Specialist on how to stay ahead of the game in the Top 10 Trends for Business.
As I've observed software development teams, on high-performing teams, the Product and the Engineering team leads often have the same characteristics as a marriage.
The Product lead may be called the Product Manager, Product Owner, Business Owner, or Business Analyst and the Engineering Lead might be called the Architect or Technical Lead. These roles have to work together daily, working in parallel to create a united vision and goals. The team or team of teams' ability to be organized and focused will depend on how well the Product and Engineering leadership show a united front.
Some of us know what it's like working on a team where Product (i.e. the Business) and Engineering have different agendas and/or are blatantly working against each other.
As I look at this working relationship as a marriage, I look at what makes a good marital relationship and also what to do when the relationship is broken. In the workshop I do exercises that go along with the deck, we talk about how to fix broken relationships and how to make them healthy and productive.
Important words and definitions for those who are looking to become entrepreneurs or are currently entrepreneurs and want to get a better understanding of all of the ins and outs of being an entrepreneur.
“Big Ideas. Brand Strategy. Business Longevity.” is a presentation to help expose young aspiring and future entrepreneurs to approach turning their hobbies and passions into income and businesses. The presentation also identifies some young people of color, African-American entrepreneurs, that have had success stories over the years. No matter your age or whether you are new to being an entrepreneur or have been doing it for a while, there are a few tips to help you evaluate and identify areas of improvement. Board games are referenced throughout as a fun way to help make each of the key points memorable. This presentation was presented at the Delta Sigma Theta MRAC Economic Development Committee - Youth Entrepreneur Summit.
This concise slide deck will give you an overview of some of the terms used in Agile. Terms such as Burndown, Daily Scrum, and Retrospectives are only a few of the terms that are explored. Use this as a quick reference for someone who is just beginning their Agile journey.
Scrum of Scrums is a Scaled Agile technique that offers a way to connect multiple teams who need to work together to deliver complex solutions.
It helps teams develop and deliver complex products through transparency, inspection, and adaptation, at scale. It’s particularly successful when all high-performing scrum team members work towards a common goal, have trust, and respect, and are completely aligned.
Teams thrive when they deliver value
every 2 - 3 Sprints!
They have a constant stream of achievement.
People develop a sense of momentum and confidence.
It helps bond a team together.
They develop the ability to
critique.
It increases respect for other
disciplines.
It reduces the isolation of work.
A facilitator is a person who helps a group of people work together better, understand their common objectives, and plan how to achieve these objectives during meetings or discussions. At any given time, every member of a self-managed, empowered Agile scrum and Kanban team (regardless of your title or role) should be ready to step up to help facilitate the team. Facilitation is not just limited to project managers, product managers, and scrum masters. Every team member, ceremony, and meeting participant has a part to play and make sure meetings are a productive and valuable use of time.
Facilitation is a valuable soft skill. This slide deck is the first part of the workshop that is presented to whole scrum teams, where they can learn the art and science of facilitation. Through immersive exercises and a workshop coach, they can practice, get comfortable and get past any anxiety they have around facilitating. After taking the class, team members will better appreciate the facilitator's role and are likely to become better participants in team meetings. The team members can also help call out anti-patterns during a meeting and, as a peer, help keep meetings on track in support of the facilitators. Over time, facilitation becomes a natural part of the fabric of the team.
As you take a look through this deck, keep in mind that the second part of this is an immersive workshop led by a coach. If your organization wants more information about providing soft skills training in the area of facilitation or other areas, do reach out to us for our various customized solutions.
Daily Team Building Calendar 2022 www.jacqueline-sanders-blackman.com
Question & Answer Blog on Quora: https://www.quora.com/profile/Jacqueline-Sanders-Blackman
Coach-On-Call Helpdesk Coach Jacqueline007 @ https://www.linkedin.com/in/jacqueline007/
Technology Expresso Consulting website https://techexpressoconsulting.com/
Blog Talk Radio Podcast blogtalkradio.com/expressosteammakers
Apple Podcasts https://podcasts.apple.com/us/podcast/expresso-steam-makers-10-minute-daily-sip-stemulating/id674251164?uo=4
Everyone is doing it - Agile Software Development and Business Agility but is it right for you? There are definite pros and cons and even instances where you should not apply Agile, especially not a full big-bang transformation. Have questions and want a balanced assessment of whether it's right for your organization or if you are doing Agile the right way? Feel free to reach out to us @ techexpressoconsulting.com
Hiring and paying for an Agile Coach can be expensive. A lot of companies feel like they have the talent and knowledge in-house to perform their agile transformation and I have to say, I agree with them to some extent. Agile knowledge is quite prevalent in today's software development environment. This slide deck actually is part of a presentation where I explain how you can avoid hiring a Agile Coach or Coaches especially for long periods of time, but ONLY if you are willing to address some of the most common mistakes people make when they try to do their Agile transformation or any business process redesign without a dedicated, professional trainer or coach. There is a big difference between having a person in your organization that has extensive experience (i.e. agile training, agile coaching, scrum coaching, agile project management training, project management coaching, and change management) versus a person who has the experience and can do it full time for the duration of the business transformation.
