We help companies increase productivity and improve quality through organizational transformation and support.

Our Agile Coaches will facilitate your team in the development of good Agile practices that make the software development process more efficient.The coach does not guide the team, nor does he have an executive position within the software team. The coach studies the team’s dynamics and helps define guidelines to support the team in the Agile development environment. At the corporate level, the coach helps decision makers to implement the guidelines that help transform the software environment from a traditional to an Agile one.

Organizational Coach

The goal of organizational coaching is to help management to structure the organization to generate the greatest benefits from adopting Agile development. A coach typically focuses on:

  • Evaluate current Agile level of your organization.
  • Having a clear vision of how an Agile organization could be
  • Developing the organizational structure and design
  • Establishing the role of management
  • Managing any organizational impediments backlog
  • Changing management practices from controlling day-to-day work to building capabilities
  • Managing product backlogs
  • Introducing human Resource practices such as performance appraisals and career path development
  • Facilitating organizational releases/roadmap planning and retrospectives
  • Facilitating and managing changes
  • Scrum scaling

The coach works closely together with the management team. Typical activities of an organizational coach include:

  • Training and workshops. It is important for an organization to have a very clear understanding of Agile and lean development in order to build a vision of where the organization and structure might be over time. A basic understanding is often obtained in training, discussions and workshops.
  • Joining management meetings. The Agile coach joins regular management meetings to observe the discussion and decision making and give feedback on how to improve and achieve the organizational vision.
  • One-on-one coaching. The one-one-one sessions help answer any questions or confusion about people’s roles and responsibilities while transforming to an Agile organization.
  • Observation at all levels. The coach spends a significant amount of time observing the results of management actions and their impacts at all levels to identify the gaps between organization leaders’ expectations and the reality, and then faciliates improvement actions to fill the gap. 

Team Coach

The goal of team coaching is to help the team become a self-managing team. This often also includes coaching the ScrumMaster so that s/he can keep coaching the team in the future.A team coach typically focuses on:

  • Developing team roles and responsibilities in self-managing teams
  • Improving the team’s decision making and conflict resolution
  • Ensuring transparency in the team
  • Identifying organizational impediments
  • Improving the relationship between the team and product owner
  • Ensuring product ownership (of the team, the PO, and other stakeholders)
  • Improving Scrum practices and technical practices
  • Training and coaching the team’s (future) ScrumMaster

The coach typically either acts as ScrumMaster or coaches the existing ScrumMaster in the Scrum team. Typical activities of team coaching include:

  • Facilitating Scrum events. Teams often seek out improvement opportunities in how they do Sprint Planning, Daily Scrum, Review & Retrospective, and their Backlog Refinement. A team coach facilitatesworkshops to show how teams could conduct Scrum events more effectively and achieve high ownership of these events.
  • Training and workshops. A good understanding of Scrum and self-managing teams is necessary before a team begins transforming to a self-managing team. The coach provides training in this and helps the team improve by, for example, facilitating workshops to establish team norms and commitments.
  • Shadowing ScrumMaster. A team coach plays the role of a temporary ScrumMaster. But after a while, s/he typically hands over the ScrumMaster role to someone else on the team. The coach spends time explaining and coaching the future-ScrumMaster by shadowing what s/he is doing and providing feedback.
  • Observing and one-on-one discussion. A team coach will spend a significant amount of time simply observing how the team is doing, looking for improvement opportunities, and providing feedback and asking questions to help the team to reflect.

Offshore Agile Coaching

In today’s offshore outsourcing market, the adoption of Agile is rapidly increasing. Agile development is based on the central tenets of collaboration and communication. With thousands of miles separating offshore teams and even bigger cultural divides to bridge, there are many who say that globally distributed Agile teams are destined for failure.

In order to achive effective distributed Agile in offshore operations, it is not good enough to simply teach the process of Agile without also coaching cross-cultural teams in the very essence of Agile practice: Communication and Collaboration.

Without bridging the cultural gap in order to achieve genuine connection with your overseas colleagues, Agile falls apart. Offshore project management intrudes on flat Scrum structures, Scrum members are not empowered to contribute as Agile requires, and waterfall practices begin to 'butt-up' against the customer's organization under the guise of Agile. Based on our 8 years of experience in applying Agile in offshore projects, we have developed a methodology which brings all Scrum team members together to co-define what they mean by Agile, capture it, and become it. A collaborative approach to defining working practices is the cornerstone of a mutually respectful partnership.