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Agile Coach Roles by Mind Map: Agile Coach Roles
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Agile Coach Roles

N.B.: items marked with idea icon are personal insights about the topic

As Mentor


Levels, indviduals, teams, Balance of coaching styles, Focus more on the whole team towards the beginning and end of time-boxes, Emphasis at end and beginning of project / sprint, Focus more on individual coaching/mentoring in the middle of the time-box

Tone, loving, compassionate, uncompromising

One 2 One

Condtions, Meet folks one half-step ahead, Safety, Partner with manager, +ve regard

Conversation, REAL,REAL, REAL, when conversation is real , changes occur before conversation is over, Real conversational is fierce, Starting, for informal conversation, i should seek intelligent ice breaker in the beginning of the conversation, seek for common comfort zone to start talk from, observation vs invitation, Middle conversation, use powerful question, I have to revise the paper "The Art and Architecture of Powerful Questions", I read it before but i need to read it deeply these days, No problem solving, End conversation, accountability, explicit, soft, keep it peer level but coach have few skills more, personally , I have that feeling that all humans are similar and I am just lucky because God want me to have this level of education and knowledge, coach limits, it is agile coach not career coaching , do not let it go career coaching, No expert opinion, Subject Matter expertise, It is mentioned that coach is not supposed to be subject matter which I do agree totally for , however, I think it is important for coach to have little domain knowledge that allows him to follow the conversation between team members and understand the blocking issue .personally I was really offended when dealt with PM who have no any technical experiences to the limit they do not understand the problems we have in development team, I think having some one (Agile coach ) responsible only for taking care of every team members is really great and can push the whole team forward a lot

Coaching Product Owners

focus on business value delivery

product owner roles, business value driver, vision keeper, daily decision maker, heat shield, ultimately responsible

"giving feedback to product owner may be daunting task ", based on the character of the product owner it way be daunting or not . for product owner i dealt with before i would say: "Huh ! what a challenge??!!", what hard person , he is always keen to achieve the best for his product so if he found something he thinks it will really improve his product he will accept, owner is willing to comply with the company polices (like applying good agile practices ), I must keep in my mind he is really in need for that and if he just got the point he will take it for sure

Business value micro definition, Does [xxxx] ramp up users?, does [xxxx] get channel partner ready ?

some cases of owners, this are some area of improvement that I should search for and tackle if exists, owner do not do process, owner do not know how to frame releases, do not know how to find real customer needs

Business value system, buiness value is combination of, value, cost, risk, knowledge, owner must give priority for items with highest business value, having blockers is not justification for not putting items with high business value on top priories .I believe that i can really use this skills with my customers and this make my customer have feeling of satisfaction although i am not delivering all contract items, product owner MUST MUST face the value restricting blockers

being good for team, agile coach can not make up for poor product owner

values for product owner, these values must be communicated clearly for product owner and monitored continuously. I can make mugs or other gifts with these values printed on it so product owner can see it contiguously

Coaching Agile Coaches

i believe this section is not only useful when i want to train coach but it is important to let scrum leads acquire small set of coaching skills in order to handle diffident situation . it also important to for their personal feeling

Coaching Agile Managers

Role, Manage teams, Manage investment, Manage environment

As Facilitator

On important resource for me about facilitation skills is PeerEducationTrainingof TrainersManual , I would call it a theory in action book , it discusses how to make training for facilitators in a step by step practical approaches with support of many theories which is explained in simple and relevent way

About Facilitation

helping them get better

It is about providing container for team to put their idea., that's why wikipedia is wikipedia ? such approach can really make miracles

It is for formal and informal conversations not formal only.

Stand-Up facilitation

3 question ; What did you do yesterday ? What will you do today ? Do you have any blockers ?

Why? Values ? Objectives of stand-up, these objective has to be in my mind id i was asked "what stand-up everyday ?" 5 values, Peer pressure, Fine-grain Organisation, Focusing on few, Daily commitment, Raising impediments

How?, 15 min, 3 questions, no long conversation, I would add also for the new teams "the 5 values of Stand-Up". Many people Know Stand-ups is useful but few people has clear understanding why is it useful ., You may offer observation afterward

Fixing Stand-Up, When to fix it ?, for new agile teams , model positive Stand-Up directly, On established teams , choose to intervene of not, How?, Reinforce the purpose of Stand-Up, Ask for eyes and Support., One 2 One coaching, If intervention failed?, Lets them pay the consequences, Do not leave these moment slip by, reinforce purpose of Stand-Up, This has to be done wisely in order not to be seen as offensive blaming which may affect team morale, They will change when they need too, It may be useful to elaborate that every practice has purpose

Sprint Planning

Why?, Know the work, understand, choose, task, volunteer, Get Fresh Start, renew sense of commitment, Commit on Shared Goals, Create Focus and Abundance, Team worry only about what they have committed for

preparation, Get Structure, having product backlog READY, DEEP: Detailed , Estimated, Emergent, Prioritized

How?, introduce the structure, hold time box, set back, listen for teachable moments, check in for progress

Teachable moments, Challenge the team on the REAL business value, Promote strong product Ownership, Uphold healthy role boundaries, Improve Tasking, Mind Mapping, I may need to prepare session for team on mind mapping, it may be useful to check the site to find some useful tools for such situation, Silent Tasking

