Role Proficiency:

Hands-on Agile coach who coaches and mentors 2-3 teams simultaneously driving teams to maturity. Embody agile principles embed best practices measure and improve agile maturity identify and raise obstacles. Provide one-on-one and team coaching of ceremonies artefacts processes and practices.

Outcomes:

Effectively coach teams towards adopting iterative and incremental approach to delivering TTM. MVP products. Create visibility into and the need for continuous inspection and adaption in development of products and processes A strong change agent influencing mind-set and behaviours including those of senior leaders Coach and support teams to adjust to and embrace changes to their way of working Embed Agile principles across the organization Apply innovative and creative thinking in order to solve problems and get things done.

Measures of Outcomes:

Customer Satisfaction – Target Vs Actual as established by account management. Percent of growth at Client Account as determined by account management teamsa. Number of opportunities identified for revenue growthb. Number of new UST associates hired and onboarded Supporting UST in Market - UST Brand - number of events attended and networks established and the impact created from those events and networks Professional Development and Learning. Number of certifications gained/maintained as designated by account management as critical.

Outputs Expected:

Change Agent:

Mentor individual team members
team managers
directors
and practices leaders Adopt organization change management framework; supporting organizational redesign activities Facilitate and promote the definition of community of practices
communities of interests
guild and chapters Facilitate Kaizen though adoption of continuous improvement practices and maturity models Uphold and reinforce client’s Operating Model principles
terminology and best practices Enable the organization's new way of working through hands-on coaching of Pilot teams
including technology and business participants at all levels of the organization Engage with Agile teams
coaching them through a journey of Agile adoption over 1-3 months. Take immature Agile teams and teach the skills and practices to develop self-sufficiency and maturity. Hands-on coaching and training of new teams - including how to perform key Agile ceremonies such as planning sessions and daily stand-ups
while effectively utilizing Agile artefacts such as product backlogs Identify and raise challenges and obstacles; working collaboratively with the Centre of Excellence and coaches to resolve Embed a culture of continuous improvement within each team. Establish self-sufficient coaching expertise and support Provide mentoring and training of Morgan Stanley Agile Coaches Perform maturity assessments to baseline team performance
while identifying opportunities for improvement Provide ongoing training and resources to equip team members with practices to enhance their Agile maturity Use Agile metrics to enable performance and cultural change.

Delivery Enablement:

Work with Agile teams to facilitate the definition of vision
goals and high level roadmaps Lead Agile teams through product framing and discovery
including defining business KPIs
product vision
user story mapping
and other framing activities Enable teams to comprehend their mission and deliver on their KPI’s Anticipate
resolve or escalate potential blockers
e.g.
resource constraints or skill gaps
that prevent the team from doing its best Ensure that teams are interacting with dependent stakeholders effectively. Assess and enhance the teams maturity Observe and engage with individual team members to identify opportunities to improve Agile performance.

Knowledge Management and Thought Leadership:

Work with other agile coaches
collaborating and coordinating their work. Participate in the Agile Coach community groups to share best practices and ways of working Collaborate with the Agile COE to recommend
test
and establish practices and principles for scaling Agile methodology Provide continuous feedback on the client’s operating model and practices from both prior experience and observations to ongoing implementation and coaching

Skill Examples:

Ability to contrast an Agile mindset with a non-Agile mindset. Able to demonstrate how the values and principles of the Agile Manifesto are present in how their team works. Able to demonstrate an Agile Mindset. Proficient in explaining the core concepts of Lean Thinking. Recognizes when decisions help or hinder the adoption of agile principles. Can help teams apply existing practices in a more Agile way i.e. collaborative design over design upfront testing right from the start. Demonstrates a coaching stance in an interaction with one or more people (i.e. neutrality self-awareness client agenda etc.); describing how that coaching stance impacts the interaction. Able to facilitate a small group towards a goal. Creates an environment where the entire team is involved. Facilitates the process rather than gives answers. Describes at least five facilitative listening techniques (e.g. paraphrasing mirroring making space stacking etc.) for effective meetings/events; applying at least two of them. Plans the content and agenda for a collaborative meeting while facilitating the meeting. Identifies when a group is engaged in divergent vs. convergent thinking. Describes at least three ways a group could reach their final decision. Able to present Agile concepts in depth to a team and stakeholders. Applies at least one appropriate teaching style. Provides feedback in a way the encourages growth. Has mentored a team on at least one Agile practice. Can list challenges facing a self organizing team and provide mitigation approaches Able to list three ways in which you serve the team. Ability to illustrate what is important for a new team. Explains how purpose alignment and context are set and used during the start-up of a team to accelerate teamwork. Proficient at organizing and facilitating a change of context for an existing team that defines purpose alignment and context. Has facilitated the creation (or refinement) of the product vision between the Product Owner and the development team. Ability to explain at least two techniques for moving from product vision to product backlog (e.g. product vision board business model or Lean canvas customer journey impact mapping user story mapping). Organizes and facilitates a product backlog refinement session with one team and stakeholders. Can explain two techniques that could be used to create product backlog items that are ready to be taken into the next sprints. Understands prioritization techniques  Capable of holding the team accountable to agreed upon actions. Creates at least three working agreements to foster clear communication in a collaborative meeting and describes how the working agreements impact the interaction  Intellectually curious and loves learning new skills and capabilities.  Courageous and comfortable challenging advising and coaching Product Owners Pilot Leads and Senior Leadership

