Agile Coaching Contract

Agile Coaching Contract is an agreement between the coach and the client for an agile coaching engagement. The purpose of the contract is to create a clear and shared understanding of the goals, expectations, and outcomes of the coaching.

The coach and the client have co-created this agreement by exploring the following questions:

What is the main challenge or opportunity that we want to address with the coaching agreement?
Why is this challenge or opportunity and is it important or urgent for us to tackle now?
What are the specific and measurable outcomes that we want to achieve with agile coaching in the short-term (3 months), medium-term (6 months), and long-term (one year)?
What are the potential barriers or risks that may hinder or derail our progress toward these outcomes?
How will we track and evaluate our performance and results with agile coaching on a regular basis?
What are the benefits and value that we expect to gain from agile coaching for ourselves, our team, our customers, and our stakeholders?
What are the roles and responsibilities of the coach and ourselves in the agile coaching relationship?
What are the learning objectives and methods that we want to use with agile coaching to improve our agile knowledge and skills?
What are the boundaries and exclusions that we want to set with agile coaching to avoid role confusion, interference, or disappointment?
How will we communicate and collaborate with each other and with others involved in the agile coaching engagement?

Clarify the Purpose and Goals

To set a clear direction and vision for the coaching and align the expectations and motivations of both parties, it is important to have a clear purpose that is based on challenges or prospective opportunities and goals that are SMART: (Specific, Measurable, Achievable, Relevant, and Time-bound)

A SMART goal is more specific and measurable than a vague one. For example, instead of saying “I will implement a framework”, a SMART goal could be “By the end of the month, I will coach the team to understand scrum values and principles and guide the product owner to write and prioritize user stories in a product backlog”

Agree on the Scope and Role

Define the scope and role between coach and coachee and respect each other’s boundaries which outline the limitations and responsibilities of the coaching relationship and prevent role confusion, interference, or conflict. Both parties should discuss and document their expectations and commitments as part of the coaching.

For example, the coach may say “I will provide guidance and feedback on your agile mindset, but I will not manage your team or make decisions for you” and the coachee may say “I will listen and learn from your advice, but I will not expect you to solve all my problems or provide solutions”.

Plan the Training and Methods

The coach should guide the coachee learn and grow an Agile mindset, as well as design a customized and effective learning plan that covers Agile, Scrum, Kanban, Product, and other relevant topics. The learning plan should be aligned with the coaching goals and needs, but also flexible enough to adapt to changing situations. Both parties should discuss and document what they want to learn and how they want to learn it.

For example, the coachee may say “I want to learn about Scrum roles, events, artifacts, and rules” and as an Agile coach I may say “I will use a combination of online courses, books, workshops, simulations, and mentoring to teach you about Scrum”.

Define the Metrics and Reporting

Metrics will track and demonstrate the progress and impact of the coaching and show the value and outcomes. Reporting at regular intervals will ensure the coaching is meeting expectations and staying on track. Both parties should discuss and document how they will collect, analyze, and share data on the coaching performance and results.

For example, Coachee (Client) or Coach may say “We will use a survey to assess your satisfaction and confidence in agile every month” or “We will use a dashboard to track your team’s velocity and quality every sprint” or "We can do the frequent quiz with participants to assess their competencies"

Decide on the Location and Confidentiality

Location creates a comfortable and safe environment for the coaching, whereas confidentiality of the coaching sessions is necessary to protect each other’s privacy: Together it will respect each other’s preferences and rights. Both parties should discuss where and how they will conduct the coaching sessions and how they will handle any sensitive or personal information that may arise during the coaching.

For example, both may say “We will meet in your office once a week for face-to-face sessions or hybrid sessions with cameras on” or “We will not disclose any confidential information about each other without consent”.

Identify the sponsor and payment

Sponsor and payment of the coaching make sure they are clear, fair, and approved to secure the support and resources for the coaching and avoid any financial or contractual issues or disputes. Both parties should discuss and document who is responsible for initiating, funding, and endorsing the coaching and how much they will pay for it.