Sprint Review

why?, True-up, Get direct feedback, Offer insight, Ask for help

How?, Speak in value first order, coach is insignificant, watch what is happening for and to the team, prepare some question to search for answer through the review, how team interact with each other, how interaction with product owner, take note with exact words used, thing you are curious about, thing do not add up, thing you have not fully figured

dealing with observation, Share with team, Team may strike about the observation, team may hear and not respond, team may not have the power to discuss on spot after review , do not push them, observation types, reinforcing, deepening, use observations and material for further discussions


why?, Inspect and Adapt, look back at how not what ?, Do even better next time

prepration, take notice through the sprint, it is not mandatory to reveal notes on spot knowing that retrospective is the best time to reveal them, coach should deal on spot if three were devastating problems, coach should honor not worrying the team about how are they sprinting, coach should have some area to look at while team sprinting, this is one of the continuous tasks that coach should be doing all the time, check with team members and product owners, prepare one or two point as the main theme of retrospective, prepare agenda, need to check the book Making good teams great to get some activities for retrospective, many interactive games could be used here , need to check the site , tools section for ideas, agenda could have two main topics, the biggest bang of the previous sprint, learning agenda

How?, make clear belief: Team know the rights things to do ., ask permission for the agenda, keep the time box, work towards a constructive outcome, invite them to write agreement

after retrospective, pay attention to the implementation of current agreement, look for situation that allow to hold agreement up to them, step back to agreement if the purpose of retrospective get twisted

quality of conversation

what is?, pay attention for the quality of conversation, this is one of the first skills that should be introduced to team so they can go ahead in the different conversation and of they did not go i can refer to our agreement on the quality of conversation, quality conversation is :, making sure everyone gets speak, truly listening, viewing each new idea as a gift, moving forward

How?, powerful observation, keep your observation for yourself for few minutes, consider your words carefully, powerful questions, open end question with no correct answers, powerful challenges, that is really amazing approach . I wish the nature of the business allows such creative practices and give "room " for that. I think such tools is really useful for hackthons / entrepreneurers . I really wish we are able to do that in the companies, I think challenging teams with bold ideas may need to have in mind some success stories to proof to them that bold ideas is not possible . It would be great if we managed to get these ideas form the same company we are in., Amplify their thoughts or take it to wild directions, Be big, Be bold, get them dreaming a little bit

hint about facilitation

when team is new set with them physically, when team is developed and challenges is less set back

let them know and feel you can help them

let them notice that you contribute to diffrent levels

expect your mind in conversation especially if you are only watching, bring attention back Over and over again, keep your mind busy in background activities

when gets tense , back t team again

offer new skills in the teachable moments

Professional facilitation and Agile coaching are similar , there is a lot of resources on agile facilitation

Selected Statements

(these are small quotes which I wanted to highlight them but they are  not related to specified area )

person is more important than formula

who made commitment will deliver it

always have a agenda , always adjust it on fly when needed

your job : to help each team member to take his next step in agile journey

your job: to help product owners to identify and really give priority for items of top business value

Teaching roles of agile coach and product owner are very important to avoid lot of conflicts

as coach in dealing with product owner (and i believe with all roles ): teach her , coach her , expect her playing the role, let the role fail (if not played ), help him learn from fail , recover together, become stronger

that amazing challenge and i belive the most effecnt way for learning

Facilitation : this is their meeting not mine

Having 30 things done yields more value than having 50 things in progress

this is one of my core values in life

/Product owners says "What" ,Team says "How? " and "How much? "

As Teacher

in the star : help team go further and faster little remedial tutoring  


1-2 days keep it short simple * it ends with start of 1st sprint

how, Process, My Agile is not your agile problem, 10 min white board talk, I would here refer to agile manifesto site as agreed core of agile, I need to ask many coaches what do they consider as a core of agile books, lean about team, learn about each other, market skills, values, Journy lines, constellations, create shared vision, for individuals, answer this : By the End of the project, I want to say I have .. in this project, for team, ask why they desire to work together, I played and arranged many interactive games for youth in the social activities . I always asked my self why not such tools are used in business environment. Happy to find them here :), Big A and Small a, Big A, individual and project objective, rights the boat when water get rough, small a, company goals and world goals, useful when conflict arose, Creating team Norms, agree on shared values, rules of living together, logistics, being together in conflict, Teach about the work ahead, Envision, high ranking manager present the vision of company about the project, product owner define goals for team, team reevaluate what is it for the company, newspaper projection, review product backlog, product owner answer questions, identify missing items, Get going, create sprint goal, Agree for sprint backlog, create user stories, "GO ! You are in 1st sprint Now !!"

startup preparation, Good enough, insightful, Targeted


Teaching new team members

try to keep team stability as possbile make the changes , members in and out between sprint  

getting in steps

let team tell about products and themsleves

Just talk and get him in

use teachable moments

right learning at right time

old quote: Note all you know you say. not all you say , got its right time. Not all what get its right time got its audience.

Teach different Roles

Product Owner, Product Owner Roles, CRAK

Agile Manager, Roles

Agile coach, Roles

Glue things together

Teach roles interlocking

Teach that roles are not titles

Teach that roles help one another

As Problem Solver

As Problem Solver

-Issues and risk management  

It is team commitment not yours

Involve us in decisions that impacts us

Agile Problem solving

-Problem introduced - Pause and reflect clearly -Take it to team -Allow team to act  

If problem violating a rule of agile , put your foot . Otherwise, It is your opinion

Problems Everywhere

Process Problems, I need to find some resources about health check for agile development

Quality Problems

Team Problems