Turning the Knobs: A Coaching Pattern for XP through Agile Metrics
Proceedings of the Second XP Universe and First Agile Universe Conference on Extreme Programming and Agile Methods - XP/Agile Universe 2002
Better Validation in a World-Wide Development Environment
METRICS '01 Proceedings of the 7th International Symposium on Software Metrics
Xtreme programming and agile coaching
OOPSLA '03 Companion of the 18th annual ACM SIGPLAN conference on Object-oriented programming, systems, languages, and applications
Agile Coaching in British Telecom: Making Strawberry Jam
AGILE '06 Proceedings of the conference on AGILE 2006
The Growth of an Agile Coach Community at a Fortune 200 Company
AGILE '07 Proceedings of the AGILE 2007
Remote Mentoring a Distributed Agile Team
AGILE '08 Proceedings of the Agile 2008
Organically Growing Internal Coaches
AGILE '09 Proceedings of the 2009 Agile Conference
AGILE '09 Proceedings of the 2009 Agile Conference
XP'03 Proceedings of the 4th international conference on Extreme programming and agile processes in software engineering
Coaching for agile and Xtreme practices: a fishbowl with piranhas
XP'03 Proceedings of the 4th international conference on Extreme programming and agile processes in software engineering
Organizing self-organizing teams
Proceedings of the 32nd ACM/IEEE International Conference on Software Engineering - Volume 1
Coaching agile software projects: tutorial proposal - ICSE 2010
Proceedings of the 32nd ACM/IEEE International Conference on Software Engineering - Volume 2
Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition
Hi-index | 0.02 |
This paper presents a case study on building a successful agile coaching team focusing on distributed software development projects in a global software company. We describe how the team of eight coaches was built, how the coaches work as a team, how the coaches work with their customer projects, what the main benefits of coaching have been for the customer projects, and the main challenges on building the coaching activities. The data was gathered by 13 semi-structured interviews of the coaching team members, as well as the interviews with personnel from four coached customer projects.