Coaching and training are indispensable to Agile transformations. This can be difficult for some organizations to accept.Agile frameworks are simple to understand, but there are many nuances to handling the complexities involved in an Agile transformation.While it is often helpful to tap into outside resources (books, websites, courses or consultants), the organization will need someone who understands the subtleties of Agile transformations and the context of the organization to make the transition as successful as possible.We refer to this role as the “internal Agile coach” and we often encourage clients to identify one or more such individuals as the organization's need for Agile knowledge and understanding grows. Being an Agile coach requires a wide range of human qualities, skills and experience, and selecting one for the company should be done carefully.In this article, we discuss when you need an Agile coach, what an Agile coach does, and a few tips on how you might create your own internal Agile coach.

Organizations eager to solve the problems they see in their projects or processes often decide to adopt Scrum in the belief that it will immediate solve all those problems. Although Scrum can and often does resolve some problems immediately, it also has the potential to expose or exacerbate other existing problems and can even appear to create a few problems of its own.

In some cases, this can be seen to be a “failure” of Scrum, even when implemented by an organization that was initially enthusiastic and determined. This perceived failure can cost the organization considerable time and money if the Scrum team continues along the same path they are on, despite the unresolved problems. These costs, as well as frustrations and even pressures from inside or outside the Scrum team can cause Scrum to be abandoned without ever demonstrating its full potential.

Life used to be simpler. In the early 2000s, if you wanted to go "agile," XP was the route of choice. And then Scrum became popular. And it was not too long before organizations began to hit the limits of these approaches due to their focus on teams. And then it became apparent that lean principles could be applied to software and Lean Software Development and later Kanban were added to the mix. Now, you have a great many choices: Not just about which method to use, but where to start, whether to go top-down or bottom-up, and what should be the scope of your effort.

Let the Fun Begin!

As children, we learn through play. Because play is so much fun, it creates a virtuous circle where we play and learn. As adults, with the help of educational or “learning” games, the lucky ones among us find ourselves playing to learn once again. Judging by the popularity of learning games, we can still learn a lot through play. For some, it may even be the best way to learn.