The Epic Journey of an Agile Coach: Lessons from the Past, Lessons for the Future

A Beginner's Guide to Agile Principles,

As a Technical Engagement Manager at IBM in the early 2000s, I was fortunate to work with some of the most innovative and forward-thinking organizations in the world. I had the opportunity to collaborate with teams at Toyota, Honda, Boeing, Raytheon, and Lockheed, as well as various government agencies, on the rollout of the Rational Unified Process (RUP).

While the term "agile" wasn't yet in widespread use, the principles of iterative development, continuous improvement, and adaptability were already taking hold in the software industry.

As I look back on my time at IBM, I can't help but feel a sense of nostalgia and pride for the work we accomplished during the early days of Agile. I was just a young, ambitious engineer fresh out of college when I joined the team as a Technical Engagement Manager in 2000. Little did I know that this role would shape the course of my career and set me on the path to becoming a seasoned Agile coach.

When I joined IBM, Agile was still in its infancy. Scrum had only been introduced a few years earlier and many organizations were still clinging to traditional, waterfall approaches to software development. But I was drawn to the idea of iterative and incremental development, and I saw the potential for Agile to revolutionize the way we delivered software.

As a Technical Engagement Manager, I was responsible for fostering the development of Project Managers and guiding software process improvements. I supervised a team of six and worked with clients across various industries, including aerospace, automotive, and defense. We taught, mentored, and trained hundreds of individuals in Rational Software Development Tools and helped organizations adopt Agile practices that later evolved into frameworks like Scrum, Kanban, and SAFe. (yes, yes, I am that old, even Scrum was novel and little used in those days ...)

The Challenges of Applying 'Agile' in the Defense Industry

One of the highlights of my time at IBM was playing an integral role in the rollout of the Rational Unified Process (RUP) at Toyota, Honda, Boeing, Raytheon, and Lockheed. We used RUP to adopt iterative approaches with various government agencies and held training classes on systems engineering and requirements and modeling with UML. If y'all know anything, RUP isn't agile; but we at least experimented with many concepts like iterative, good engineering, development and operations (aka DevOps) and the like. For me, the lessons were in how to introduce complex ideas. I was still young and naïve enough to think the answer was training.

I also had the opportunity to work on classified programs for undisclosed agencies, where the programs a hush-hush. While I can't go into detail about the specifics of these programs, I can say that they were some of the most challenging and rewarding projects I've ever worked on. I can safely say that just because I've taught rocket scientists, it doesn't make me as smart as one!

We used UML and early versions of model-based systems engineering to model for abstraction and maintainability, which were early Agile precursors. We abstracted, designed with patterns, and I'm proud of the work we accomplished in helping organizations enhance their workflow cycles through continuous improvement initiatives.

By adopting Agile principles and practices, we were able to deliver higher quality software faster and with less rework. We saved our clients millions of dollars and earned a reputation for excellence in the process. At IBM, we were at the forefront of this shift, and I was privileged to be a part of it.

One of the biggest lessons I learned during this time was the importance of building relationships and earning trust. As a Technical Engagement Manager, I was responsible for fostering the development of Project Managers and guiding software process improvements. This meant working closely with teams, teaching, mentoring, and training hundreds of individuals in Rational Software Development Tools.

But my role wasn't just about imparting knowledge. It was about listening, understanding the needs of each team, and finding ways to help them achieve their goals. I quickly learned that building trust and rapport was key to getting buy-in for the changes we were proposing.

Another lesson I learned was the importance of being adaptable and open to new ideas. In the early days of agile, there was still a lot of uncertainty about what worked and what didn't. We had to be willing to try new things, experiment, and course correct when necessary.

One of the things I enjoyed most about my time at IBM was the opportunity to work on complex, high-stakes projects that pushed the boundaries of what was possible. Whether it was the a classified upgrade, classified programs for undisclosed agencies, or training for er the Coast Guard, I was constantly challenged to think creatively and find solutions to tough problems. How might I make things more clear and more simple. ... I guess I'm still learning this.

The Fellowship of agility: Collaborating Across Teams and Sectors

But my time at IBM wasn't all about work. I also learned the value of having fun, building community, and celebrating our successes. Whether it was happy hours, team building events, or just chatting with my colleagues in the break room, I made some lifelong friendships and had a lot of fun along the way.

Looking back on my journey as a Technical Engagement Manager at IBM, I am grateful for the opportunities and experiences I had. I learned so much about myself, about teamwork, and about the power of agile principles to drive innovation and achieve impactful results.

As I look back on my time at IBM, I am filled with gratitude for the opportunities and experiences I had. I was fortunate to be a part of a team that was at the forefront of agile transformation in the early days, and I learned so much from my colleagues and mentors along the way.

But perhaps the most valuable lesson I took away from my time at IBM was the power of agile principles to drive innovation and achieve impactful results. By embracing iterative and incremental approaches, we were able to create more adaptable and resilient systems that delivered value to our clients faster and with higher quality.