Most organizations' first mistake is thinking that a transformation is just a part-time endeavor and/or that a committee that meets from time-to-time can direct and react as needed during a transformation. If you get through this slide deck and still feel you can do your transformation without an Agile Coach, you have my Best Wishes, just keep our name and number handy if you want a coach that will check-in from time to time and let you know you are on the right track. If you think you need a full time Agile coach, you can also connect with us at TechExpressoConsulting.com.
Explore entry level Information Technology jobs available. Use this presentation to begin your exploration of future jobs in IT.
Look at careers like UX Designer, Technical Support/Help Desk, Project Management and more.
Teams often complain about unproductive planning sessions. They even ask can they cancel them. Everyone wants fewer meetings, right? That's why my answer and recommendation to have teams add a refinement session to their scrum cadence may come as a shock. However, refinement sessions are not just another meeting, they are a game-changer when it comes to sprint planning.
Planning without refinement is futile!
Check out our slide deck, Planning without Refinement is Futile, that has more information and insight on how introducing refinement meetings with clear agendas and outcomes can be the planning makeover your scrum teams need. Your level of frustration, redundancy, or angst about planning will be forever changed.
The Agile I know and love (and promote) was meant to be FUN! Lightweight, fast-paced, and Fun! Built into every ceremony is an opportunity to promote and celebrate the team's efforts, progress, and/or accomplishments. Every Scrum Master, Engineering Manager, and/or Agile Team Coach should have a wacky sense of humor and not be afraid to look silly. They should give the teams permission and platforms to laugh, let loose and go off-script. Having Fun at work (especially in I.T.) is a gateway exercise that leads to creativity, engagement, and innovation. Check out our podcast series that talks more about ways to "Make Scrum Fun Again"! Visit our Podcast @ https://www.blogtalkradio.com/expressosteammakers
Burndown charts provide indicators for further discussion around work in progress (WIP). It can be used for continuous improvement. It also helps empowered teams identify their areas of weakness or shows them opportunities to pivot the direction in which they are headed.
Let's Explore Agile Basics and Answer the Big 3 Questions. Are we working on the right things? Are we getting the work done? Are we doing the work the right way?
The best-laid change management plan can be challenged and derailed if the impact, emotions and reactions of the people who are involved are not considered and accommodated.
More from Technology Expresso Expresso-Consulting (20)
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Leadership Ethics and Change, Purpose to Impact Plan
2022 Refresh of ABC Agile Coaching Playbook - How to Be an Agile Coach
1. 2022 Refresh of ABC
Agile Coaching
Playbook - How to Be
and Agile Coach
Presented by Jacqueline Sanders-Blackman
copyright 2022 @ techexpressoconsulting.com
3. Agile
Bootcamp for Coaches (ABC)
What is an Agile Coach?
What are the key Skill Sets of a Coach?
How is Team Coaching versus One-on-One Different?
How does a Coach Continue to Grow?
What are the Healthy Habits of a Coach?
copyright 2022 @ techexpressoconsulting.com
5. An Agile Coach is a person who is responsible for creating and improving Agile processes within a team or a
company. Some things that an Agile Coach might do are: spread Agile best practices between different teams,
programs, portfolios and groups within the organization. An Agile Coach also integrates Agile teams within non-Agile
teams and processes; and measures results of an Agile transition and transformation.
Coaching during a transformation also means knowing what tools and techniques to use at what time to help
overcome or go around the inevitable objections and resistance that create inertia to adoption of new ways of
working and thinking. Being a coach during a transformation means understanding the organizational, political,
social, and psychological dynamics of change and change management. By using a successful coach, an Agile
implementation should be inspired, energized, and creative. Fun is an essential part of an Agile environment.
copyright 2022 @ techexpressoconsulting.com
The Role of a Coach
6. What is an Agile Coach?
What are the key Skill Sets of a Coach?
