Learning Objectives

• Acquire a general vision about Agile, main practices, coaching and the essential skills an Agile Coach
needs to be a catalyst of change in people and organizations.
• Get certified Internationally as an Agile Coach Professional Certificate ACPC®, thus endorsing
your knowledge.

Who is CertiProf®?

CertiProf® is a certifying entity founded in the United States in 2015, currently located in Sunrise,
Florida.

Our philosophy is based on the creation of knowledge in community and for this its collaborative
network is formed by:

• Our Lifelong Learners (LLLs) identify themselves as continuous learners, demonstrating their
unwavering commitment to lifelong learning, which is vitally important in today's ever-changing
and expanding digital world. Whether they pass the exam or not.
• Universities, training centers, and facilitators around the world are part of our network of allies
ATPs (Authorized Training Partners.)
• The authors (co-creators) are industry experts or practitioners who, with their knowledge, develop
content for the creation of new certifications that respond to the industry needs.
• Internal Staff: Our distributed team with operations in India, Brazil, Colombia, and the United States
is in charged of overcoming obstacles, finding solutions, and delivering exceptional results.

Our Accreditations and Affiliations

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Agile Alliance

CertiProf® is a Corporate Member of the Agile

Alliance.

By joining the Agile Alliance corporate program,

we continue empowering individuals by helping
them reach their potential through education.
Every day, we provide more tools and resources
allowing our partners to train professionals
that are looking to improve their professional
development and skills.

https://www.agilealliance.org/organizations/
certiprof/

IT Certification Council - ITCC

CertiProf® is an active Member of ITCC.

The fundamental purpose of the ITCC is to

support the industry and its member companies
by marketing the value of certification, promoting
exam security, encouraging innovation, and
establishing and sharing industry best practices.

Credly

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This alliance allows individuals and companies
certified or accredited with CertiProf® to have a
worldwide distinction through a digital badge.

Credly is leading the digital credential movement,

and companies such as IBM, Microsoft, PMI,
Nokia, Stanford University, among others, issue
their badges with Credly.

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 Who should attend this certification?

Anyone interested in expanding their knowledge in Agile Coach, allowing them the capacity to provide
solutions based on different agile methodologies that are useful for the Company that applies them.

Agenda
• Agile Overview.
• Coaching Overview.
• The Skills of an Agile Coach.
• Coaching Mindset/Key Concepts.
• Agile Coach DNA/Enterprise Level.
• Main Agile Frameworks Overview

Badge
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Lifelong Learning

Holders of this particular badge have

demonstrated their unwavering commitment
to lifelong learning, which is vitally important
in today's ever-changing and expanding digital
world. It also identifies the qualities of an open,
disciplined and constantly evolving mind, capable
of using and contributing its knowledge to the
development of a more egalitarian and better
world.

Acquisition Criteria:
• Be a candidate for a CertiProf certification
• Be a continuous and focused learner
• Identify with the concept of lifelong learning
• Really believe and identify with the concept
that knowledge and education can and should
change the world.
• Want to boost your professional growth

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 AGILE COACH PROFESSIONAL CERTIFICATE ACPC®

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 Agenda

Agile Overview 11
Agile - Self-Diagnostic 12
Relationship Between Agile & Lean 12
Agile Definition 14
Environments V.U.C.A 15
Why do Large Organizations Use Agile? 15
Benefits in Implementing Agile 16
Agility Fundamentals 18
Agile Manifesto 19
The 12 Principles of the Agile Manifesto 20
Declaration of Interdependence - Values 21
Declaration of Interdependence 21
Relationship Agile vs Waterfall 21
Agile vs Waterfall 24
Differences and Similarities 24
Differences in Agile vs Waterfall Thinking Process 25
Different Thinking 26
Differences in Agile vs Waterfall 26
The Agile Mindset 27
Application Exercise of Reinforcement 27
Coaching Overview 28
What is Coaching? 29
Method / Technique / Tool 31
7 Coaching Levels 32
Learning Phases During the Change Process 33

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The 4 Stages to Achieve Wisdom 34
Why Coaching in Agile? The Process of Common Change 35
What is NOT Coaching? 35
A Bit of History About Coaching 36
Resume 36
Coaching Implies 36
What is NOT Coaching? 37
Coach Commitment (Generic and Agile) 37
Values and Principles of a Coach (Generic and Agile) 37
Coach's Most Important Habits (Generic and Agile) 38
Advices for a Coach (Generic and Agile) 38
Coaching Skills (Generic and Agile) 39

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 General Skills of the Professional Agile Coaching 39
The Coaching Process 40
Detailed Process 40
Agile Leadership 41
Powerful Questions to Define Objectives - Part I 41
Powerful Questions to Define Objectives - Part II 42
Powerful Questions Defining Actions 43
Powerful Questions Creating Perspective 43
Agile Coaching Competency Framework 44
Fundamentals Competencies of Agile Coaching 45
Practice Leader Lean Agile 45
Professional Coaching 45
Facilitation 46
Teaching 46
Mentoring 46
Technical Mastery 46
Business Mastery 47
Transformation Mastery 47
Let’s Practice to Identify the Differences 47
Coaching Mindset/Key Concepts 48
Organizations that Have Adopted Agile 3 Main Characteristics 49
Agile Coach 50
Agile Coach - Role 51
Agile Coach Areas 51
Agile Coach Skills 51
Agile Team Facilitation (Agile Mindset) 52
Mentoring vs. Coaching vs. Management 52
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Working with Teams – Agile Coach 53

Concept Analysis 54
Agile Coach DNA/Enterprise Level 55
Introduction to the DNA of an Agile Coach 56
Catalysts for Culture Continuous Improvement 56
Boost Ownership 57
Facilitate Barrier Removal 57
Develop Competencies 58
Promote Awareness 58
Agile Coach DNA – Team Level 59
Agile Coaching DNA - Enterprise Level 59
Agile Practices 60

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 Kafe Model 64
Learning Canvas 65
Agile Frameworks Overview 66
Main Agile Frameworks – Team and Organization 67
Scrum Overview 67
Introduction to Scrum 68
Scrum Components 68
Scrum Principles 69
Scrum Aspects 69
Kanban Method 70
Introduction to Kanban 70
Kanban Application 71
Wrong Reasons 71
Basic Properties 72
Scrumban 72
Introduction to Scrumban 73
Extreme Programming (XP) 73
Introduction to Extreme Programming 74
What is TDD? 75
FDD (Feature Driven Development) 76
Crystal Methodologies 77
Introduction to Crystal Methodologies 78
Focus - Roles 79
Dynamic System Development (DSDM) 79
Introduction to DSDM 80
Agile Unified Process 81
Introduction to AUP 82

