To be effective, agile coaches require deep, applied expertise and experience across multiple organisations, multiple projects and industries. As the organsiation scales, the Agile Coaching Development Pathway shows the focus of the role as it scales to more responsibilities beyond being a coach of a single team and provides guidance on what knowledge and experience is required to be an Enterprise Coach.
Sharing patterns and practices and driving consistency across the organisation is key to building an organsiationational capability however eventually when we as external consultanst leave, there is always the risk that the organisation will just spring back to their old ways of working. So we set up ZXM Agile Academy to build enduring internal capability.
How to mitigate Integration issues? – In the short term, transparency and communication is key. In the longer-term, we needed a more empowering state so we looked at how to to use agile practices to build capability and evolving environment practices to move to automation and continous integration.
Agile IQ® is an effective way to measure agile culture. Overall, it’s an effective leading indicator of the changes to mindset, behaviour and culture that’s needed to ensure that your investment in your agile enterprise is on track to deliver the results you need.
Agile delivers significant benefits over traditional ways of working, but how do you know when you’re agile? How do you use a metrics-driven approach to create repeatability, consistency, and scalability of agile capability across the enterprise? Agile IQ is the key.
90% overtime reduction and 95% defect decline at the ATO in 12 months — delivery architecture redesigned, not headcount added.
Over 200 people in structured Horizon Planning within twelve months. ZXM rebuilt planning cadence from the sprint level up.
IAG executives built portfolio leadership capability before the programme commenced. ZXM diagnosed the readiness gap.
Establishing an Agile Centre of Excellence (CoE) to lead and drive agile transformations and building an internal capability to ensure ongoing support on the organisation’s journey is critical.
Agile coaching focused on developing and building agile capability and maturity and transferring knowledge to develop people in key agile roles to build an enduring internal agile capability after our engagement as external consultants concluded completed.
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