Knowledge Examples:

Knowledge Examples

 Understands the importance of setting goals boundaries and rules to the coaching engagement. Understands that organizations are complex therefore engagements should be empirical in nature with effective feedback loops  Applies a minimum of three coaching techniques (e.g. active listening powerful questions reflection feedback GROW model etc.); describing how the coaching technique impacted each interaction. Able to formulate a basic coaching agreement and contract. Able to actively listen without trying to solve the coachees problem some of the time. Capable of helping the coachee create opportunities for learning and taking new actions. Helps them explore alternatives promotes experimentation and self-discovery celebrates successes and capabilities.  Defines clear learning objectives which are used to create and execute training for a team and/or stakeholders. Has demonstrated the ability to integrate learning materials to meet needs and objectives of at least one training event. Illustrates with at least two reasons why scaling might not be such a great idea (e.g. products created by small teams communication overhead TCO). Identifies at least three techniques for visualizing managing or reducing dependencies between teams. Recognizes at least three different scaling frameworks or approaches. Experiments with at least one large-scale participatory meeting format (Open Space World Cafe etc.) to scale meetings/workshops.

Additional Comments:

UST is looking for an Agile Coach who can handle following Duties and Responsibilities In order to lead teams of developers in Agile methodology, an Agile Coach performs many different tasks. Educate The Agile Coach must educate at all levels, including senior and executives, , on Agile principles, providing them with tools for implementing the process in their own work. They provide training sessions and teach valuable skills that lead toward the organization-wide adoption of Agile frameworks. Mentor Team As a mentor, the Agile Coach is responsible for guiding teams and organizations into the Agile adoption journey, providing with feedback and means of improvement, catalyzing organizational growth and answering questions. They provide hands-on support to all employees, collaborating with people across widely varying levels and roles, leading teams toward further understanding and adoption of Agile as well as overall company growth and improvement. Develop Agile Adoption Strategy The Sr. Agile Coach is responsible for designing a strategy for the organizational adoption of Agile. This includes every stage of adoption, from the introduction of Agile and team level education, to fostering teams and cultures that practice Agile, to sustaining Agile methodologies and continually offering strategies for improvement. Agile Coaches develop strategies and implement roadmaps that incorporate best practices, modern management paradigms and engineering’s methods at the process, product, personal and the organizational level. Implement Agile Methodology This task entails implementing Agile methods, principles and practices across all levels and departments in an organization. The Agile Coach must use techniques that increase collaboration, predictability, transparency and promote a culture of experimentation and innovation. Agile Coaches leverage organizational and behavioral change management techniques. In order to do this, the Agile Coach must also embody the Agile principles and lead by example. Agile Coach Skills Both strong leaders and advocates for the adoption of Agile, Agile Coaches must be assertive about adherence to Agile processes and enthusiastic about Agile practices and their benefits. They are both educators and coaches, and thus possess great interpersonal skills, teaching abilities, and a capacity to inspire and motivate. In order to stay ahead, Agile Coaches must be self-taught, and they must constantly be updating their information, attending conferences, and continuously learning. Core skills: Based on job listings we looked at, employers want Agile Coaches with these core skills. If you want to work as an Agile Coach, focus on the following. • Having a passion for Agile Values and principles • Showing proficiency in relevant programming languages and IT organizational paradigms • Demonstrating strong knowledge of and experience with Agile frameworks, concepts and methods • Strong experience as a strategist, facilitator, conflict resolution and team builder • Solid understating of system thinking, adaptive systems, design thinking and complex social networks • Possessing prior experience coaching teams and organizations in Agile adoption as a Coach • Experience designing and rolling out customized Agile Scaling Frameworks Advanced skills: While most employers did not require the following skills, multiple job listings included them as preferred. Add these to your Agile Coach toolbox and broaden your career options. • Agile Coach certifications • Kanban Certifications • LeSS, Nexus, DoD and/or SAFe expertise • Experience coaching at large organizations or Fortune 500 companies