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Agile UP Phases 83
DevOps Development and Operations 83
DevOps 84
Why DevOps? 84
DevOps Purpose 85
DevOps Tools 86
Scrum of Scrum 86
Roles (Organization) 87
Implementation Strategies 88
LeSS Large Scale Scrum 89
LeSS 89
Introduction to LeSS 90

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 Framework LeSS 90
Scaled Agile Framework SAFe 91
SAFe 91
Introduction to SAFe 92
Design Thinking 93
Design Thinking Values 95
Introduction to Design Thinking 95
Suggested Flow for a Desigh Thinking Session 96
Let’s Practice Simplifying 92
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Agile Overview

Agile Overview
 Agile - Self-Diagnostic

Initial Activity

• Agile Definition.
• Why do large organizations use Agile?
• Benefits of Implementing Agile.
• The fundamentals of Agile.
• Principles and Values.
• Agile Manifesto.
• Declaration of Interdependence.
• Agile vs. Waterfall.

This exercise helps participants quickly understand how much knowledge they have about the Agile
Manifesto.

Relationship Between Agile & Lean

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Lean is a series of principles focused on eliminating all tasks that do not add value to what we are doing
Applied to a project, which does not add value to the final product or service To do so, he visualizes
the entire process that takes place in a value chain throughout a project and, at all these points that
occur, eliminates it.

What we know today as " comes from "lean manufacturing", largely from Toyota,and its basic principles
are: Fully customer oriented and based on building lasting relationships between customer and
suppliers.

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"Agile" is a series of values ​​and principles based on the agile manifesto. The Agile manifesto is born
in the world of software development, as opposed to traditional design methodologies (long, slow,
heavy, and often with unwanted results, either by customer or vendor). The principles of agility are
based on people and their relationships. Fast deliveries of the highest quality are sought, both for
product and service, so that the customer understands what is being done and brings changes that
bring the product closer to what it wants and is feasible in time and cost. The lasting relationship with
him is sought after and he participates in the development of the product or service.

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 Lean principles help promote the necessary mindset and culture within the company. Agile is based
on early deliveries that add customer value and flexibility to vary the product. Are you really the same
or see substantial differences?

I see Agile and Lean as fundamental principles from which, by selecting the most appropriate tools for
each client / project / team, they can help us achieve success on each of our projects. Do you agree
or are you one who believes that it is best to follow each principle closely and use each tool strictly?

Agile Definition

It is the ability to quickly move and respond to changes, to achieve the goal of creating products and/
or services of value in turbulent environments.
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Environments V.U.C.A

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Why do Large Organizations Use Agile?

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 Companies like Google, Apple, Facebook, Amazon, and Microsoft as well as some newer ones like
Netflix, Airbnb, Tesla, and Uber have a common denominator and is that they focus their efforts in:

• Understanding the behavior and feelings of their clients.

• Predicting and creating new trends.
• Simplify and automate the process to improve the experience of their clients.
• They adapt to constant uncertain and volatile changes.
• They manage in the best possible way the data and information they have in all stages.

As common vehicles of transformation, growth, and leadership, these companies have practices,
techniques or Agile methodologies, being the transformation of people, the critical element of success
or failure. Agile is where people can contribute tools for organization acceleration, but moreover to
help people in the adoption on the least amount of time, which is vital. In this context, the Agile Coach
is extremely relevant in any organization that is looking to survive, grow or innovate in markets and
highly competitive environments.

Source: Talking with the future in a VUCA world – How to create exponential organizations and manage the duality of markets
in transformation.

Benefits in Implementing Agile

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Source: The 12th annual State of Agile Report.

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 AGILE COACH PROFESSIONAL CERTIFICATE ACPC®

This picture from unknown author it’s licenced CC BY-SA-NC.

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Agility Fundamentals
Agile Manifesto

We are discovering better ways of developing

software for our own experience and to be able
to help others.

Through this work we have learned to value the

following:

February 11th, 2001. Snowbird Utah, USA. (3 days).

https://siamchamnankit.co.th/history-some-
pictures-and-pdfs-of-the-agile-manifesto-
meeting-on-2001-a33c40bcc2b

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 The 12 Principles of the Agile Manifesto

1. Our first priority is to satisfy the client through early and continuous delivery of valuable
software.
2. We accept that the requirements change, even at late development stages. Agile processes use
these changes to provide a competitive advantage to the client.
3. We deliver working software frequently, between two weeks and two months, preferably in
the least amount of time.
4. Business owners and the developers should work together daily throughout the project.
5. Projects are developed by motivated individuals, therefore, they should be provided with the
environment and support they need and trust them with the execution of the job.
6. The most efficient and effective method of communicating information to the development
team and among its members is a face-to-face conversation.
7. Working software is the main measure of progress.
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8. The agile process promotes sustainable development. Sponsors, developers, and users should
be able to keep a constant rhythm indefinitely.
9. Continuous attention to technical excellence and good design improves agility.
10. The art of maximizing the quantity of work not done is essential.
11. The best architectures, requirements, and designs emerge from self-organized teams.
12. At regular intervals, the team reflects on how to be more effective so that later they can adjust
and refine their behavior accordingly.

Source: http://agilemanifesto.org/

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Declaration of Interdependence - Values

The Declaration of Interdependence of Project management was written at the beginning of 2005 by
a group of 15 Project leaders as a supplement to the Agile Manifesto.

It enumerates six management values needed to reinforce an agile development mentality, particularly
in the management of complex and uncertain projects.

Declaration of Interdependence

1. We increase the return on investment by focusing on the continuous flow of value.

2. We provide reliable results by involving the clients in frequent iterations where they are also
responsible for the work.
3. We assume that there will be uncertainty and we overcome them through iterations, anticipation,
and adaptation.
4. We give free rein to creativity and innovation by recognizing that people are the ultimate source of
value and we create an environment where they can have a positive impact.
5. We increase the performance through the accountability of the teams in terms of results and
efficiency, responsibilities that they all share.
6. We improve the efficiency and reliability through specific situational strategies, process, and
practices.