How is Team Coaching versus One-on-One Different?
How does a Coach Continue to Grow?
What are the Healthy Habits of a Coach?
Agile Bootcamp for Coaches (ABC)
copyright 2022 @ techexpressoconsulting.com
7. What does
an Agile
Coach Do?
EDUCATE (TEACH,
MENTOR)
FACILITATE OBSERVE
MOTIVATE PROVIDE
FEEDBACK
ADVISE, COUNSEL
copyright 2022 @ techexpressoconsulting.com
8. 1.0 - Launching an Agile Initiative and Onboarding an Agile Coach
Launching an Agile
Initiative
Onboarding Agile
Coaches
Coaching Skill Sets
Coaching
Techniques
Coaching Tools
2.0 - Onboarding An Agile Team
Onboarding Agile
Teams
Team Readiness
Impact and Risk of
Onboarding Teams
Not Ready
3.0 - Coaching to Achieve Agile Team Maturity
Forming Storming
Norming
Adjourning
Swarming
Maturity States
4.0 - Coaching to Optimize Planning &
Value Delivery
Agile Planning
Portfolio, Program,
Teams
Pre-Planning
Planning
Post Planning
5.0 - Ongoing Coaching
for Agile Governance
and Guidance
Frequently Asked
Questions
Agile Governance
References and
Resources
copyright 2022 @ techexpressoconsulting.com
9. Agile coaches have to perform a variety of duties which involve pulling from various disciplines including:
Mentoring, Coaching, Facilitating, Being a Change Agent, Teaching, Advising. Different situations and scenarios
warrant different techniques. A mature coach can assess a situation and adjust accordingly.
● Mentor - generally tries to help mature, help promote growth and to help the person stretch beyond
their current capacity to attain a higher level.
● Coach - generally tries to improve the performance, output and outcome of the person being coached.
● Facilitator - a person who helps a group of people to work together better, understand their common
objectives, and plan how to achieve these objectives, during meetings or discussions. In doing so, the
facilitator remains "neutral," meaning they do not take a particular position in the discussion.
● Change Agent - someone who promotes and enables change to happen within any group or organization.
● Teacher/Educator - a person who provides instruction or education; helps to illustrate right and wrong,
anti-patterns and consequences.
● Advisor - normally a person with deep knowledge in a specific area and usually also includes persons with
cross-functional and multidisciplinary expertise. An advisor's role is to provide strategic guidance and
recommendations to help navigate complex matters.
copyright 2022 @ techexpressoconsulting.com
1.1 Services Included in Coaching
10. 1.2 Soft Skills
• Read the Room
• Emotional Intelligence
• Motivate People
• Cultivate Curiosity
• Inspire People
• Believe that People Can Change
• Believe People Never Finish Growing
• Understand People Learn Through Struggle
• Believe in Good Conflict, Good Chaos, Good Destruction
• Low Tolerance for Excuses
• Willing to Risk Being Wrong
copyright 2022 @ techexpressoconsulting.com
11. Within the Agile discipline, a coach may be assigned to interact with different types of teams or individuals, which may
warrant specialized knowledge or coaching expertise. Here is the coaching provided by the Agile Office (LACE):
• Coaching the Coaches
• Help onboard new coaches (internal and external)
• Help with professional development of internal coaches
• Help identify maturity and goals for internal coaches
• Providing ongoing and daily feedback on day-to-day coaching opportunities
• Identifying KPIs to measure coaching effectiveness
copyright 2022 @ techexpressoconsulting.com
1.3 Coaching Scenarios
12. ● Coaching Leadership
○ Giving guidance to Business Owners, Domain Owners
○ Giving guidance and feedback to Application Owners
● Coaching the Scrum Master, Squad or Kanban Leads
○ Empowering the Scrum Master to coach the team by promoting Agile best practices on a day-to-day basis
○ Help the Scrum Master identify anti-patterns
○ Giving guidance on how to shepherd the team and deal with team impediments, conflicts and anti-patterns
○ Guide the Scrum Master to use metrics to help provide the team insight into how they are doing
○ Promote continuous improvement, continuous learning
○ Encourage the Scrum Master to proactively work to keep the team healthy and addressing dysfunctional team
behaviors
○ Helping on board new scrum masters
○ Guiding Scrum Master on how to set team boundaries and not exceeding their empowerment privileges
copyright 2022 @ techexpressoconsulting.com
1.3 Coaching Scenarios (continued)
13. ● Coaching the Team
○ Guiding the Scrum Master to help the team obtain their Agile maturity (i.e. adopting, doing, being, owning)
