Job title:- Agile Coach
Location:- Waltham, MA
Duration:- 12 Months
Top Three Must have:
Understand regulatory, procurement, portfolio management -
MS Suites is a must and Jira and Allassian suites are a bonus
Responsibilities:
- Exhibit the Lean-Agile Mindset
- Demonstrate the SAFe Core Values
- Utilize the SAFe Principles
- Communicate the vision for change
- Maintain the Guiding Coalition
- Maintain the transformation backlog
- Launch exemplar Communities of Practice (CoPs)
- Reaching the tipping point
- Create a Lean-Agile Center of Excellence (LACE)
- Training executives, managers, and leaders
- Lead in the Digital Age
- Organize around value
- Create the implementation plan
- Prepare for the ART launch
- Train teams and launch the ART
- Coach ART execution
- Launch more ARTs and value streams
- Enhance the portfolio
- Accelerate
- Facilitate value stream mapping
- Establish the Kanban systems
- Measure flow
- Apply the Flow Accelerators
- Grow a flow mindset
- Extend agility across the business
- Measure and Grow the core competencies
- Expand the Change Agent (SPC) pool
- Sustain the change
Characteristics:
- Supports the Enterprise by displaying an authentic understanding and concern for each person's beliefs or feelings. In turn, the members of the enterprise are more likely to build relationships with others, resulting in higher levels of collaboration and performance. Empathy is a crucial ingredient of trust, which is essential for people to accept and welcome coaching.
- Supports the enterprise in resolving interpersonal conflicts, problem-solving, and decision-making. Agile coach and author Lyssa Atkins has said that “Navigating conflict is our new mindset, in which we help teams move from conflict to constructive disagreement as a catapult to high performance.”
- Persuades rather than uses authority. As servant leaders, Change Agents (SPCs) focus on the needs of the members of the enterprise and those that the enterprise serves, intending to achieve results aligned with the organization’s values, principles, and business objectives. They have choices in how they collaborate with the enterprise's stakeholders/members depending on the situation and their accountability for enterprise performance. Change Agents (SPCs) should have options for achieving their responsibilities.
- Supports the personal development of enterprise stakeholders/members, helping them gain a continuous learning mindset. They guide the enterprise to find solutions to their problems independently instead of being given the answers.
- Transparency is a Core Value of SAFe and one of the pillars of empiricism. The Change Agent (SPC) is open to feedback and appreciates transparency from others. They help the enterprise provide transparency by ensuring artifacts are inspected, identifying significant differences between expected and actual results, and detecting anti-patterns.
- The Change Agent (SPC) understands and educates the team on methods beyond Scrum, such as SAFe, Kanban, Flow, Built-in Quality, and more. They often have advanced training and experience in one or more technical and business domains.
Behavior (generally)
- Listen to and support teams in problem identification and decision-making
- Create an environment of mutual influence
- Understand and empathize with others
- Persuade rather than use authority
- Encourage and support the personal development of each individual and the development of teams
- Think beyond day-to-day activities and apply systems thinking
- Supports the teams’ commitments
- Be open and appreciate openness in others