Relationship Agile vs Waterfall

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 AGILE COACH PROFESSIONAL CERTIFICATE ACPC®

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23
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 Agile vs Waterfall

Differences and Similarities

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Differences in Agile vs Waterfall Thinking Process

Projects are made by and for people, so the correct application of any framework depends to a large
extent on how these people think and reason, which is based on how they have been formally and
informally educated to work.

“Waterfall” or predictive frames are mainly based in defining the requirements or needs of the clients
from the beginning to be able to estimate everything necessary to cover these needs, from human,
financial and technology resources, to the possible risks that may occur during the execution of a
project. Realistically, everything must be ready to start a project.

However, the constant, uncertain and volatile changes of the market, society, customers and technology
make the predictability little assertive since something is certain today may not exist tomorrow or
worse yet it may no longer be the client’s interest.

It is because of this and many other factors that Agile frameworks such as Scrum, Kanban, XP and
even Lean are getting more importance. Their first characteristic is the adaptability based on the value
for the client, helping the client through collaboration and integration to define their requirements
and needs little by little allowing them to validate in short periods of time and partially if their needs
correspond to the expected value and by active feedback about tangible and functional deliveries,
adjusting the characteristics of the product or service until the desired value is achieved, adapting to
the constant changes in the market.

Although one of the biggest challenges to be Agile is to help people to change their way of thinking,
paradigms, and teachings, today many people believe that Agile is like a “Quick Waterfall” cutting time
and resources with very poor foundations achieving big failures, this is why the Agile Coach must make
a personal mindset change to help other people in this transition.

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 Different Thinking

Differences in Agile vs Waterfall

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The Agile Mindset

Application Exercise of Reinforcement

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 Coaching Overview

Coaching Overview
What is Coaching?

How progressive mindset influences outcomes.

In order to achieve our dreams and goals, whatever the stage of life, we must always focus on positive,
dedicated and high self esteem. Add to that: resilience, overcoming difficulties and the power to
resignify learn from our mistakes, and move on stronger and more prepared. This desire to learn more
and more and grow and expand our possibilities. It is the motto of the progressive mindset. No one is
an island that cannot change and alter the course of its history. We can all do it differently Just believe!

"Our mindset explains a lot about our optimistic or pessimistic way of looking at life and behaving in
front of it".

Carol S. Dweck, professor of psychology at Stanford University, United States; Our mindset explains
a lot about our optimistic or pessimistic way of seeing life and behaving towards it. For Carol, there
are two different types of mindset: fixed and progressive, and these define both types of profiles well.
Fixed mental activity is one that leads individuals to believe that if they are not born with certain skills
and gifts, they will naturally not be able to develop them throughout their existence. These people,
both professionally and personally, tend to have more negative thoughts and stagnate and demotivate
because they do not believe in themselves. On the other hand, progressive minded people believe that
their talents and abilities can develop if they are patient, focused and dedicated to it. Professionals
with this profile are those who are destined for success, as they continually seek to overcome their
limitations and improve their knowledge.

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 1. Human Being (Humanity)

A good coach continuously understands and specializes in everything that concerns the human
being and the process of change and increased performance. It seeks to know the interaction
between psyche and body and mind (neurology, biology and physiology of people), about
psychological styles, personality types, personal styles, about behavior, attitude, motivation and
everything related to change and performance. And above all, it is part of the group of human beings
that constantly seeks improvements, evolution, learning, self-motivation and self-transformation,
becoming an example and model of excellence.

2. Methodology

Coaching is based on methodologies, processes and systemic thinking. Coaching is much more
effective if it is based on modeling successful people, models of excellence. We will use
practice-proven training models and internationally used models during training.

3. Techniques and Tools

Coaching is supported by techniques and tools that improve client outcomes effectively and professionally.
A good coach always seeks to update himself through training, reading, sharing experiences, so that
he can achieve the best results as quickly as possible with the technologies available in the market,
developed, modeled and tested. We will use scientifically proven techniques and, above all, that
deliver effective results in practice, and we will use structured roadmaps and questionnaires that
make life easier for coaches and generate surprising results.

Coaching is a process with a beginning, middle and end and where the client has constant coach
support to achieve extraordinary results in their life.

Coaching is a powerful and extraordinary process of development and acceleration of results. With
its different techniques, methods and tools; This methodology goes beyond everything we know,
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because in an objective, planned and focused way, it helps people and companies achieve their
goals in the short, medium and long term.

But why is coaching so effective? What's different about this method? Why do so many people
around the world, from different ages and stages of personal and professional life, choose this? The
answer is simple: because it works!

Coaching works with the tools the person has and, if not, helps in their development. This is fantastic,
as it is a process centered on the present and the future, that is, what one considers one's ideal
state. Thus, at all levels, coaching is presented as an incredible tool to develop the human being in
all its dimensions.

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Coaching Steps could be summarized: at the beginning, middle and end, because unlike other
development processes, Coaching has a right date to end. The first step to this is to make the
meeting between Coach and Coachee, where the professional and his client introduce themselves,
know the current state and define the objectives of the process, and the desired state.

It is also at this first stage that the number of sessions is stablished and the meeting times, values,
locations and dates are predetermined. After the most technical details, it's time to act, it's time to
train.

In this second step, the coach conducts his coaching training by explaining the coaching nomenclature,
its working model and how to proceed during meetings. This is an important time, because through
this alignment and what the coachee says, tasks will be defined to optimize their results within the
set time.

Then weekly, monthly, or biweekly, they will meet to assess progress, work on strengths, improvement
points, correct failures, and define new tasks until the goal set at the beginning of the process is
reached.

This result can last up to 10 sessions or has already been achieved on the second date. It will all
depend on the customer's availability, commitment and motivation towards their goal. The more
open you are to the process, the greater your chances of success. So if you want to continue, take
advantage of the remaining coaching sessions to work on other goals.

For all that, we can say that Coaching is a wonderful system of co-creation, where coach and coachee
come together to achieve the extraordinary results one seeks. So if you also need a proven and
effective process that increases your chances of development and evolution in every way, Coach!

Method / Technique / Tool

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Coaching tools, techniques and methodology have different applications and are important for
achieving great results.

Today we will talk about the differences between training tools, techniques and methodologies. You
already know that coaching is a combination of various sciences, including psychology, administration,
sociology, anthropology, philosophy, and many others.