As I reflect on my journey as a technical engagement manager at IBM, I am reminded of the words of agile thought leader Ken Schwaber, who said, "Agile is about delivering value, not just following a process." This is a lesson that has stayed with me throughout my 25-year career as an agile coach, and it is one that I hope to pass on to others as they embark on their own agile journeys.

As I reflect on my time at IBM, there are a few key takeaways that I believe can be useful for others in their journey towards implementing agile principles.

• First, it's important to understand the constraints and regulations that your organization is operating under. In my case, I had to work within the framework of government contracts and MIL-STD specifications, which can be inflexible and resistant to change. However, by approaching these constraints with a systems thinking mindset and leveraging tools like UML and MBSE, we were able to find ways to adapt and innovate within these boundaries.

• Second, building relationships and trust is key to driving change and adoption of agile principles. This can involve working closely with stakeholders to understand their needs and concerns, and finding ways to address these through agile practices. It can also involve building a network of allies and advocates who can help to spread the message and champion the adoption of agile principles.

• Third, it's important to focus on continuous improvement and learning. This can involve regularly reflecting on your processes and practices, identifying areas for improvement, and experimenting with new approaches. It can also involve seeking out training and learning opportunities, both for yourself and for your team, to continually build your knowledge and skills.

• Finally, it's crucial to remember that agile is a journey, not a destination. It's important to be patient and persistent, and to recognize that change takes time. By approaching your work with an agile mindset and continually seeking out opportunities to improve and innovate, you can drive meaningful impact and create lasting change within your organization.

Returning to the Shire: Applying Lessons from the Past to Propel Success in the Present

As an agile coach, I have learned many valuable lessons throughout my 25-year career, and my time at IBM was no exception. Here are five key things I learned during my time as a Technical Engagement Manager at IBM:

1. The importance of continuous improvement.

   1. At IBM, I was part of a team that was focused on continuous improvement, constantly looking for ways to optimize processes and enhance workflow cycles. I learned the importance of a continuous improvement mindset in achieving long-term success. This lesson has stayed with me throughout my career, as I have continued to prioritize continuous improvement as a key component of successful Agile practices. As Agile expert Dave Thomas writes in his book "Agile Coaching," "Agile is a journey, not a destination."

   2. One of the key principles of agile is the idea of continuously improving processes and practices, and I learned this firsthand at IBM. We worked with a variety of complex systems and programs, and one of the things that made us successful was our commitment to continuously seeking out ways to improve. As Kent Beck, one of the pioneers of agile, said, "Continuous improvement is the only way to survive." And, personally, this lesson has stayed with me every day of every one of the the last 25 years.

   3. Fundamentally, I keep learning, often even failing and then learning. The importance of continuous learning and improvement is personal for me and deeply rooted in a sense of respect for those who have given me feedback and mentored me. Agile practices are built on the principle of continuous learning and improvement, and I learned the value of regularly reflecting on my own practices and those of my team. This meant looking for opportunities to learn from successes and failures and continually adapting and improving as we worked.

1. The value of collaboration.

   1. In order to be successful in the fast-paced world of agile, it is essential to work collaboratively with others. At IBM, I learned firsthand the importance of building strong relationships with my team members and with the clients we served. As Jeff Sutherland, one of the co-creators of Scrum, said, "The real power of Scrum comes from having a team that is focused, committed, and collaborative."

   2. This is still a journey for me and I'm still reminded of the The value of collaboration and co-creation: Agile methodologies rely heavily on collaboration and co-creation, and I learned the importance of building strong relationships and fostering a culture of trust and transparency. This meant actively engaging with team members, stakeholders, and leaders to ensure that everyone was on the same page and working towards common goals.

2. The power of adaptability.

   1. In the complex and rapidly-changing world of software development, it is essential to be able to adapt and pivot quickly in response to changing circumstances. At IBM, I learned the value of being able to quickly adapt to new challenges and situations, and I continue to apply this lesson in my work as an agile coach today. As Agile Manifesto co-author Alistair Cockburn said, "The only sustainable competitive advantage is an organization's ability to learn faster than the competition."

   2. Personally, I learned this deeper, as in introspection, I've come to better understand the importance of adapting to different organizational cultures and constraints: As an agile coach at IBM, I learned the importance of understanding the unique culture and constraints of each organization I worked with. This meant finding ways to incorporate agile principles and practices in a way that was both effective and respectful of the existing norms and regulations. One lesson I learned was to always start with a thorough assessment of the organization's readiness for change and to be willing to adapt my approach as needed.

3. The importance of clear communication. Effective communication is crucial in any team environment, and at IBM I learned the value of being able to clearly articulate my ideas and thoughts to others. This has been especially important in my work as an agile coach, where clear and concise communication is essential for helping teams to understand complex concepts and ideas. As management consultant Peter Drucker said, "The most important thing in communication is hearing what isn't said."

