• We all know about Code Smells. How about the Agile Coach smells.
  • What I meant here is the bad Behavior of the Agile Coaches which never promoted Agile characteristics.
  • How to figure out the pitfalls of both
    • Agile Coaches
    • Bad Agile Coaching techniques
  • My topic of discussion includes:
    • Agile Coaches smells: [20 minutes]
      • Sell everything by the name of "Agile
      • One solution fits all (like using Scrum for everything)
      • Process dictator (either my way or no way)
      • Insist too much on the metrics to "Track"
      • Upward pleasing behavior [Not challenging the management]
    • Agile Coaching techniques: [15 minutes]
      • Providing solutions for everything without helping them to find out
      • Acting like Subject Matter Expert
      • Consultant rather than Coach
      • Lack of trust
    • Questions & Answers [10 minutes]

Outline/Structure of the Experience Report

  • This will be a experience report sharing session with few slides (maximum 2 or 3 slides ) to support.
  • More of the practical points I learnt from coaching many organizations. Experience sharing of those learning
  • How to identify the pitfall of people claiming coaches and just doing the same old stuff

Learning Outcome

  • Practical points help you to look out for the bad smells
  • This smells could be on both
    • Coaching
    • Coach

Target Audience

Any one who is in the journey of Agile adaptation or planning to start.

schedule Submitted 4 years ago

Public Feedback

comment Suggest improvements to the Speaker
  • Ellen Grove
    By Ellen Grove  ~  3 years ago
    reply Reply

    Hi Jerry

    The idea is intriguing but the outline as it currently stands is a little thin for the reviewers to be able to evaluate this proposal.  Could you please add some details about the kinds of coaching smells you intend to talk about.  I'm also curious as to who your intended audience is - is your intent to help educate the recipients of Agile coaching or is it to help Agile coaches better spot their own inadequacies?



    • Jerry Rajamoney
      By Jerry Rajamoney  ~  3 years ago
      reply Reply

      Apologize for the late response. I have updated the proposal with the broad sections I like to talk about.

      The indented audinace are those who are working as Agile Coaches, Scrum Masters who are looking for coaches thinking some one come and solve their problems, Managers who are planning for introducing these new roles / way of working.

  • Balaji.M
    By Balaji.M  ~  4 years ago
    reply Reply

    Hi Jerry,

    Thanks for Submitting the proposal, topic looks interesting.


    Please can you share the draft version of the slide and areas of coaching that will be covered, it would help us to understand the proposal better.

    Best Regards


  • Liked Prasad

    Prasad - Movers & Shakers of Enterprise Agility

    schedule 3 years ago
    Sold Out!
    45 Mins
    Experience Report

    With business agility being the new watchword in senior management circles, many enterprises are looking for ways to adopt this into their technology practices. However, it is imperative for such an initiative to go beyond the mere adoption of agile in a few projects.

    To run an effective enterprise there are different  systems and applications in every value streams.  There is no one size fit for all. There could be a broad pattern/ classification  like 'Money making applications' 'Applications which bring efficiencies to their operation' and 'Applications which are critical from a regulation and compliance perspective'.

    My session is going to focus on experience and patterns that helped in  achieving Agility in the above categories of applications   with respect to  key 'Movers & Shakers' in the system.  

  • Liked Prasad

    Prasad - Speed to Innvoation via pretotyping

    schedule 3 years ago
    Sold Out!
    20 Mins

    Most of the Enterprise today are in a state where the business need to look beyond the aesthetics of a product or the nuts & bolts of a service…
    Where consumer engagement and loyalty count far more than features and benefits alone,  where consumer expect to interact with or even influence suppliers. The new Global Enterprise paradigm is increasingly shifting power into the hands of the end consumers. This empowerment will make consumers more connected, intelligent, more capable of taking good decisions, and certainly more demanding. More connected consumers, automated processes, and sophisticated analytics place unprecedented demands on IT functions.  Only by connecting all the dots between people, ideas, and data can a business drive consumer loyalty, engagement and value.  
    In this session I am going to brief on 'Pretotyping ' concept and techniques to learn on building the right 'it'. Recently I did session on same topic at Digital India conclave.