○ Helping establish teams in the Agile framework
○ Help establish and maintain team branding
○ Helping the team through forming, storming, norming and performing
○ Helping identify and address team dysfunction that requires escalation
● Coaching Individual Team Members
○ Help on board new team members
○ Help team members that have disruptive behavior that requires de-escalation
○ Help team members who seek coaching for their roles (ie. BA, Dev, QA) in an Agile environment
● Coaching Shared Services, Shapers and Dependencies
○ Providing guidance to groups or departments that are impacted by or who impact Agile, SAFe or Scrum teams
but that may or may not be Agile in any way
○ Providing insight and awareness of the Agile concepts, their impact and explanation of their rationale and
benefits
○ Providing a point of contact for any concerns or grievances
○ Providing feedback based on scenarios that can cause disruption; Help negotiate resolution
○ Be a liaison and try to foster goodwill between Agile and non-Agile teams
copyright 2022 @ techexpressoconsulting.com
1.3 Coaching Scenarios (continued)
14. Agile
Bootcamp for Coaches (ABC)
What is an Agile Coach?
What are the key Skill Sets of a Coach?
How is Team Coaching versus One-on-One Different?
How does a Coach Continue to Grow?
What are the Healthy Habits of a Coach?
copyright 2022 @ techexpressoconsulting.com
15. A Coach wears many hats!
copyright 2022 @ techexpressoconsulting.com
16. ● Kanban Coaching means having the mindset, knowledge and tools aligned with a successful Kanban.
○ Kanban System Design
○ Kanban Assessment Framework - Fit for Purpose
○ Service Oriented Organizational Design
○ STATIK Method
○ Work In Progress
○ Flow Management
○ Visualization - Create and Populate the Board
○ Explicit Way-of-Working Policies
○ Feedback and Improve
○ Negotiating Buy-in and Agreeing to a Roll-out Plan
● Scrum
○ Scrum Ceremonies
○ Scrum Teams
○ Scrum Deliverables
○ Scrum KPIs
copyright 2022 @ techexpressoconsulting.com
1.4 Coaching based on Frameworks
17. ● Scaled Agile (Solution Accelerator Program)
○ Portfolio / Leadership
■ Providing guidance to the leadership to help them embrace servant leadership behaviors and to cascade it to their
direct reports
■ Helping them recognize when their directives may be undermining the Agile way of working
■ Helping them recognize opportunities to work and influence with other leadership members that might be
undermining the Agile way of working
■ Helping them find ways within the Agile way of working that helps them get what they need (i.e. status, metrics,
progress reports) through information radiators
■ Help them understand the parameters of when change in initiatives and epics is productive versus
counterproductive
■ Help them trust the program resources (i.e. Program/Product Manager and Product Owner be responsible for the
feature and story level details). Avoid micromanaging the project
copyright 2022 @ techexpressoconsulting.com
1.4 Coaching based on Frameworks (continued)
18. ○ Program
■ Coaching the Program
● Provide guidance to help with synchronization across the program
● Provide guidance and guidelines for pre, post and program increment (PI) planning
● Provide guidance on program boards, information radiators and review meetings
■ Coaching the RTE
● Provide guidance on how to be the liaison between business and technical
● Provide guidance on how to address program level impediments
● Provide guidance on how to support the Program Manager, Product Owner and Scrum Master and respect boundaries
● Helping onboard new RTE’s
● Help establish maturity levels and metrics to measure RTE’s effectiveness
copyright 2022 @ techexpressoconsulting.com
1.4 Coaching based on Frameworks (continued)
19. ○ Team
■ The Agile coach is primarily focused on coaching the scrum master/kanban lead either by (a) demonstrating
techniques, (b) offering tips and techniques for the scrum master or (c) observing and providing feedback. As
the scrum master matures, the Agile coach goes from high touch to low touch.
■ There are times where the coach may have a conversation that is with the whole team. This should be
coordinated with the scrum master and co-facilitated with the scrum master when necessary. This may be to
initially introduce a tool or technique. The team should be left with actionable steps that allow them to take
the advice, the tool or technique and to take ownership to carry on using this knowledge provided by the
coach on their own.
