1. Scrum Master – along with implementing Scrum, do a bit of stakeholder management & advisory.

They are accountable

for effective of scrum teams.
2. Agile Coach – to implement Agility at organization level through process & structures
 know your stakeholders & team
 understand the business goals, impediment, system
 encourage honest self-assessment for team
 analyse the assessment for gaps & improvements
 discuss & explain improvement & action plan for improvements
 re-do assessment after 3-4 sprints i.e. once in quarter at least

3. Define high performance team

Clear Vision Mutual Respect Continuous Learning Adopting Best Practices

Collaborative Clear Communication Cross Functional Transparent
Servant Leadership Practiced Not afraid to fail High velocity Autonomy
Due Diligence

Measure high performance team –

1. Health radar – Leadership, culture, Foundation, Clarity, performance-

2. Performance Quantative metrics

Predictability
3. Deployment frequencey
4. Business value per sprint
5. MTTR
6. Chnage rate failure
7. quality satisfaction
 8. test automation %

9. Happiness matrix – happiness rating, $value/sprint, velocity

10.
11.

4. What is previous experience in Agile Coaching?

a. Trained close to 60 ppl until now
i. IRIS – SAFe – 40
ii. Impetus – Srum – 10
iii. TCS – Hybrid 35
b. Goal & focus of trainings have been
i. Improving agility
ii. Continuous Improvements
iii. Resolving conflicts & impediments, dependencies
iv. Encouraging Agile practices
But also includes – mentor / teaching – prioritization tech, estimation tech, encourage system thinking

My thought or approach about coaching someone or team is – instilling the concept of Agility, system thinking in them, fill them
with provoking thoughts ------
Because when you do this – people become aware about themselves and the system they are working in – this help them think
about solution and improvement they can bring in – coz they get the holistic picture of system.
 5. What is Agile Coaching?
a. My role will not be limited to Coaching but mentoring & teaching as well to Scrum Master.
b. Help grow Scrum Master as leaders
c. Contribute to Continuous Improvements for Scrum Teams via Scrum Master & Org.
d. Asses & analyse the agile maturity, impediments, issues in team and Improvements needed.
e. Prepare action plan based on Assessment Outcome & root cause
i. Bring visibility about of the problem & impediments.
ii. Guide Team on Agile Values, Practices, and Continuous Improvements.
iii. With Leadership support – Establish agile mindset citing its benefits for various stakeholders.
iv. Create awareness about Agile culture – tools, techniques, approaches, best practices
v. Elaborate and Navigate through changes happening.
vi. Develop Trust between team – create space of psych safety.
vii. Facilitate Internal team discussions with neutral stance.
viii. Establish SYSTEM Thinking in team – so that root cause is known for to be fixed along with surface issues.
ix. Understand if Team is in ( Forming, Storming, Norming, Performing Phase)

Goal of Coaching is to:

a. Encourage Self Review / Team Retro - there by promoting/ enabling self & environment awareness.
b. Asking right type of powerful question to guide them to solution - Make team aware of Self Improvements, Potentials.
c. Do not provide direct solution – but make them think of possible solution by asking right question.
d. Make multiple teams collaborate, engage and discuss their issues, decide on solutions.
e. Help teams understand the different levels of team performance and allow them to evaluate themselves
f. Reduce the communication gap
g. Analyse, Assess & Support Scrum team with Continuous Improvement

Fixed Mindset – Challenge in Agile Growth Mindset

Mindset – NOT open for change Open & Transparent
Not open to being challenged by other Adaptive & Productive
Not getting out of comfort zone to explore new opportunities
Loss of Authority - command & control
Lack of team spirit
Mis-information what agile is

Lack of confidence in agile coach MVP

Confidence in old ways of working
Fear of change
Oragnization level
Funding issues
Lack of visibility into enterprise portfolio
Disconnect between enterprise strategy & ground level work
Business objective / Expected outcome are not well understood
Delivery & Business – work in silos
Culture of fear & delivery
Agile feasibility – not fit for legacy applications

6. What are you day to day activities as Agile Coach

a. Define high performance team
b.
7. SYSTEM Thinking
a. to look at the holistic picture of system (outside current team/department)
b. Identify dependencies between 2 systems
c. to draw pattern / inferences & corrective actions
d. leveraging resources outside system
e. \
8. Forming – Phase when team is new team
a. Coach to establish working agreements / social contract
b. Directing Role
c. Breakdown barriers
9. Storming – phase when team start developing concerns.
a. Coach them on Working Agreements
b. Focus on Team Agility,
10. Norming – phase when is starting to settle down – normalizing
a. Coach to optimize the working
b. Introduce Accountability
c. Empower team to make decisions
11. Performing – Phase when team is doing good
a. Confirm learning
b. Record Achievements
c. Assess Maturity & celebrate growth

Values
1. Individuals and interactions over processes and tools
2. Working software over comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan
“That is, while there is value in the items on the right, we value the items on the left more.”

Principle
1. Customer satisfaction through early and continuous software delivery – Customers are happier when they receive working
software at regular intervals, rather than waiting extended periods between releases.
2. Accommodate changing requirements throughout the development process – The ability to avoid delays when a
requirement or feature request changes.
3. Frequent delivery of working software – Scrum accommodates this principle since the team operates in software sprints or
iterations that ensure regular delivery of working software.
4. Collaboration between the business stakeholders and developers throughout the project – Better decisions are made when
the business and technical team are aligned.
5. Support, trust, and motivate the people involved – Motivated teams are more likely to deliver their best work than
unhappy teams.
6. Enable face-to-face interactions – Communication is more successful when development teams are co-located.
7. Working software is the primary measure of progress – Delivering functional software to the customer is the ultimate
factor that measures progress.
8. Agile processes to support a consistent development pace – Teams establish a repeatable and maintainable speed at which
they can deliver working software, and they repeat it with each release.
9. Attention to technical detail and design enhances agility – The right skills and good design ensures the team can maintain
the pace, constantly improve the product, and sustain change.
10. Simplicity – Develop just enough to get the job done for right now.
11. Self-organizing teams encourage great architectures, requirements, and designs – Skilled and motivated team members
who have decision-making power, take ownership, communicate regularly with other team members, and share ideas that
deliver quality products.
12. Regular reflections on how to become more effective – Self-improvement, process improvement, advancing skills, and
techniques help team members work more efficiently.