  • Liked Sumeet Gupta

    Sumeet Gupta - SCRUMming “The Photosynthesis of Agile TREES (SCRUM Teams) for Software Development”

    Sumeet Gupta
    Sumeet Gupta
    Agile Coach
    Srijan Technologies
    schedule 4 years ago
    Sold Out!
    45 Mins

    SCRUMming: “The Photosynthesis of Agile TREES (SCRUM Teams) for Software Development”

    Photosynthesis is one of the nature’s most sustainable production lines, the minuscule sugar/glucose Factory, by utilizing the energy of the Sun along with inputs of water and carbon dioxide

    Similarly SCRUMming act as “working software” factories , with well defined/refined Product Backlog(derived from Vision/Strategic Themes), along with right Agile cultural mindset and Enablers(Practices/Tools)

    Carbon is chemical backbone for Photosynthesis, like Culture for SCRUMming.

    And Team (TREEs) gets it from the Environment, surroundings, values embraced and the principles followed, around and within the organization. It is one of the most important ingredients for Agile team to function efficiently and transform into high performing teams (the photosynthesis efficient Trees/plants).

    The Correlations:

    Photosynthetic organisms are the primary producers of SUGAR on the planet. They also produce oxygen gas as a byproduct and thus serve as the foundation of life providing food and oxygen for the complex food webs.

    Scrum Teams/Scrum is one of primary holistic approaches/framework to produce working software for complex Projects. They also produce O2 “Operational efficiency” and “Optimized Whole” as byproduct and thus serve as the foundation for High performing Teams and Optimized Organizations for complex Market Needs (Projects)




    Agile/Scrum Teams


    Team Members


    Coordination and Collaboration




    Source of Requirement(Stakeholders, end User, Non-functional)


    Strategic Themes, Use-cases, Ideas

    Visible light

    Product Backlog


    Working Software


    ByProduct(Operational Efficiency and Optimized Whole)

    Calvin Cycle


    Food for thought

    “The Trees that are slow to grow bear the best fruit”

    Build a strong team foundation. Even as per Tuckman’s model, let the team go through the various stages of “Forming, storming, norming, and performing” to get the best results, resulting into high performing agile teams.

    “Don’t cut down the TREEs”

    Don’t break the scrum Teams, as reaching performing stage is difficult if the scrum teams are cut or their make-up shifts a lot, as when a change is introduced teams reach back to forming stage to start over again and adapt to the change.

    “Storms make Trees take deeper roots”

    Let the team struggle, fail small and storm, to “inspect and adapt” and “continuously learning and improving”, this leads to strong team foundation.

    “Be Eco friendly, Save Trees and let them GROW !!”

    Build and preserve the environment/culture for SCRUM teams (trees) and let them GROW!!

    “Love the trees until their leaves fall off, and then encourage them to try again next year.”

    Letting the teams fail small and encourage them to learn and adapt, instead of penalizing them.


    The C4 plants (C4-pathway), the High performing agile Teams …..

  • Liked Kevin Thompson

    Kevin Thompson - Agile Program Management for Large Organizations

    Kevin Thompson
    Kevin Thompson
    Agile Practice Lead
    schedule 4 years ago
    Sold Out!
    45 Mins

    Few organizations have just a single Scrum Team developing products. More often, multiple Scrum Teams must collaborate to build larger, more complex products. The effective synchronization of planning and development across these Teams requires Agile Program Management.
    Scrum achieves the "sweet spot" between too little prescription and too much. The sweet spot for Agile Program Management has been more elusive. Solutions such as DAD (Disciplined Agile Delivery) and SAFe (Scaled Agile Framework) tend to generate too much detail, and either too much or too little in the way of guidance, all at the same time.
    A better approach is needed--one that hits the same sweet spot as Scrum, but at the level of program management.
    This presentation introduces the basic concepts of Agile Program Management by defining the Roles, Ceremonies, metrics, and artifacts relevant to multi-Team collaboration. This lightweight framework is less detailed and less prescriptive than others, yet provides a time-tested and practical solution for ensuring successful collaboration across Teams.

