Over the last couple of years, I have transitioned from being employed by an insurance company trying to be more agile, through being employed by a small consultancy on-site at clients doing agile project management and coaching, to where I am now – an independent Agile Coach and consultant.
While I can and do act as a Scrum team coach and mentor, my speciality is helping clients with those things that are getting in the way of a team improving its Agile performance, particularly when Scrum isn’t enough. I help the team keep as agile they can be while working in a highly-structured project environment, utilising frameworks like DSDMs AgilePM and AgilePM-for-Scrum.
Rather than working directly for the Scrum team, I work with the senior managers to help them review things like organisational structure, roles and responsibilities, Agile sponsorship, governance, getting active business engagement and so forth. A lot of companies, including my current client have a large portfolio of projects and programmes of all sizes and they have found that Scrum alone is not enough. That’s where I come in.
In the last few weeks, I have been working with two project teams with some common challenges, but also with some vastly different challenges. As I’ve said before, every project is different and requires slightly different tailoring of Agile to make it suitable. I will be writing about some of those experiences here over the next few months. It’s all very exciting, I can tell you.