Also, is it a process that brings together tools, techniques and methodologies that aim to increase
a person's performance through self-knowledge and self-development, right? Therefore, let's talk
about the concepts we use in our learning process and in the Coaching process itself, as well as their
applicability.

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 Let's start with coaching tools. They are extremely important in identifying behavioral profile, self-
awareness, desired status, trip planning, change definition, specific characteristics, and other
information about Coachee.

We can say that the tools are tangible resources, such as tests, questions, charts, forms, planning sheets
and some types of dynamics, whose purpose is to gather important information that contributes to
the coaching process, as well as generate reflections and changes from Coachee. We have the tools
that measure Coachee's commitment, results and evolution during the Coaching process.

Coaching techniques have as main objective to establish a relationship between Coach and Coachee, a
relationship of trust, understanding, complicity and commitment between the parties. We use Rapport,
Psychogeography, Flow, Probable Eye Movement, Relaxation, among other techniques, which aim to
establish a secure connection and extract information in nonverbal communication.

In a second moment, the techniques also help to reach the goals, in order to search for information
found in self 2 and bring it to self 1, generating ideas through reflection. Examples of bourgeois
feedback, positive sponsorship, Shazan, association / dissociation, among others, are the techniques
used in the process. We do not use paper or electronic resources, just knowledge of the applicability
of the technique, interpret Coachee's response and offer clarification of situations through rethinking,
for example, which is another very important technique.

It should be noted that coaching techniques and tools can be repeated in the process if necessary, so it
is necessary to have a thorough knowledge of the coach regarding their applicability. This will depend
on the evolution and development of Coachee toward its goal and satisfaction.

7 Coaching Levels
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One of the great learnings of the neurological levels, which underlie the evolutionary process, and
the initial inspiration of the 7 levels of the evolutionary process theory, from which all studies and
connections began, is that when changes occur in the first three levels (Environment, Behavior, and
Skills do not have a substantial effect on higher levels).

A change in the environment level, for example, offers a remedy for remediation, but it does not
produce an internal change in the individual, does not prepare him for new situations that his cycle of
existence will surely bring back.

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Deepening exchange rates at different neurological levels, we can say:

1 - Coaching Remediation / Remediation Changes: These occur at the behavioral and environmental
levels. These are behavioral changes and may occur due to conditioning, as they are related to direct
action and reaction structures.
2 - Generative changes / Generative coaching: occur at the Beliefs / Values ​​and Skills / Knowledge
levels and are related to permissions, motivations and behavior management.
3 - Evolutionary Changes / Evolutionary Coaching: occur at the Spiritual and Identity levels. These
are changes related to mission and purpose. They often have a great effect on our lives and can be
generated by meaningful and often emotionally involved experiences.

Conversely, changes at higher levels, such as Identity and Spirituality, can cause transformations at
all other levels, because the individual with a new and greater view of himself and the universe can
resignify environments, change behaviors. And of course, he is more likely and determined to develop
new skills and strategies.

Source: IBC Institute - Brazil - Recognized by OHIO University

Learning Phases During the Change Process

The client must have the desire or need to change.

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 The 4 Stages to Achieve Wisdom

Achieving wisdom is a virtually predictable process.

The key is to understand the process and where you are in it.

Remember that these stages are NOT random, you will face new challenges or the environment might
change, you can always go back or move forward the important thing is to be conscious of your stage
and the stage of your organization.

Stage #1: Unconsciously Incompetent. Stage #3: Consciously Competent.

In the first stage, we are incompetent; but we do In this stage, things work out for you when you plan
not know it, so as a result, we are happy and full and execute it at perfection.
of motivation.
You need constant focus to make sure that you do
This stage starts when you are offered a promotion everything the way you should.
or decide to start a new business, new relationship,
a new sport, new hobby or you are assigned to a In the previous stage, the most important habit was
job where you will be the Agile Coach or you will to learn from mistakes.
be working under a new framework.
In this stage, the most important habit is practice.
The support and Coaching will be very useful to
Stage #2: Consciously Incompetent. maximize your results.

At this moment we are conscious that we are Stage #4: Unconsciously Competent
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incompetent, all the motivation and excitement

become just a memory. This is the stage of the greatest wisdom. You no
longer have to think to achieve your goals. The
This is the moment when we give up. principles of success are internalized in you and it is
manifested automatically.
Typical phrases of this stage:
• I was not born for this. Here is vital that you do not lose sight of introspection
• This does not work for me. and to try to improve constantly. It is also important
• I do not get this Agile thing. to look for new challenges for you, your team and
• I think this is just a temporary or hipster trend. organization; Agile is also to search for a constant
change.
The training and formation about Agile are key in Source: Víctor Hugo Manzanilla
this stage. Adaptation: Diego Ochoa Rivas

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Why Coaching in Agile? The Process of Common Change

The Agile Coach is primarily a professional that helps people and organizations in the process of
changing from a current status to a better or future status in the least painful way, but with the intent
of achieving phenomenal and sustainable results.

But… who wouldn’t like to improve? If you are doing okay, why improve? Although the current
environment may seem very normal, the reality is that very few people are willing to change their
initiative. That is why a professional that helps facilitate this change beyond the use of techniques and
tools is key to the success or failure of any Agile initiative.

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What is NOT Coaching?
It is during this process that individuals and organizations experience changes where the skills in:

• Training: Help to understand more about the benefits, scope, and responsibilities within the agility
that will allow alignment of expectations.
• Facilitation: It allows through techniques and tools, to reach established objectives, mainly during
work meetings.
• Mentoring: Facilitates the resolution of problems in the different stages of change based on the
experience of the Agile Coach.
• Coaching: Allows integral development, facilitating the adoption and adaptation of the agility from
the experience of each individual of the organization in transformation.

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 A Bit of History About Coaching

• “Help to learn instead of teaching”. Socrates.

• Coach (Carriage and Coach), is a metaphor about the fact that certain people (Coaches) turn into
the best vehicle to transport others (Coachee or client) to their goals with the greatest success,
speed and solvency possible.
• “The opponent who lives in the head of the player is more important than the player on the other
side of the net. Unleash the potential of people so they can maximize their performance”. Timothy
Gallwey.
• “Could we apply the same methods related to sports to the difficulties that companies face? >
Surge Organizational Coaching”. John Whitmore.

Resume
Coaching is a way of managing, treating people, thinking, being and being.

“It is about unlocking a person's potential to maximize their performance. It is helping you learn instead
of teaching you".

