Do you see the role of an Agile Coach as a logical step in your own career? You could be right. Not only in terms of content, because Agile clearly has a rich future in business, but also as a ‘transversal skill’: Coaching is a skill that can be useful throughout your professional life. But what does it take to become a good Agile Coach?
Agile is a philosophy aimed at effectively dealing with insecurities within organisations. The starting point of all Agile work is a self-organising, fixed team that consists of various disciplines and is capable of realising concrete results in a relatively limited timeframe.
Agile working is not a goal in itself, but a way to intelligent ly deal with insecurities. The philosophy has its roots in software development, but holds value for all processes where the correct approach or desired outcome is not certain.
The Scaled Agile framework has been developed to allow firms to apply the agile principles at all levels of the organization. The scaling agile framework and its implementation is a process of trial and error. This road full of dedication and commitment demands of those involved. However, should also encourage several self-organizing teams to collaborate effectively so that it results in a successful product, which is no easy task.
The Scaled Agile Framework (SAFe) enables organizations to organize, drive and control the agility of large projects, programs and their portfolios with all the advantages this entails. SAFe integrates Agile and Lean principles, allowing companies to implement major changes with results.
As a manager, you support the Agile principles. And now the first hurdles have been passed, you can see the transition to Agile beginning to bear fruit.
But you are still missing your own role in this. Or perhaps you are experiencing less control and are doubtful of how to tackle the administration and take responsibility. After all, you are responsible for feeding and following the Plan-Do-Check-Act cycle. You are still the person who senses whether or not there is enough control over the work that is being done. You indicate whether people are on top of things, put risks on the agenda and take advantage of opportunities to improve. But how do you do that with autonomous teams? Is there even a need for a manager or controller who checks the team, the production process and the numbers?