“Agile Coach” is a made-up thing. I’ve met countless people who hand me a business card with “Agile Coach” on the front. I have worked with stables of coaches from consulting organizations. I’ve lost count of the number of “Agile Coach” job descriptions I’ve been asked to review. Describing the responsibilities, behaviors, and activities of “Agile Coach” often varies among people. And in my experience, asking management to describe how the role delivers value to people comes out vague and equivocal.
Afew weeks back, I had a conversation with a peer coach who was introduced to me. As we chatted, we discussed several aspects of coaching. At one point, he asked me a question that has proven difficult for me to answer.
The other coach asked, “If you could track only two metrics for an Agile team, what would they be?”