Make Coachee aware without answering questions by asking questions that lead directly to your goal.
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Talk with respect, openness, empathy, compassion and a strict commitment to telling the truth.

Coaching Implies
• Motivation.
• Potential.
• Development.
• Skills.
• Support.
• Active Listening.
• Feedback.
• Rapport.
• Powerful Questions.

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What is NOT Coaching?

• Psychotherapy (in no context can be applied).

• Not coaching, but can be applied as a strategy in the agile:

• Mentoring.
• Consulting.
• Advisor.
• Formation.

Coach Commitment (Generic and Agile)

I am driven by your goals.

I am your guest.

I share knowledge.

I respect learning.

I do not know everything.

I offer compassion.

I look for a balance between holding my hand and letting go.

Source: http://agilecoachesoath.org/

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Values and Principles of a Coach (Generic and Agile)
Respect

Value

Transparency

Collaboration

Humility

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 Coach's Most Important Habits (Generic and Agile)

Advices for a Coach (Generic and Agile)

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38
Coaching Skills (Generic and Agile)
These are the skill and approaches that are currently used in the profession of Coaching worldwide,
different sources nurture this list.

Any professional Coach should demonstrate their understanding and practice.

REMEMBER:

COACHING: METHOD.
COACH: PROFESSIONAL RUNNING COACHING PROCESS.
COACHEE: CUSTOMER PERSONING "PASSING" THROUGH A COACHING PROCESS.

General Skills of the Professional Agile Coaching

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39
 The Coaching Process

Detailed Process

• Create Relationship Agreements. • Active listening. • Outcome

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• Set process goals. • Powerful questions. Measurement.

• Presence of trust and Coach. • Direct communication • Sustainability
(articulation). Agreements.
• Consciousness building.
• Inventory Design.
• Action versus goal
management.

Powerful questions and articulations are key to cre-

ating a Coachee (client) awareness that enables you
to design your own actions that you commit to or-
ganically.

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Agile Leadership

https://www.linkedin.com/pulse/12-dimensions-agile-leadership-jonathan-kessel-fell/
Source: Jonathan Kessel-Fell

Powerful Questions to Define Objectives - Part I

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Each of these questions can be the start of other ones using the “what”, “when”, “where” and “how”.

Do not make the mistake of structuring your session based on a series of pre-arranged questions.

As a Coach, you should have compassion for your client, which will allow you to put yourself in their
shoes and analyze their reality, goals, frustrations, etc. This will provide you context to ask the question
that suits the moment and situation during the Coaching session.

It’s more important to know how to listen than what to ask, but only with the right question, you could
listen to what will allow you to move forward.

Source: BlogdelCoach.com

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 • What are your objectives?
• What do you want to achieve and why?
• Are your goals realistic?
• Are they ambitious enough so you don’t lose motivation quickly?
• What does your intuition tell you about the goal you want to achieve?
• If the objectives defined by the client are generic: Can you describe the objective in detail to the
extent that it is measurable in some way?
• What would be your short term goals if you knew you have only 1 year left to live?
• What would your goals be if you knew you only had 1 month left to live?
• Imagine 5 years have passed and you feel proud of having achieved what you wanted. Create a list
with the 5 accomplished goals that make you feel proud since then.
• Imagine that today you have achieved all the goals that are important for you. What do you still need
to change?
• If life could be divided into areas such as health, money, love, family, physical condition, self-esteem,
career/business, personal accomplishments, and leisure, would you be leaving an important part
out?
• Which areas of your life do you have to work on because you need to improve it as soon as possible?
• Describe in a sentence the most important goal for you. If I told you that you can get even more, how
would you improve that goal?

Powerful Questions to Define Objectives - Part II

• If you could add something else to your life what would you add?
• What is it that you could do if you did not have money problems?
• Imagine that you got the money you needed to quit your job and do what you always wanted. Imagine
that 3 years have passed, describe in detail what you have achieved that makes you feel proud.
• What does it take for you to feel motivated to take action on the things you have decided to do this
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week?
• What do you have to do to achieve the financial freedom that would allow you to live the lifestyle
you want?
• What is more important to you: free time or money? Why?
• For what reasons do you want to be remembered when you die?
• What would be the most valuable thing you could obtain from this Coaching session?
• If the area in your life that needs the most help is “money”, describe:
● What do you want to get with the money?
● What would have to happen in the next days/months so that when you wake up you feel happy?
● Can you list what you need to achieve in each area of your life so that your life can be perfect?
● What does it take for you to feel motivated to take action on the things you have decided to do
this week?

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Powerful Questions Defining Actions

• What has the person that achieved the do you have?

objectives you want to achieve done to • If you had more time available to move towards
accomplish them? your goals, what would you do differently?
• What actions do you need to take to get the • If you had less time available to move towards
information you need? your goals, what would you do differently?
• What is the next step? • What do you think the person you most admire
• Describe in detail what you will do this week to would do in your place?
move forward. • If you had the person that has achieved your
• Can you do more? goals in front of you, what would you ask?
• If the person you want to be was standing in • What are the steps and actions that you can
front of you, what would he/she recommend take right now to get closer to your goal?
to you? • What information do you need to move
• What should I say to you as your Coach when I forward?
see you doing something that limits you? • If you could have in front of you the person who
• To improve, what needs to happen? has all the answers to your questions , doubts
• What can you do to get the support from those or lack of information, what would you ask?
you need? • If you knew by chance that everything you do
• If you do not have the necessary resources to in the next 4 weeks will turn out good, what
take the actions you believe are necessary to would you do?
move towards your goal? What other options

Powerful Questions Creating Perspective

• What would be the biggest impact in any area of your life or in the life of your loved ones if you
accomplish your most important goal?

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• If you did not have any preconceptions and/or taboos, what would you do that you currently do not
do?
• What have you accomplished so far in your life that makes you feel proud?
• Is there any preconception or taboo that blocks you from taking action?
• What can you be thankful for these days?
• Is there someone you admire that has an opposite or very different vision than yours? Tell me, how
do you feel about that?
• What would happen if you change your way of seeing things?
• Why did you think this was the best option?
• What have you learned from this experience?

In general, it’s very important to avoid questions that suggest closed answers such as “yes” or “no” or
trends to an expected answer.

