1. EDUCATION - Ensuring that contributing team members as well as management are trained in the application of Agile and Agile practices. This training will include the basic 101 type course available through client University as well as ongoing training for more advanced skills such as Agile design, great user stories, the attributes of an agile manager, how to be a good Product Owner, and many others. A lack of attention paid to the appropriate level of education will have a disproportionate impact in terms of time needed to fully implement this process. External consultant coaches or certified Associate coaches would also work with identified apprentices to get them thru our internal certification process.
2. PROCESS OWNER- Coaches for Regulatory Operations and Compliance will hold these teams to the same level of fidelity to the process as all other client teams. Left to their own devices, teams will migrate away from the discipline required to run projects Agile. A team without a dedicated coach is not an Agile team. We want fully fledged Agile teams, not Agile-like teams. As such, coaches will be diligent in keeping your Agile teams operating within the rules of the process. This will include maintaining the Sprint Backlog, facilitating stand-ups, reviews, retrospectives, and planning sessions among other things. Coaches will also ensure that the various roles are both understood and followed diligently - product owners, team members, customers, etc. Coaches will facilitate the resolution of team impediments and will guard the team from all outside 'noise' that does not concern the work at hand.
3. MANAGEMENT CONSULTING - The Agile coaches will need to have regular contact with management from Regulatory Operations and Compliance. This provides an opportunity for management to obtain feedback on how the teams are doing and what issues exist. Also, the coach can assist management in understanding the role they play in creating high-performing teams. Agile adoption always means changing how you manage. In other organizations outside of client, a full 40% of organizations fail in the implementation of Agile because of the inability of their management to make the requisite changes. A close interaction and trust between the coaches and the management team is a critical success factor.