For example, Clarity may be added “The sponsor is "x" individual from who requested and approved the coaching” or “The payment is $123xx (Currency) / per month for six months

Exclude

Specify the exclusions of the coaching and avoid unrealistic or disrespectful expectations which may clarify what is not part of the coaching contract and what both parties should not do or expect from each other, which may prevent any misunderstandings or disappointments. To specify the exclusions, both parties should discuss and document what they will not include or cover in their coaching relationship.

Excluded from Contract

What you may exclude and how you can communicate effectively (Not limited to..)

Managing team and team members: The coach will not take over the role of the team leader or manager and will not interfere with the team’s autonomy or accountability. The coach will not assign tasks, set deadlines, resolve conflicts, or make decisions for the team or its members. The coach will respect the team’s self-organization and empowerment and will only provide guidance and feedback when requested or needed.

How to communicate effectively: “As your coach, I’m here to coach you and your team improve your agile mindset and overall performance, but I’m not here to manage or lead your team. You and your team are responsible for organizing and managing your own work and making your own decisions. I will respect your team’s autonomy and accountability and I will not interfere with your team’s dynamics or processes. I will only provide guidance and feedback when you ask me or when I see an opportunity for improvement.”

Performance evaluations: The coach will not conduct or participate in any formal or informal assessments or appraisals of the coachee’s or the team’s performance. The coach will not judge, rate, or compare the coachee’s or the team’s skills, behaviors, or results. The coach will limit the scope of guiding the coachee and the team improve their performance through learning and feedback.

How to communicate effectively: “As your coach, I’m here as a facilitator for you and your team learn and grow in agile, but I’m not here to evaluate or judge your performance. You and your team are responsible for delivering value to your customers and stakeholders and meeting their expectations. I will not conduct or participate in any performance assessments or appraisals of you or your team or be involved in measuring or reporting them. I will focus on guiding you and your team improve your performance through learning and feedback”

Tracking delivery issues: The coach will not monitor or track the progress or status of the coachee’s or the team’s deliverables or projects and will not report or escalate any issues, risks, or impediments that may affect the delivery. The coach will support the coachee and the team in applying an agile mindset and principles to deliver value to their customers and stakeholders, but will not be involved in managing or controlling their delivery.

How to communicate effectively: “As your coach, I’m here to guide you and your team apply agile principles and practices to deliver value to your customers and stakeholders, but I’m not here to track or control your delivery. You and your team are responsible for monitoring and reporting on the progress and status of your deliverables and projects. I will not track or report on any issues, risks, or impediments that may affect your delivery. I will support you and your team in resolving any delivery challenges or opportunities, but I will not be involved in managing or controlling your delivery.”

Contract negotiations with clients: The coach will not engage in any discussions or agreements with the coachee’s or the team’s clients or customers regarding the scope, quality, cost, or schedule of their deliverables or projects and will not represent or speak on behalf of the coachee or the team in any contractual matters. The coach will limit support the coachee and the team understand and meet their client’s needs and expectations, but will not be part of their contractual relationship.

How to communicate effectively: “As your coach, I’m here to navigate you and your team understand and meet your clients’ needs and expectations, but I’m not here to negotiate or agree on any contractual matters with them. I will coach you and your team communicate effectively and transparently with your clients, but you and your team are responsible for discussing and agreeing on the scope, quality, cost, and schedule of your deliverables and projects with your clients.”

Getting attached to own ideas or solutions: The coach will not impose or advocate for any specific ideas or solutions for the coachee’s or the team’s challenges or opportunities. The coach will refrain from being biased or attached to their own opinions or preferences. The coach will guide the coachee and the team explore and discover their own ideas and solutions.

How to communicate effectively: “As your coach, I’m here to facilitate you and your team explore and discover your own ideas and solutions for your challenges or opportunities, but I’m not here to impose or advocate for any specific ideas or solutions that I may have. You and your team are responsible for choosing and implementing the best ideas and solutions for your situation. I will not be biased or attached to my own opinions or preferences. I will act as a facilitator for you and your team generate and evaluate various ideas and solutions through coaching questions and techniques, but I will not influence or direct your choices.”

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