A quick background about me—I served 20 years in the U.S. military, and after I retired, I earned a degree in software engineering. I worked as a developer for many years and got involved in what later became known as the Agile movement. Back in the 1990s, an IBMer created something called Rapid Application Development, and I became involved in that. Then, another guy came along and created Extreme Programming—his name was Kent Beck. I was lucky enough to be involved in the early days of Extreme Programming in the late 1990s.
From there, things just evolved. I practiced Extreme Programming for several years, and around 2005, I heard about Scrum. I don’t remember the exact year—I’m 65 now, and those years blur together—but I’ve been involved in Agile ever since. Eventually, I became an Agile coach about eight or nine years ago. I attended a class with Lisa Atkins, and I got hooked. I am also a professional coach, certified by the International Coach Federation. I worked at IBM for 18 years until June 22, when I was laid off, which was actually a great opportunity for me to go full-time with my business. So, that’s me in a nutshell—most of my career in the past nine years has been Agile coaching and professional coaching. I’m extremely happy to be here.
Introduction from the Panel
Thank you, Steve. That was a great introduction. I joined IBM in 2012, which was my first job. I worked on some projects at IBM where there were bosses, not leaders. I felt like my voice wasn’t heard, even though I wanted to help make things better for our customers. At that time, I didn’t know Agile very well.
Then, in 2013, I joined a project at Itau Bank, where they were starting their Agile transformation. That’s when I learned about Agile, and I absolutely loved it. It was amazing to see how everyone could collaborate to make things better. It matched my values and purpose as a person. I later heard about the Agile Center of Excellence at IBM, and I think that’s how I met Tachi. That was one of the most amazing experiences I had at IBM.
Although I am no longer with IBM, it holds a special place in my heart. Thanks to IBM, I met incredible people who guided my career. We had training sessions with Steve and Matt, and they were just amazing. I had to fight for the opportunity to attend that training because my boss at IBM didn’t want to let me participate, but it was totally worth it. Since then, I have kept in touch with Steve and Matt, and we have built a strong connection. As Tachi said, I called her about a month ago for help with a big career decision, and she really helped me. Today, we are not just colleagues but friends. The most important thing in our careers is the people we connect with—people are what truly matter. I’m very happy to be here.
The Journey of the Agile Center of Excellence
Before we start raising some questions, I’d like to share a little background about how our team started at IBM. Many people assume that an Agile Center of Competence in Latin America at IBM began with full support from leadership, but that’s not true. We started this team with nothing but passion and a desire to make things happen.
In 2014, a few of us had the same vision—to make things different, to bring humanity into the corporate world. We started doing things on our own. By 2015, we started gaining attention globally because of the initiatives we had developed locally. That was a special moment for us. In 2016, we had our first Agile Coaching session with Steve, and I’ll share a picture from that special moment. From that point on, Steve became our coach, and we started working together as a team.
By 2017, the Agile Center of Excellence was officially recognized. We gained executive support and investment, but people didn’t realize that we had already been working for three years to build the credibility and trust needed to reach that stage. This is our history, and to this day, we remain friends. Even though we are no longer a formal team, we know we can always count on each other.
What is Agile Team Coaching?
Now, let’s start with our first question: What is Agile Team Coaching? What is the main difference between Agile Team Coaching and Agile Facilitation?
There isn’t a set definition, but for me, an Agile coach is first and foremost someone with experience in Agile or Lean—at least three years of real experience, not just book knowledge. They also need to have a helping mindset—the desire to improve the way teams work together.
Agile coaches need to be proficient in at least five key areas: professional coaching, teaching, facilitation, mentoring, and another area of expertise, such as business strategy or organizational change. Some Agile coaches, like me, come from a strong technical background.
Regarding Agile facilitation, the role of an Agile Team Facilitator is different from that of a Scrum Master. Scrum Masters aren’t always trained in facilitation, but an Agile Team Facilitator must be skilled at facilitating Agile events like solution delivery reviews, backlog refinement, or release planning. They ensure meetings stay on time and on track while fostering collaboration and communication within the team.
Coaching Individuals vs. Coaching Teams
What is the difference between coaching individuals and coaching teams?
When coaching an individual, the focus is on their personal growth—identifying their strengths, weaknesses, goals, and development path. When coaching a team, you have to think of the team as a system. First, you understand each individual, but then you consolidate those insights to assess the strengths and weaknesses of the team as a whole.
The same coaching techniques apply, but when coaching a team, you must consider group dynamics, collaboration, and the organization’s overall goals.
Special Moments in Agile Coaching
Steve, what was special about coaching the Agile COE team?
The hunger. You all were passionate and wanted to get better. I remember that first coaching session—some people had just met me, but within days, their hearts were touched. Several people had tears in their eyes, saying, “I’ve been waiting for this all my life.”
Many people become Agile coaches for the money or the prestige, but for me, coaching is about the heart. Your passion touched my heart, and I knew I had to coach this team.
Final Thoughts
To everyone here, remember that bringing Agile into an organization isn’t about forcing change—it’s about showing results. Start small, lead by example, and let people see the difference Agile can make. You don’t even have to use the word "Agile"—just demonstrate better ways of working.
We hope this discussion has been insightful, and we’re here to support your journey in Agile coaching and facilitation. Thank you all for being a part of this session.