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 Agile Coaching
Competency
Framework
Agile Coaching Competency Framework
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44
Fundamentals Competencies of Agile Coaching

Adapted From ACI Agile Coach Competency Framework www.agilecoachinginstitute.com

Practice Leader Lean Agile ProfessionalCoaching

Ability to learn and deeply Ability to act as a Coach,

understand agile frameworks based on the interest of a
and Lean principles, not only at a client, helping to determine

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practical level but also at the level of a direction; instead of
principles and values that underlie advising or giving opinions
the practices that allow proper based on the Coach’s
application as well as innovation. experience.

To be a teacher and learner

continuously through introspection,
collaboration, and continuous
improvement.

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 Facilitation Mentoring

A natural process that Abilitytoshareandimpart

guides individuals, teams, experience, knowledge,
and organizations in a and guides based on
process of discovery and one’s own experience to
adaptation, maintaining help others grow in the
their purpose and definition same or similar domain of
of success. knowledge.

Teaching Technical
Mastery
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Ability to offer the right Ability to “get your hands

knowledge at the right dirty” when designing, coding,
time, teaching in the right performing engineering test
way so that people, teams, or doing some other technical
and organizations use the practice, with a focus on
knowledge for their best the promotion of technical
benefit. craftmanship through example
and teaching through practice.

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 Business Mastery Transformation
Mastery

Ability to apply strategy and

management frameworks Ability to facilitate, catalyze
of business to use Agile as and lead the change or
a commercial advantage organizationaltransformation.
through Lean Start-up, This area is based on
innovation techniques, change management, the
business process organization's culture,
management approaches development, systematic
based on flows and other thinking, and other behavioral
techniques related to sciences.
innovation in the business
environment.

Let’s Practice to Identify the Differences

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47
 Coaching Mindset/Key Concepts

Coaching Mindset/Key
Concepts
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48
Organizations that Have Adopted Agile 3 Main Characteristics
1. The Law Of The Customer

2. The Law Of The Small Team.

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49
 3. The Law Of The Network.

*From an article by Steve Denning:

http://www.forbes.com/sites/stevedenning/2016/09/08/explainingagile/#4415385e2ef7

Agile Coach
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• Self-awareness.
• Self-management.
• Leadership and self-organization.
• Neutrality in Coaching.
• Emotional intelligence -EQ.

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Agile Coach - Role

An Agile Coach helps a team or individual to adopt and improve agile methods and practices.

A professional coach works in the following categories:

Coaching categories:
• Career Coaching.
• Life Coaching.
• Business Coaches.
• Executive Coaches.

Discussion: Can an Agile Coach perform in these fields? How could he exercise his role?

Agile Coach Areas

Agile Coach Skills

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• Demonstrate strong knowledge and experience in Agile concepts.
• Background in Coaching.
• Facilitation.
• Knowledge of models to scale Agile.
• Knowledge and experience in training adults.
• Communication skills.
● All the levels, including executive level.
• Ability to influence others.
• Networking.
• Previous experience in the adoption of Agile or as a Scrum Master.
• Programming knowledge.
• Competence in relevant programming languages.

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 Agile Team Facilitation (Agile Mindset)

• Facilitating commitment.
• Facilitating collaboration.
• Facilitating full participation.
• Facilitating meeting / Agile ceremonies / retrospectives / remote teams.
• Facilitate decision making.
• Meeting organization tools.

Mentoring vs. Coaching vs. Management

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Source: Caroline Sauvé @caro_sauve Agile Alliance Conference – Agile2018 CertiProf is Agile Alliance
Corporate Member

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Working with Teams – Agile Coach

Team development model from Bruce Tuckman in

1965.

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Source: https://www.slideshare.net/trunghn/trung-hoang-shuhari-applied-to-agile-team

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 AGILE COACH PROFESSIONAL CERTIFICATE ACPC®

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Concept Analysis
Agile Coach DNA/Enterprise Level

Agile Coach DNA/

Enterprise Level
Module based on Agile Coach DNA Book, Manoel Pimentel Medeiros, 2019.

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 Introduction to the DNA of an Agile Coach

Agile Coaching is an approach to promote change in an organization to improve productivity, behaviors,

and results in the context of the development of solutions/products. To promote these Agile coaches
can work on 5 elements.

1. Catalyze Improvement.
2. Promote Awareness.
3. Boost Ownership.
4. Develop Competences.
5. Facilitate the elimination of barriers.

These elements work as great objectives for Agile

Coaches.

CertiProf is authorized by the author for use /

distribution of book images Agile Coach DNA.

Catalysts for Culture Continuous Improvement

Agile Coaches should act as catalysts for the

culture of continuous improvement.
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Providing support and facilitation to the change

process is the main element during the Agile
Coaching process. As Agile Coaches, we need to
continually help organizations, teams, and people
in the journey from the current state to the future
state. That is the true essence of coaching.

As Agile Coaches, we need to master models

related to the management/facilitation of
changes. These models can help us support
people to create a smooth journey towards
change.

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Boost Ownership

Agile Coaches should avoid dictating solutions

and must practice a non-judicial approach to help
people build their way to some goal.

“Give a man a fish, and you feed him for a day.

Teach a man to fish, and you feed him for a
lifetime”.

Facilitate Barrier Removal

Agile coaches are not secretaries of the
organizations.

Facilitating barrier removal is about how to help

people develop the skills and the resources to
overcome barriers on their own. Teach people
how to eliminate obstacles on their own instead
of simply removing barriers for them.

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During an agile transformation/change initiative,
there are many obstacles to adopt new behaviors
and practices.

Agile Coaches should act as facilitators of change.

A change facilitator is someone that helps the organization to identify opportunities to improve and
promote collaborative strategies to maximize the success of the change efforts. We always have
driving forces (positive forces) and restriction forces (resistance) to accomplish any goal during the
change initiative.

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 Develop Competencies

Helping people learn new skills (soft and hard) is

one of the key ingredients of Agile Coaching.

To develop people’s skills, we can create a

combination of two approaches: Coaching and
Mentoring.

Agile Coaches need to help the organization in

the creation of strategies to create a learning
culture.

We can use different practices to achieve this

goal.

Promote Awareness

To catalyze improvements, it is important to

help people be aware of problems, gaps, needs,
solutions options, etc.