■ Coaches should be very careful not to be the referee or “tie-breaker” between any disagreements within the
team, the team and the scrum masters or the team/scrum master and the PO. The coach should provide them
with tools on how to problem solve and negotiate.
copyright 2022 @ techexpressoconsulting.com
1.4 Coaching based on Frameworks (continued)
20. Agile
Bootcamp for Coaches (ABC)
What is an Agile Coach?
What are the key Skill Sets of a Coach?
How is Team Coaching versus One-on-One Different?
How does a Coach Continue to Grow?
What are the Healthy Habits of a Coach?
copyright 2022 @ techexpressoconsulting.com
21. One-on-One versus Team
One-on-One Coaching Team Coaching
Willing and Able to be Honest and Open Team Charter, Working Agreement
Willing to Share True Emotional State Interpersonal – Team Dynamics
Willing to Reveal Authentic Self and Personality Type Team Culture, Team Norms
Is Open and Willing to be Coached (Coachable) Coordination, Consensus, Collaborative
Ready and Willingness to Take Actions Forming, Storming, Norming, Performing
Willing to Embrace Lasting Change – Extend their
Comfort Zone
Team Soft Skills
Committed to Moving Forward – Maximize Potential Conflict Resolution and Negotiation
Willing and Able to be Honest Team Maturity
copyright 2022 @ techexpressoconsulting.com
22. Agile
Bootcamp for Coaches (ABC)
What is an Agile Coach?
What are the key Skill Sets of a Coach?
How is Team Coaching versus One-on-One Different?
How does a Coach Continue to Grow?
What are the Healthy Habits of a Coach?
copyright 2022 @ techexpressoconsulting.com
24. Coaching Goals in an Agile Environment
❑ Instill Agile Values and Principles
❑ Start Up / Reset an Agile Team
❑ Coach Team Members Individually
❑ Coach a Team Collectively
❑ Coach a Product Owner
❑ Coach Stakeholders or Leaders Outside the Team
❑ When You Have Helped the Team Navigate Impediments
❑ Can Challenge High Performing Teams
❑ Accept Their Ideas Above Your Own
❑ Mastered Yourself (Self Aware, Avoid Knee Jerk Reactions)
❑ You Model Agile Values and Principles
❑ You Can Navigate Conflicts
❑ Set a Path of Continuous Learning
❑ Help Advance the State of the Art of Agile
copyright 2022 @ techexpressoconsulting.com
25. Coaching in Various Scenarios
• How do you coach a team in Forming?
• How do you coach a team in Storming?
• How do you coach a team in Norming?
• How do you coach a team in Performing?
• How do you coach a team in High Performing?
• How do you coach a team to be empowered?
• How do you coach a team experiencing resistance?
• How do you coach a team that’s experienced necessary change?
• How do you coach a team that’s experienced an epic fail?
• How do you coach a team that is doing Agile and not being Agile?
• How do you coach a team that is burnt out?
• How do you coach a team that has been successful without Agile? (Trick Question)
copyright 2022 @ techexpressoconsulting.com
26. Agile
Bootcamp for Coaches (ABC)
What is an Agile Coach?
What are the key Skill Sets of a Coach?
How is Team Coaching versus One-on-One Different?
How does a Coach Continue to Grow?
What are the Healthy Habits of a Coach?
copyright 2022 @ techexpressoconsulting.com
27. Self Care Is Important for Coaches
copyright 2022 @ techexpressoconsulting.com
28. The Agile Coaches Tool Kit
Frequently Used Tools and Techniques
copyright 2022 @ techexpressoconsulting.com
29. Honing
Coaching
Skills
The Art of Giving
and Receiving
Feedback
Change
Management
Motivating and
Inspiring Others
Conflict and
Resistance
Management
Professional
Coaching Models
Know Thyself
copyright 2022 @ techexpressoconsulting.com
31. Honing
Coaching
Skills
The Art of Giving
and Receiving
Feedback
Change
Management
Motivating and
Inspiring Others
Conflict and
Resistance
Management
Professional
Coaching Models
Know Thyself
copyright 2022 @ techexpressoconsulting.com
32. 1.5.0 Coaching Skills
The following are important skills needed by
someone in the role of a coach. The skill set
includes observation, constantly evaluating,
active listening, empathising, questioning (ask
the right question at the right time), providing
feedback, following up, goal setting, evaluate,
curious, provide structure/guidance, create
rapport and networks, receive feedback, able to
address resistance and behaviors, check-ins.
