Agile Coach

Assessment Template Details

Lean Agile Intelligence

Agile Coach

This template focuses on the core competencies and characteristics of a great Agile Coach. Influenced by many Agile & Lean thought leaders, this template provides an opportunity for an Agile Coach to reflect and improve on the behaviors, qualities, and practices required to assist organizations in competing in today’s fast-moving business environments.


Works of thought leaders that influenced the Practice's Technique Criteria, assigned Agility Stage, and impacted Business Outcomes.

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Questions/Practices by Practice Dimension

28 total practices

Value Driven

• Agile Planning Coaching
• Product Development Expertise
• Stakeholder Engagement Coaching


• Creating Accountability
• Creating Safety
• Working Agreements Coaching


• Definition of Done Coaching
• Technical Techniques Coaching


• Business Domain Expertise
• Daily Stand-Up Coaching
• Sprint Planning Coaching


• Developing Cross-Functionality
• Metrics Coaching
• Retrospective Coaching
• Transformation Mastery


• Coach Self-Development
• Coaching
• Courage
• Creating Visibility
• Facilitation
• Growth Mindset
• Lean Agile Practices Knowledge
• Outcome Focus
• Promoting Flow
• Promoting Quality
• Promoting Sustainability
• Self-Awareness
• Training Instructor

Practice Technique Criteria Example

Transformation Mastery

Starting (0)
  • Teams being coached are not predictable
Developing (1)
  • Coached teams produce high quality working software that has everything needed to be potentially shippable on a cadence
  • Teams are predictable regularly achieving goals
  • Teams understand the vision for what they are doing and contribute ideas to what is being built in refinement, planning, etc.
Emerging (2)
  • Teams are adept at controlling their WIP and delivering in small batches 
  • Delivery, business, and quality metrics are not only consistently tracked but used by the teams for self-improvement, product improvement, and higher performance
  • Teams are consistently using XP practices such as TDD, Pair Programming, CI/CD, etc.
Adapting (3)
  • Teams have little to no dependencies due to lack of skillsets and have few bottlenecks 
  • If refactoring is needed it's prioritized alongside business value to increase the quality of the code and enhance delivery
  • Tests are treated as equal to production code
  • Teams deploy code on their own and can easily monitor application performance
  • Work is moved to the teams and consistently reprioritized as needed
Optimizing (4)
  • Teams, programs, or value streams teams are funded as long standing investments instead of traditional project funding 
  • Teams and the organization around the teams demonstrates an empirical mindset as well as sound economic decision making based on continuous emergent prioritization of high value items with preferably shorter lead times
  • Leadership in and around the team demonstrates attributes of servant leadership and help craft the environment for self-organization to flourish in the organization