Agile Coaching
AT AgileSkills

The central values ​​of our work are anchored in the agile manifesto from 2001. This manifesto describes the principles and guidelines of agile development.

In agile coaching for our customers, we bring these values ​​into the organization and use them as the foundation for digital and agile transformation.

It doesn’t matter whether we support you classically as a Scrum Master or as a generic Agile Coach. The agile values ​​are always the focus. 

Agile Frameworks And MethodS AT AgileSkills

Each company has its own history and special features. Therefore, each one needs its own mix of agile methods, agile skills and tools to successfully complete an agile transformation. We convey this to our customers through agile coaching.

We use Scrum, Kanban and OKRs in our transformation projects and always tailor them individually to the needs of our clients.



Since its inception in 1995, Scrum has become the most widely used framework in the agile world in general and software development in particular.


A method from lean management that focuses on the flow of work through the organization. The goal is incremental evolvution of your organization to higher maturity.


Objectives and key results allow company visions to be transformed into measurable goals and results, and thus align the entire organization.


at agile Skills

Since its inception in 1995, Scrum has become one of the most widely used frameworks in agile software development.

First published in 1995 by Jeff Sutherland and Ken Schwaber, Scrum implements the PDCA cycle for agile projects. The Scrum Guide is the only and binding source for the rules of Scrum Teams around the world.

Scrum is easy to understand and implement. This makes it a universal approach to agile project management.

It is easy to understand, but difficult to master!

3 Pillars

Transparency, inspection and adaptation.

Together with empiricism, these three pillars form the foundation of the Scrum organization.

3 Artifacts

Product backlog, sprint backlog and increment.

These 3 artifacts structure the requirements, work packages and work products.

5 Events

Sprint, Sprint Planning, Daily Scrum, Sprint Review and Sprint Retrospective are the implementation of the PDCA cycle in Scrum. These events form the basis of all actions.

5 Values

Openness, courage, focus, commitment and respect form the context of Scrum as values. The entire team can only learn continuously through an open and honest approach.

At agile Skills

 Kanban is a lean management method that optimizes the speed and predictability of workflow in an organization. Kanban is particularly suitable for experienced development teams or service teams who process a continuous stream of inquiries.

The focus is on the Kanban Board, on which all work packages, the workflow and the associated metrics and rules are visualized.

By limiting the work packages in progress, bottlenecks are recognized and eliminated more quickly. Looking at the age of a work package, throughput and throughput time allows the flow to be further optimized. 

Work in Progress

By limiting the work packages in progress, the focus is placed on packages, thus reducing wasted work time and unfinished packages.

Work Item Age

Through daily analysis of the age of the packages in progress, cross-country skiers and stumbling blocks are identified more quickly and processed.


Throughput describes the number of completed work packages per unit of time.

Throughput, unlike story points, does not pay regards to the size of the work items.

Cycle Time

The lead time measures how long it takes a work item to move from the backlog to a closed state.

By managing the WIP, the lead time is reduced and the throughput is increased.

Objectives and Key Results

at agile Skills

Many organizations fail to develop their full potential because the individual employees are engaged in activities that do not contribute to the company’s vision or mission. This effect is particularly strong for personal goals and performance bonuses.

Objectives and Key Results – OKR for short – are a procedure to avoid precisely these problems. Invented in the 1970s, OKRs have since grown many small companies. These include Intel and Google, among others.

OKRs allow us to derive goals and the associated, measurable results from your company’s vision and mission. These goals will then be broken down across the company with the help of your team. This means that your employees know at all times what their own goals are and how their achievement contributes to the goals and vision of the organization.

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Do you have any questions about agile transitions, would you like to train your employees, or be accompanied by us in a transition project? Send us a message!