An Agile coach should have a mix of soft skills
(i.e. interpersonal skills) and technique based
hard skills (i.e. aptitude with tools and
techniques).
Soft Skills Hard Skills
Creativity Analytical & Critical Thinking
Persuasion, Patience,
Interpersonal Skills
Data Analysis/Metrics & KPI
Collaboration Technical/Software
Development Lifecycle
Adaptability/Agility Business Workflow/Process
Improvement
Emotional Intelligence Transformation/ Change
Management
Problem-Solving
copyright 2022 @ techexpressoconsulting.com
33. Honing
Coaching
Skills
The Art of Giving
and Receiving
Feedback
Change
Management
Motivating and
Inspiring Others
Conflict and
Resistance
Management
Agile
Professional
Coaching Models
Know Thyself
copyright 2022 @ techexpressoconsulting.com
35. ●OSKAR - Outcome, Scale, Know-How, Affirm-Action, Review
● GROW - Goal, Reality, Options, Wrap-Up
● FUEL - Frame the Conversation, Understand Current State, Explore the Desired State, Lay Out A
Success Plan
● CLEAR - Contract, Listen, Explore, Action, Review
● STEPPPA - Subject, Target, Emotions, Perception, Plan, Pace, Action
● ACHIEVE - Assess, Creative Alternatives, Hone Goals, Initiate Action, Evaluate Options, Validate,
Encourage Momentum
● SOLVE - State Problem, Observe, List Exceptions/Options, Verify Plan, Execute Plan
copyright 2022 @ techexpressoconsulting.com
Coaching Techniques
36. ● Ceremony Consistency
● Demonstration of Value
● Facilitation and Training Events (Impact Indicators)
● Agile Certification and Professional Development
● Increase in Quality and Delivery
● Increase in Collaboration and Planning (Impact Indicators)
● Development of Agile Roles (RTE, PM, PO, SM)
● Team Building, Bonding and Stability
● Increase in Motivation/Empowerment/Decision Making
● Setting and Achievement of Goals and Commitments (Consistency)
● Application and Value Generated by using Agile Tools
● Problem Solving and Problem Management (Continuous Improvement Events)
● Achieving Cross Functional Teams and Application
copyright 2022 @ techexpressoconsulting.com
Coaching KPIs and Outcomes
37. • Coaches, just like teams, should strive to continuously improve and mature. The
skill-level used is Master, Journeyman, Apprentice, Novice/Learner.
• Master - Can teach coaching skills across the full list of disciplines listed above,
has a broad range of experience in various environments in all of the disciplines
• Journeyman - Can coach most of the disciplines listed above, is a practitioner of
all of disciplines and may have mastery in certain areas with some supervision
• Apprentice - Someone that is learning and practicing the tools and techniques
across the disciplines under supervision
• Novice/Learner - Someone that is learning the concepts, may have some
certifications but has very limited experience but is engaged in knowledge
sharing and practicing their new skills under supervision
copyright 2022 @ techexpressoconsulting.com
Coaching Maturity
39. Honing
Coaching
Skills
The Art of Giving
and Receiving
Feedback
Change
Management
Motivating and
Inspiring Others
Conflict and
Resistance
Management
Professional
Coaching Models
Know Thyself
copyright 2022 @ techexpressoconsulting.com
41. Honing
Coaching
Skills
The Art of Giving
and Receiving
Feedback
Change
Management
Motivating and
Inspiring Others
Conflict and
Resistance
Management
Professional
Coaching Models
Know Thyself
copyright 2022 @ techexpressoconsulting.com
45. Honing
Coaching
Skills
The Art of Giving
and Receiving
Feedback
Change
Management
Motivating and
Inspiring Others
Conflict and
Resistance
Management
Professional
Coaching Models
Know Thyself
copyright 2022 @ techexpressoconsulting.com
46. What Does This Say About This Person?
copyright 2022 @ techexpressoconsulting.com
47. Discussion: Self Awareness
1. How comfortable are you with Emotional Intelligence?
2. What’s your position on being a Servant Leader?
3. How aggressive is your stance on Agile?
4. How do you naturally respond to conflict?
copyright 2022 @ techexpressoconsulting.com