  • Liked Kalpna Gulati

    Kalpna Gulati - Feature Toggle - The WHAT, WHY and HOW

    45 Mins
    Case Study
    Feature Toggle provides a mechanism for including pending features that take longer than a single release cycle as a part of CI/CD. The technique allows developers to release a version of a product that has unfinished features. These unfinished feature are hidden (toggled) so they do not appear in the delivered version. When the feature is done and complete we can have it as part of the release and the toggle is then removed.
    This session will cover the basics of Feature Toggle along with a technical walk through of code in the session to understand what is Feature Toggle, why we need it and what are the business contexts in which we can use it. The live demo will cover the libraries that support Feature Toggle and we can also talk about the design patterns that can and should be used with this feature. The session will enable us to understand when to use Feature Toggle and what are the lessons learnt on its usage.
  • Liked Avinash Rao

    Avinash Rao - So you need an Agile Coach?

    Avinash Rao
    Avinash Rao
    Agile Program Manager
    schedule 3 years ago
    Sold Out!
    45 Mins

    There are various flavors of “Going Agile” (all real reasons I’ve heard from customers)

    • “The Boss wants Agility so we are implementing Scrum”
    • “Corporate Mandate – All projects will now be Agile”
    • “By going Agile, we want to transform our IT to deliver industry leading productivity and value”
    • “Everyone is being asked to do it, so can you please Agile [sic] my small, irrelevant project over there?”

    Corresponding to the needs of different programs, Agile coaches need to be able to play different roles, using different toolkits depending on the situation.

    In this session, we will present three different flavors of Agile Coaching, each with an example:

    • Agile Coach as Trainer
    • Agile Coach as Expert
    • Agile Coach as Alchemist


    In the ‘Agile Coach as Trainer’ situation:

    • Company or client has already decided to adopt (a certain flavor of) Agile, and the Coach is needed for conversion – Training, Procedures, Ceremonies, and Test-runs; there is low ambiguity.
    • The Agile Coach essentially focuses on the rollout using the methodology already decided upon.

    The Agile Coach is expected to:

    • Bring in a set of rules, procedures and ceremonies that will be replicated across the teams during the rollout
    • Act as the trainer and role-model behavior for the new way of work
    • Success is typically the rate of conversion to Agile, and adherence to the new way of work.


    In the ‘Agile Coach as Expert’ situation:

    • The client has decided to adopt Agile (or one of its variants) and needs a Coach to help transition the identified (frequently large or critical) program to the new way of work
    • There are several ‘How will … ‘ questions that are still open, like:
      • How will the non-Agile dependencies integrate?
      • What does this do to my productivity measure?
      • What process changes are needed to hit the target identified?

    The Agile Coach is expected to:

    • Come in with a Toolkit of Agile, Kanban, Lean techniques that can be applied singly or in conjunction to the situation
    • Tailor the processes to align with the client’s goal, process, and limitations (frequently imperfect from a traditional Agile perspective)
    • Cut through the ambiguity with Expert knowledge on Agile and related processes
    • Be a politician to succeed


    Finally, in the ‘Agile Coach as Alchemist’ situation:

    • Transformations have BHAG and aim to achieve an order-of-magnitude change or improvement.
    • These are neither ‘Hard work’ problems or ‘Technique’ problems; this is not a ‘bend the curve’ process

    The Agile Coach is expected to:

    • Need to create Crucibles through which the team must pass through, and emerge transformed on the other side
    • Guide the team through the Crucibles (which is tailored to the situation) to minimize attrition through the process
    • Align this process to the desired BHAG and outcome


     For each of these situations, we will present an illustration with examples of clients who are facing these different Agile success criteria.


  • Liked Jerry Rajamoney

    Jerry Rajamoney - R.I.P. Scrum police / Policing - Long Live Agility

    Jerry Rajamoney
    Jerry Rajamoney
    Agile Coach
    schedule 4 years ago
    Sold Out!
    45 Mins
    Experience Report
    • A little provocative topic title intended to challenge the current mindset of many people thinking doing certain practices regularly is all about Agile
    • Doing certain practices is all about Agile?
    • What about continuous business delivery?
    • What about the continuous improvement?
    • Lets talk and challenge the mindset and see how we cal bring back the Agility