Senior Agile Coach

Initial Situation:

• Lack of executive commitment to the agile transformation
• No continuous improvement due to a lack of measurable and meaningful metrics
• Unstructured meetings without clear processes and structures
• Unclear responsibilities, roles, and tasks (especially for management and Product Owners)

Results:

• The Clearing Crew now reliably works with Scrum as an agile framework after three previous failed attempts with internal guidance
• Metrics implemented: The Clearing Crew and the Data Migration Team now optimize their productivity using throughput, cycle time, and lead time
• Internal Agile Coaches positioned as valuable sparring partners for C-level and senior management. Previously, there was no exchange
• The Product Owner is clearly positioned and proactively involved as a valuable point of contact by leadership
• Strategic realignment and empowerment of the PCDM program management with executive authority. Previously, the program management had no decision-making authority in practice

Tasks & Responsibilities:

• Acted as a sparring partner for CxOs, Product Owners, and leaders in agile transformation (Spotify model), management processes, structures, and cultural change
• Led 4 Scrum and Kanban teams with 5 to 20 team members
• Initiated and implemented agile practices, considering agile values
• Led all Scrum events, such as planning, sprints, daily stand-ups, and retrospectives, and coached teams to enhance self-organization and productivity
• Developed and monitored methods for measuring goal achievement (e.g., tracking throughput, cycle time, lead time in Jira)
• Identified and removed obstacles for the development team and across team boundaries
• Supported Product Owners and teams in maintaining and planning the product backlog
• Provided advice on process optimization (Jira board, collaboration, MS Teams)
• Offered guidance on the use of artificial intelligence and prompt engineering
• Provided individual coaching to Product Owners and leaders
• Defined and clarified roles, tasks, and competencies within the matrix organization
• Increased transparency in communication and goal achievement by implementing practices such as Kanban and Scrum
• Led leadership workshops on topics such as agile transformation, cultural change, building trust, transparent communication, open feedback culture, and agile mindset
• Advised and coached internal Agile Coaches, Scrum Masters, and program management to overcome organizational barriers

Initial Situation:

• Goal setting with employees and teams was still done traditionally, only once a year at the beginning of the year
• At the end of the year, goal achievement was negotiated based on gut feeling
• Goals were either not achieved because priorities changed, were significantly overachieved because they were underestimated, or were completely removed while other goals, which were not initially relevant, were achieved
• There was no transparency, and goal achievement was highly dependent on the relationship with the manager

Results:

• Successfully implemented the OKR framework with bi-weekly and 3-month goal planning cycles
• Employees and managers are increasingly gaining confidence in formulating goals
• The department is viewed by other departments as a benchmark for implementing the OKR framework

Tasks & Responsibilities:

• Acted as a sparring partner for program management and leaders in the agile transformation (OKR framework), structures, and cultural change
• Supported 4 teams with 3 to 17 members
• Provided individual coaching to managers and employees
• Defined and clarified roles and tasks within the OKR framework
• Implemented a continuous improvement process through retrospectives

Initial Situation:

• No continuous improvement due to a lack of measurable and meaningful metrics
• Unstructured meetings without clear processes and structures
• Unclear responsibilities, roles, and tasks (especially for management and Product Owners)

Results:

• Number and scope of Scrum events reduced to a reasonable level
• Improvement actions from retrospectives are now being implemented instead of just being collected
• Team sizes significantly reduced from 22 to 12 developers per team
• Metrics implemented: The Clearing Crew and the Data Migration Team now optimize their productivity based on throughput, cycle time, and lead time

Tasks & Responsibilities:

• Acted as a sparring partner for CxOs, Product Owners, and leaders in facilitating the agile transformation (Spotify model), management processes, structures, and cultural change
• Continuous exchange with the other Senior Agile Masters in order to coordinate, further develop and orchestrate the introduction of methods
• Led 2 Scrum and Kanban teams with 6 to 22 team members
• Initiated and implemented self-organized agile practices, considering agile values
• Led all Scrum events such as planning, sprints, daily stand-ups, and retrospectives, and coached teams to enhance self-organization and productivity
• Developed and monitored team performance (e.g., tracking throughput, cycle time, lead time in Jira)
• Identified and removed obstacles for the development team and across team boundaries
• Supported Product Owners and teams in maintaining and planning the product backlog
• Advised on process optimization (Jira board, collaboration, MS Teams)
• Provided individual coaching to IT Product Owners for product management and leaders
• Defined and clarified roles, tasks, and competencies within the matrix organization
• Communicating agile values, principles and procedures such as Kanban and Scrum

• Project experience (agile methodology & change management) see project portfolio.
• Coached project teams in agile approaches, implemented tools like MS Teams, gSuite, Confluence, Jira, Trello, Slack
• Conceptualized and conducted Change Management workshops
• Planning and facilitation of events of the ACMP German Chapter

• Development of collaboration models according to the ITIL framework.
• Development of new, lean documentation processes in Jira and Confluence.
• Development and delivery of online workshops to train global teams on new documentation processes, using the workshops as a means of co-creation.

• Sub-Project Manager: Change Management
• Design and implementation of project and change architecture
• Coaching of project managers and team members
• Design and facilitation of Design Thinking workshops
• Design and facilitation of team development workshops

• Lead the department, took responsibility over a budget of 300.000,- €
• Conceptualized workshops with a focus on: communication, team development, leadership