About Agile Coaching
Agile coaching is the craft of helping teams and organizations deliver value more
effectively, not by enforcing a process, but by building the habits, skills, and
mindset that make good ways of working stick. This course follows the path most coaches
take, starting with Agile Foundations & Mindset (the Manifesto, its
principles, and Lean thinking) and The Agile Coach Role, where you
learn when to teach, mentor, facilitate, or coach.
Next come the frameworks you will be asked to guide teams through:
Scrum Framework and Kanban & Flow, followed by
Product Ownership & Backlogs and
Estimation, Planning & Forecasting, covering user stories, story
mapping, prioritization, and probabilistic forecasts.
The people skills are the core of the job. Facilitation Skills covers
running retrospectives, workshops, and planning sessions;
Coaching & Mentoring Skills covers powerful questions, active
listening, and the GROW model; and
Team Dynamics & Conflict covers psychological safety, team
development stages, and working through disagreement.
Finally, Engineering Practices & DevOps covers the technical
habits behind sustainable delivery, Scaling Agile compares SAFe, LeSS,
Nexus, and Scrum@Scale, and Metrics & Organizational Change covers
measuring outcomes and leading transformation: the skills that separate a coach who
runs ceremonies from one who changes how an organization works.
Content
12 modules
01
Agile Foundations & Mindset
The Agile Manifesto and its 12 principles, how Agile differs from waterfall, and the Lean ideas of waste, flow, and continuous improvement behind it.
Agile ManifestoLean ThinkingWaterfall vs Agile
02
The Agile Coach Role
What an agile coach actually does: the teacher, mentor, facilitator, and coach stances, how the role differs from a Scrum Master, and how to build trust and agree on a coaching contract.
Coaching StancesScrum Master vs CoachCoaching Agreement
03
Scrum Framework
The three accountabilities, five events, and three artifacts of Scrum, plus the common anti-patterns coaches are called in to fix.
SprintsProduct OwnerDefinition of Done
04
Kanban & Flow
Visualizing work, limiting work in progress, and managing flow, including when Kanban or Scrumban is a better fit than Scrum.
WIP LimitsCycle TimeScrumban
05
Product Ownership & Backlogs
Writing good user stories, slicing work thin, mapping the user journey, and prioritizing a backlog around product vision and outcomes.
User StoriesStory MappingOKRs
06
Estimation, Planning & Forecasting
Relative sizing, velocity and its limits, release and roadmap planning, and data-driven forecasting with throughput and Monte Carlo simulation.
Story PointsVelocityMonte Carlo
07
Facilitation Skills
Designing and running retrospectives, planning sessions, and workshops that get real participation, with techniques for keeping groups focused and decisions clear.
RetrospectivesLiberating StructuresWorkshop Design
08
Coaching & Mentoring Skills
Active listening, powerful questions, and structured coaching conversations that help people find their own answers rather than being handed advice.
GROW ModelPowerful QuestionsActive Listening
09
Team Dynamics & Conflict
How teams form and perform, building psychological safety, setting working agreements, and handling conflict before it stalls delivery.
Tuckman StagesPsychological SafetyConflict Resolution
10
Engineering Practices & DevOps
The technical habits that make agility sustainable: test-driven development, continuous integration and delivery, managing technical debt, and a strong Definition of Done.
TDDCI/CDTechnical Debt
11
Scaling Agile
Coordinating many teams on one product: how SAFe, LeSS, Nexus, and Scrum@Scale differ, and how to choose and adapt an approach without losing agility.
SAFeLeSSScrum@Scale
12
Metrics & Organizational Change
Measuring outcomes instead of activity, using flow and DORA metrics, and guiding leaders and organizations through a lasting agile transformation.
DORA MetricsKotter & ADKARAgile Transformation
What You Can Do After This Course
By the end of the curriculum you'll have worked through 5 hands-on projects and
covered the core of what a team-level to enterprise agile coach role expects.
Concretely, you'll be able to:
Explain the why behind Agile: connect the Manifesto, Lean thinking, and real business outcomes, and tell genuine agility from "agile in name only".
Choose your stance: know when to teach, mentor, facilitate, or coach, and set a clear coaching agreement with teams and sponsors.
Guide teams in Scrum and Kanban: set up the framework that fits, spot anti-patterns, and help teams improve their flow.
Shape the work: help product owners write and slice stories, prioritize by value, and forecast with data instead of guesses.
Facilitate and coach: run retrospectives and workshops people want to attend, and hold coaching conversations built on listening and powerful questions.
Build healthy teams: grow psychological safety, set working agreements, and work through conflict constructively.
Lead change at scale: pair engineering practices with agile ways of working, compare scaling frameworks, and measure progress through outcomes and flow metrics.