Agile in Enterprise Resource Planning software development is more challenging when compared to full stack development. It is really challenging when the team has 80% detractors and 20% aggressive folks (transactional analysis nomenclature). As an agile transformation coach how would we bring in either the agile mindset or the trust over the process for teams who have worked on waterfall for ages? How would we break the cocoon or push them to come out of the easy zone by not preaching theories? we are inspired from Project Aristotle conducted at Google which speaks about the parameters of winning team which made us to introduce trust metric, the average time the team takes to trust the agile principles in practice. This trust metric directly correlates with the time it takes for the agile transformation in a project. From Modern Agile perspective, Trust metric /transformation time is influenced by major 5 parameters 1. Psychological safety 2. Dependability 3. Structure and Role 4. Meaning 5. Impact.

All these five dimensions are influenced by multiple input parameters ranging from scrum Master's fluency in international languages, regional language, teams transparency with the scrum master, project complexity, team distribution, team unification through tools,openness to fail and innovate, cultural quotient, emotional intelligence of scrum master, team diversity and so on.

The trust metric is computed by rating on all the five dimensions. Those five dimensions are measured by derived parameters which the agile coach perceives in the team. The agile coach would work on the sub layer level to convert the detractors to pacifiers and further to be Agile ambassadors by working closely on the lagging parameters by bringing in kaizens around those parameters.

For example: the waterfall projects that I worked on got transformed to agile methodology were in detractor state at the beginning. Later on they were moved to pacifier state, then on to neutral and now they are Promoters/ambassadors of the agile methodology which got propagated to the complete service line. Thus the transformation coach can make various projects running in the service industry to get their projects transformed to agile methodology which brings in great impact for clients