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    Agile Coaching as a Success Factor: Basics of Coaching to Successfully Manage Agile Teams
    Agile Coaching as a Success Factor: Basics of Coaching to Successfully Manage Agile Teams
    Agile Coaching as a Success Factor: Basics of Coaching to Successfully Manage Agile Teams
    Ebook89 pages1 hour

    Agile Coaching as a Success Factor: Basics of Coaching to Successfully Manage Agile Teams

    By Markus Heimrath

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    About this ebook

    Within the framework of the Agile Framework, customer requirements are collected simultaneously and solutions are developed. The advantage of this is that this process requires little preliminary planning, but in the end, a product is created that is tailored to the end customer.

    Agile teams work under the "leadership" of an agile coach, who acts as a kind of manager and instructs and guides the team accordingly, so that all participants in the project have the same understanding of the task and the goals.

    LanguageEnglish
    PublisherMarkus Heimrath
    Release dateJun 24, 2019
    ISBN9781393774372
    Agile Coaching as a Success Factor: Basics of Coaching to Successfully Manage Agile Teams

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      Book preview

      Agile Coaching as a Success Factor - Markus Heimrath

      Agile Coaching as a Success Factor

      Basics of Coaching to Successfully Manage Agile Teams

      ––––––––

      by Markus Heimrath

      Table of Contents

      1. What Is Agile and What Is Agile Coaching?

      2. The Difference between a Scrum Master and an Agile Coach

      3. Requirements for a coach

      4. Who‘s being coached?

      4.1 Coaching of Organizations

      4.2 Coaching of Teams

      4.3 Coaching to Introduce an Agile Framework

      5. Basics of Agile Coaching

      5.1 Why Teamwork Is More Important Than the Coach

      5.2 What Significance Does the Agile Manifesto Have for Coaching?

      6. The Three Steps of Agile Coaching

      6.1 Assessing the Situation

      6.1.1 Find Champions

      6.1.2 Find a Mentor

      6.1.3 Listening Needs to Be Learned

      7. Active Coaching

      7.1 Why One Does Not Have an Answer to Everything

      7.2 Selling Changes

      7.3 Coaching Sessions

      7.4 How Best to Ask as a Coach

      7.5 Systems Thinking

      7.6 Coaching as a Facilitator

      7.7 Coaching across Time Zones

      7.8 Solving Conflicts and Dealing with Stress

      7.9 Stress in the Project: What to Do?

      8. Let the Project Run

      8.1 Improve the Team

      8.2 How and When to Retire as a Coach

      8.3 When to Intervene

      9. Developing Yourself as a Coach

      9.1 Create Capacities for Your Own Coaches

      9.2 Taking Coaching to a New Level

      10. Summary

      1. What Is Agile and What Is Agile Coaching?

      If you wanted to introduce new methods or processes in a company in the past (and still do in some cases today), you would hire consulting firms that spent a year working on how best to implement the project and then formulating a project plan with milestones and goals.

      Today, there is often no time for long preliminary planning. Methods and processes are needed where changes can still be made while the project is running. Today, the business environment has become so uncertain that you can hardly plan more than six months in advance.

      One of the methods where less planning is done in advance and more is done right from the start is the Agile Framework. Essentially, it is a method by which requirements and solutions for products are created during an ongoing process that is characterized by teamwork, self-organization, and the needs of the end user or customer. Agile methods had their origin in software development and are now the standard when it comes to developing new software products. But they can, with small modifications, also be applied in other business areas.

      To run a project in an agile environment—for example, to develop software—you don't even need much prior knowledge. The manifesto on which the Agile Principle is based can be viewed by everyone, and the most important steps can already be read at Wikipedia today. Nevertheless, the best theory is not enough if you suddenly face reality. This is where the Agile Coach comes in.

      Coaching at Agile is a bit like the job of a manager in a football team. The players actually all know what they have to do; there is a coach who determines the training sessions and makes them fit. The manager takes care of the strategy and ensures that they have the right environment.

      At Agile, the coach is the person who lays the foundation for working successfully with an agile framework. A coach creates the prerequisites for being able to introduce agile methods at all. If, for example, you consider introducing Scrum to develop software, it will be the coach's job to advise and support the company but above all to ensure that everyone has the same understanding of the project.

      2. The Difference between a Scrum Master and an Agile Coach

      Since Scrum is the best known Agile method, it is often asked what the difference is between a coach and the Scrum Master. If you want to become a coach, you will already know what the Scrum Master basically does. There are some fundamental differences between the two roles but also similarities.

      The Scrum Master and the agile Coach both take care of the same problem, namely to lead an agile project to success, but on different levels. The coach usually has a somewhat broader task, not only taking care of the team, but also the higher management and other stakeholders and above all other teams. He is understood as the expert who can answer all questions (which is not the case in practice), who can not only lead discussions, but also analyse them. He gives feedback and can show the way to go:

      ●  What has to be done?

      ●  What training does the team-leader need?

      ●  Who needs further training?

      ●  What do you do with a team that works too slowly?

      ––––––––

      There are also differences in payment. Because the tasks of the coach are broader, he is also better paid than a Scrum Master, who only has to take care of one team. Ultimately, it also depends on the industry you work in and the size of the company that hired

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