Most of the time, Agile Coaches provide support

for people to explore their mentalities, behaviors,
and consequences to promote changes and
improvements.
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Agile Coach DNA – Team Level

Agile Coaching DNA - Enterprise Level

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59
 Agile Practices

Examples of an agile coach's activities:

1. Facilitate sessions to visualize changes involving human capital from different levels of the
organization.
2. Perform behavioral analysis to identify what changes are needed to deal with human capital for
the best implementation of agile methodologies or frameworks.
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3. Facilitate sessions to map the organization: strategic map (mission, vision, values). Identify
weaknesses and choke points. (SWOT Analysis).
4. Help the organization to create data visualization strategies (transparency - osmotic
communication).
5. Individual sessions with team members.
6. Provide training, specifically observing agile practices.
7. Facilitate retrospectives to identify organizational improvements.
8. Help teams create relevant information radiators.
9. Help leaders build on Agile best practices to facilitate daily routines or events.
10.Help teams implement best practices to increase productivity and delivery quality.

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A change facilitator helps identify opportunities to build collective strategies to maximize change
success.

1. Developing a shared vision.

2. Simultaneous focus on the organization's hard and soft skills.
3. Development of a network of committed and skilled people.
4. Find the Minimum Viable Improvement (MVI).
5. Find the SEE-FEEL-CHANGE (do not pursue purely logical arguments, but the significant
experience that these arguments make sense to each of the parties involved in the change
process).
6. Maximize enablers and minimize strength aspects.
7. Monitor and adjust strategies in response to emerging or emerging issues.
8. "Walk the Talk": Congruence what you think, design, do.
9. Be a multifaceted, non-fiscal facilitator.

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This picture from unknown author it’s licenced CC BY-SA-NC.

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63
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Kafe Model
 Learning Canvas

65
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 Agile Frameworks Overview

Agile Frameworks
Overview
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Main Agile Frameworks – Team and Organization

Source: Agile Practice Guide, developed as collaborative effort by Project Management Institute and Agile Alliance

Scrum Overview

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 Introduction to Scrum

Benefits
• Delivery up to 75 % faster.
• Reduction of costs up to 42 %.
• Development of high performance and self-
organized teams.
• Ability to respond to changes from 1 to 6
weeks.

Challenges
• Have all the roles to be prepared.
• Ambiguous application guides.
• Adaptation of processes and techniques.
• Scaling programs and portfolios.

Scrum Components

Agile Framework that uses

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iterative and adaptable

approaches to develop
products and projects. Find
the fastest and most flexible
way to deliver the highest
value in the least amount of
time.

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Scrum Principles

• Commitment.
• Courage.
• Focus.
• Openness.
• Respect.

The members of the Scrum

Team learn and explore
these values as they work
on Scrum events, roles and
artifacts.

Scrum Aspects

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 Kanban Method

Benefits
• Easy implementation and adaptation.
• Productivity increase by up to 30 %.
• Greater flexibility and adaptation to changes.
• Transparency and continuous workflow.

Challenges
• Instability in the amount of work.
• Monitoring and compliance of activities.
• Little disruptive and orderly.
• Scalation in multiple teams.
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Introduction to Kanban

• Born from the Toyota Production Model.

• Kanban means “card you can see”.
• Involves the use of visual aid to follow up on production.
• This process was observed in the 50s in the grocery stores (JIT).
• The use of visual aid is effective and has become a common practice.
• A Kanban board helps the team increase its effectiveness.
• Adopted as an “Agile practice” in the early 2000s.

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Kanban Application

It is better used when the team needs the

following conditions:

• Flexibility.
• Focus on continuous delivery.
• Increase in productivity and quality.
• Greater efficiency.
• Focus on team members.
• Variability in the workload.
• Waste reduction.
• Respect current processes.

Wrong Reasons

• It seems easier, simpler, friendlier.

• You don’t need to change anything… Like Scrum.
• Scrum implementation failed.
• Where do I need to defragment the problems?

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 Basic Properties

• Visualize the workflow.

• Limit work in process.
• Manage the flow.
• Define the process.
• Make the process policies very explicit.
• Implement feedback cycles.
• Improve collaboratively.

Scrumban
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Hybrid framework, there is no single official framework.

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Introduction to Scrumban

• A hybrid approach, for the transition from

Scrum to Kanban.
• Work set up for short periods (ideally 1 week,
max 2 weeks).
• Use of Kanban boards to visualize and monitor
the work.
• Use Daily Stand Up to collaborate and
eliminate impediments.
• Little advance planning (by Sprint).
• There are no predefined roles (in some cases
it’s Agile Coach).
• It’s based on Scrumbut combined with Kanban.
Uses the prescriptive nature of Scrum to be agile. It uses
the improvement of the Kanban process to allow the team
to continuously improve its process.

Extreme Programming (XP)

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Benefits

• Very organized programming applicable in any language.

• Efficiency in the planning and testing process.
• Very low error rate.
• Encourages communication between customers and developers, facilitating changes.
• The client has control over priorities.
• Continuous tests are done during the project.
• Better used in the implementation of new technologies.

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 Challenges

• Correct collaboration with the client in reality.

• Lack of capacity to lead the team.
• Underutilization of resources.
• Applicable to small teams.

Introduction to Extreme Programming

• The Extreme Programming (XP) was created at the Chrysler Corporation.

• It gained momentum in the 1990s.
• Avoid the radical increase in the cost of changing software over time.
• Key features:
● Incremental development.
● Flexible schedules.
● Automated test codes.
● Verbal communication.
● Design in constant
evolution.
● Linking short and long term
of all those involved.
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Extreme Programming has been

widely adopted due to its well-
defined engineering practices.

Emphasizes 5 values:
● Comunication and collaboration.
● Simplicity.
● Feedback.
● Courage.
● Respect.

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What is TDD?

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• TDD is based on two rules:
● Do not write code unless there is a test
failing.
● Eliminates duplicates (DRY).
• The mantra used in TDD is:
● RED.
● GREEN.
● REFACTOR.
• TDD has two types of tests:
● Unit test.
● Acceptance test.

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 FDD (Feature Driven Development)

Developed to meet specific needs in large Roles:

software development projects. • Project Director.
• Chief Architect.
Each characteristic is related to a small value • Development Director.
feature. • Chief Programmer.
• Owner of the class and/or domain expert.
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Organized in 5 stages that progress iteratively:

• Develop a general high-level model.

• Build a list of features.
• Plan by features.
• Design by feature.
• Build by feature.

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Uses best software development practices such as:

• Subject objects based model.

• Development by features.
• Individual class property.
• Teams by features.
• Inspections.
• Configuration management.
• Periodic construction.
• Visibility of the process and results.