4. The power of influence.

   1. As a Technical Engagement Manager at IBM, I was often faced with the challenge of influencing change in organizations that were resistant to new ideas and approaches. I learned the value of persistence, open-mindedness, and empathy in successfully influencing change and inspiring others to adopt new ways of thinking. This lesson has stayed with me throughout my career, as I have continued to use these skills to help organizations transform their software product delivery practices from traditional project management to more Agile and Scaled Agile approaches. As Agile thought leader Peter Drucker writes, "The only way to get the right answers is to ask the right questions."

   2. In my work as an agile coach, I have learned the importance of being able to influence others in order to drive change and achieve successful outcomes. While at IBM, I learned how to use my skills and experience to influence others and help them see the value in new approaches and ideas. As leadership expert John C. Maxwell said, "Leadership is not about titles, positions, or flowcharts. It is about one life influencing another."

   3. ... This is one lesson that life can't seem to give me enough hard knocks on. The role of leadership in agile transformation is critical and still struggle to think like a CEO, to emphasize with them to remember that they may be trying to figure out how to avoid a disaster as I introduce yet another buzzword into their busy day. As an agile coach, I learned that leadership is critical to the success of any agile transformation. This means not only supporting and enabling the team, but also being willing to challenge the status quo and push for change. It also means building the necessary leadership skills and capabilities to effectively lead and facilitate agile teams and organizations. This take courage and tact, I'm sure I'm not done learning on this!

There and Back Again: A Tale of Agile Transformations

As an Agile Coach at a leading defense and space systems company, my journey has come full circle. Looking back on my time as a Technical Engagement Manager at IBM, I can see the lasting impact of the lessons I learned during those formative years.

I was fortunate to have been part of the early days of agile, working with some of the brightest minds in the industry to drive innovation and achieve impactful results. From my time at IBM, I learned the power of iterative approaches and model-based systems engineering, as well as the importance of teaching, mentoring, and training others in these techniques.

Today, as an Agile Coach at my current company, I have had the opportunity to apply these lessons in a variety of contexts. From launching and leading large-scale agile release trains, to working with SAFe teams and customers to drive hardware innovation, to using empathy maps and team canvases to improve collaboration with DoD customers, I have been able to make a real difference in the success of our mission and the satisfaction of our customers.

But my journey isn't over yet. As the agile landscape continues to evolve, I remain committed to learning and growing, and to sharing the lessons I have learned with others. Whether you're just starting out on your agile journey or are an experienced practitioner, I hope that my story will inspire you to keep pushing the boundaries and achieving great things.

As I reflect back on my time at IBM, I am filled with gratitude for the mentors and helpers who guided me along the way. While I may have been the one leading the charge on implementing agile techniques and processes, I couldn't have done it without the support and guidance of those around me.

There were the team members who worked alongside me, always willing to lend a hand and offer their expertise. There were the executives who trusted in my vision and allowed me the freedom to experiment and push the boundaries. And there were the industry leaders and thought pioneers whose writings and insights helped shape my thinking and approach.

Through it all, I learned valuable lessons about the power of collaboration, the importance of continuous learning, and the need to embrace change and adaptability. These lessons have stayed with me throughout my 25-year career as an agile coach and have helped me guide countless organizations and teams towards success.

So, to those who are reading this blog, I encourage you to take a moment to reflect on your own experiences and the lessons you have learned along the way. Remember that agile is not just a set of processes or tools, but rather a mindset and approach to problem-solving that can drive innovation and achieve meaningful results. Embrace this mindset, and you too can create positive impact and deliver value to your clients and stakeholders. For those readers who may be embarking on a similar journey, I offer the following takeaways from my own experiences:

1. Don't be afraid to challenge the status quo. As an agile coach, it's often your job to help teams and organizations move away from traditional, waterfall-based approaches and embrace more flexible and adaptive practices. This can be a tough sell, but don't let that deter you. Instead, use data and success stories to make your case and show the benefits of agile methods.

2. Embrace continuous learning. The agile philosophy is all about embracing change and adapting to new situations. As a coach, it's important to stay up-to-date on the latest techniques and best practices, and to be willing to try new approaches when the situation calls for it.

3. Focus on collaboration and teamwork. Agile methods are all about bringing people together and fostering collaboration. As a coach, it's important to create an environment where team members feel comfortable sharing ideas, asking questions, and working together towards a common goal.

4. Emphasize the importance of communication. Agile teams rely on clear, open communication to be successful. As a coach, it's important to encourage team members to speak up, share their thoughts and ideas, and actively listen to others.

5. Show gratitude for those who have helped you along the way. While I didn't list everyone who mentored me in this blog because I don't want to call anyone out in public. Writing this blog did give me an opportunity to personally thank many, I did take time to call, write and chat with several of them. I am grateful for all the support and mentoring along the way. Whether it's team members, executives, or industry thought leaders, be sure to express your appreciation for those who have supported you and helped you grow as a coach. Their guidance and expertise has no doubt played a crucial role in your own success.