Crystal Methodologies

Benefits:

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• They are appropriate for light environments.
• Cost reduction is experienced since they are
designed for change.
• Present more transparent planning for
customers.
• In each iteration, the objectives for the
following iteration are defined.
• Allow very useful feedback from the users.

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 Challenges:

• Delimits the scope of the project with the

client.
• It may not be feasible for large projects.
• Stablishes assigned teams but not the
distribution.
• Still under development.

Introduction to Crystal Methodologies

• Group of methodologies introduced by Alistair

Cockburn in the early 90s.
• Based on the observation of several teams
that followed Agile methodologies.
• People-focused.
• The development process and tools are not
fixed.
• Adjusted to the requirements and specific
characteristics of the project.
• They are “light methodologies” that avoid
strict processes.
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The name comes from precious stones.

Factors such as:

• Comfort.
• Money at discretion.
• Essential money.
• Life.

Play an important role to determine the “weight” of the methodology, which is represented in various
colors of the spectrum.

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Focus - Roles

Crystal methods focus on: Roles:

• People. • Executive sponsor.

• Team interaction. • Lead designer.
• Community. • Developers and expert users.
• Skills or knowledge.
• Talent.
• Communication.

Dynamic System Development (DSDM)

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 Benefits:

• Tests performed throughout the project life cycle.

• The purpose of the business is the criteria for business acceptance.
• All the changes during the project are reversible.
• It looks for 20 % of the development that gives 80 % of the functionality or benefits.

Challenges:

• DSDM teams must have decision power.

• Enough budget.
• Continuous user involvement.
• Granting of requirements.

Introduction to DSDM
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DSDM development methods of dynamic systems.

• Developed in the mid 90s.

• Non-commercial among industry leaders.
• Add more rigor to existing methods.
• Emphasis on delivery by restriction.
● Fixed cost, quality and time.
● Prioritize in scope.

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Agile Unified Process

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Benefits
• Employees know what they are doing.
• It Allows focusssing on high-value activities.
• It’s based on a formal process like RUP.
• The client is part of the working team.

Challenges
• Less emphasis in architecture.
• There is no traditional contract.
• Fewer roles and artifacts.

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 Introduction to AUP

• Agile Unified Process (AUP).

• Evolved from IBM Rational Unified Process (RUP) .
• Developed by Scott Ambler.
• Combines agile techniques approved by the industry, such as for guided development:
● Tests (TDD).
● Agile models.
● Agile change management.
● Refactoring of databases.
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Agile UP Phases

DevOps Development and Operations

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 DevOps

Benefits:
• Guarantees faster and more frequent delivery
software delivery.
• Improves profitability (ROI).
• Improves collaboration and transparency
between the developer and the operations
team.
• Early correction and detection of defects.

Challenges:
• Ignorance of this new framework.
• Integration with other frameworks like Scrum.
• Expectations of very fast results.

Why DevOps?

Traditional communication between developers and operations

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DevOps Purpose

• The best purpose offered by DevOps, is to iterate faster during the development phase.
• This is accomplished by avoiding friction between developers and operators as much as possible.
• This is achieved by guaranteeing transparency and integration between the development and
operations teams.
• The goal of DevOps is to establish business processes that are aligned with the “just in time” flow.
• DevOps seeks to maximize business results, such as increasing sales and profitability; improve
business speed or minimize operating costs and aligning business processes “just in time” (JIT).

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DevOps Tools

Scrum of Scrum
Benefits:
• Coordination of multiple Scrum projects.
• Management of impediments.
• Applicable in larger projects, programs and
portfolios.
• It does not require a lot of complexity in its
implementation.

Challenges:
• That Scrum is recognized by the organization.
• To count with all the roles for its application.
• Define standards and guideliness appropriate
to the organization.

Roles (Organization)

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Implementation Strategies
LeSS Large Scale Scrum

LeSS

Benefits:

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• Flexibility of Basic and Huge application.
• Greater ability to respond to changes.
• Ideal for small organizations or those who
want to release a product in common.
• Unification and integration of multidisciplinary
teams.

Challenges:
• Ideal for single product development.
• No dependency from external teams.
• Change of thinking in the members of the
organization.

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 Introduction to LeSS
• It’s SCRUM applied to several teams working together to get the product.
• Applies the principles, purpose elements and elegance in a large scale context as simple as possible.
• It creates an organizational design framework of agile work.
● LeSS: Up to 8 teams.
● LeSS Huge: From 9 to thousands of people in a single product.

Framework LeSS
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Scaled Agile Framework SAFe

Scaled Agile Framework and SAFe are registered trademarks of Scaled Agile, Inc.© Scaled Agile, Inc. Include
this copyright notice with the copied content.

SAFe

Benefits:
• Increase in productivity from 20 % to 50 %.
• Release of products and services from 30 % to
75 %.

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• Defect reduction from 25 % to 75 %.
• Improve the motivation of teams from 10 % to
50 %.

Challenges:
• Ignorance of the framework.
• Greater focus on development areas.
• Correct application and adequacy.
• Cultural change in organizations.

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 Introduction to SAFe

Imagine combining the power of a Lean Startup with all the resources of a mature company. Agile
Release Trains (ARTs), based on SAFe 4.5 are positioned to be an unstoppable force of innovation.
According to Gartner, Inc., “by 2021, more than 50 % of established corporations will take advantage
of Lean Startups techniques".

Digital disruption is affecting all industries worldwide

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Design Thinking

Design Thinking is an innovative approach based on design processes to integrate people's needs,
technological possibilities and requirements for business success.

This gives us the process we need to help design solutions for people.

Design Thinking helps to establish the connection between technology, people and companies.

Top reasons for adopting Design Thinking?

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1. Can be applied to any area.
2. Helps you define and solve problems faster and more effectively.
3. Promotes innovative and creative thinking.
4. OPPORTUNITY TO SEE THE PROBLEM OF VARIOUS PROSPECTS.
5. NOW IT IS NECESSARY TO OPTIMIZE AND REINVENT BUSINESS, PRODUCTS AND
SERVICES.
6. Ensures that the end result meets customer / user requirements.
7. It allows to expand the knowledge about the business.

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 AGILE COACH PROFESSIONAL CERTIFICATE ACPC®

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Design Thinking Values

Introduction to Design Thinking

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 Suggested Flow for a Desigh Thinking Session
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www.certiprof.com