Agile Coach / Agile Consultant / Scrum Master
DB Fernverkehr AG
(Transport and Logistics, >10.000 employees)
Keywords
scrum master certified
scrum coach
Change Agent
Change Communication
Scrum Agile
Change leader
Change Management
Change Manager
Change-Management
senior and manager enterprice
Senior Business Consultant
Senior Consultant
Agile Consultant
Senior Executive Coach
Leadership Coaching
Leadership Development
Scrum Methodology
Leadership Communication
leadership skills
Leadership Training
leadership
Organisation Development
Organisational Change Management
Agile Development
Organisational Development
SAFe/Agile
Scrum@Scale
agile coach
Agile & Scrum
Agile Business Coach
Agile Coach
Agile Coaching
Agile Leader
Agile Leadership
coaching and Leadership
Coaching of high-talent individuals
Coaching support
Change & Performance Management
Portfolio
Skills
Experience & Knowledge
Mode of operation
My work follows the guiding principle of systemic consulting: the development of managers and teams, taking into account the individual interrelationships within the company or working environment. I understand development as a solution- or result-oriented process, which is fed by the guided self-reflection of the person or group concerned.
- Certification as Professional Scrum Master (scrum.org)
- Certification as Systemic Coach and Change Manager (INeKO Institute for personal and interpersonal competence at the University of Cologne)
- Relevant expertise as Scrum/Agile Coach and as consultant in an agile context for more than ten years
- a high degree of understanding of the interaction between the individual participants in a project, through my experience at different management levels and in different organisational areas
- Experience with agile work and project techniques in various industries (e.g. software, IT, construction, engineering, financial services, management consultancy, transport and logistics etc.)
- Diverse expertise in the introduction of agile techniques (especially Scrum), in working environments previously organized according to traditional methods
- many years of experience in the areas of moderation and communication; especially in difficult discussion situations
- practicing as consultant and coach for more than 15 years, since 2008 in an agile context for project teams and as sparring partner for executives
- act with certainty at all levels including C-Level
- Activity Focus: agile project management, Senior Scrum Master, Senior Agile Coach, systemic coaching / systemic consulting
- Lecturer for agile project management at the INeKO Institute for personnel and interpersonal skills at the University of Cologne
Mode of operation
My work follows the guiding principle of systemic consulting: the development of managers and teams, taking into account the individual interrelationships within the company or working environment. I understand development as a solution- or result-oriented process, which is fed by the guided self-reflection of the person or group concerned.
Project history
01/2018
-
Present
Stronger networking of the specialist departments in production
The aim is to achieve a much stronger networking of all internal resources involved in the production of long-distance transport. At the centre of this objective is the software that controls the production process. In this context, the assignment includes agile coaching from the project management to the individual project teams as well as the further agilisation of the project organisation structures.
The aim is to achieve a much stronger networking of all internal resources involved in the production of long-distance transport. At the centre of this objective is the software that controls the production process. In this context, the assignment includes agile coaching from the project management to the individual project teams as well as the further agilisation of the project organisation structures.
04/2017
-
03/2018
Agile coaching of the managing directors of up to eight different companies of a corporate group
(Media and Publishers, 50-250 employees)
Transformation process towards more agility in leadership
The companies of the group, which are very differently oriented within the industry, should be brought together to form a complementary "overall concept". The aim was to support the individual company management teams in the implementation of a holistic strategy. A management team was to be formed from the individual management teams, which would think and act holistically in terms of the group of companies. Traditional perspectives and leadership patterns were agilised and for the first time a joint performance was achieved with a view to the group as a whole.
The companies of the group, which are very differently oriented within the industry, should be brought together to form a complementary "overall concept". The aim was to support the individual company management teams in the implementation of a holistic strategy. A management team was to be formed from the individual management teams, which would think and act holistically in terms of the group of companies. Traditional perspectives and leadership patterns were agilised and for the first time a joint performance was achieved with a view to the group as a whole.
06/2017
-
10/2017
Executive Coaching
(Insurance, 50-250 employees)
Coaching of a chairman of the board
It was a matter of personal position-fixing. The background was changes that could not be influenced by the coachee and which had a decisive influence on the future structure of the company. The aim was to find a target-oriented approach for both the company and the CEO.
It was a matter of personal position-fixing. The background was changes that could not be influenced by the coachee and which had a decisive influence on the future structure of the company. The aim was to find a target-oriented approach for both the company and the CEO.
02/2017
-
10/2017
Executive Coaching
(Banks and financial services, 1000-5000 employees)
Coaching of a manager on the second management level
The object of the coaching was to find a useful way of dealing with overload on the time level and the divergent management style of different superiors. In the course of the coaching, personal convictions also played a role, which had previously stood in the way of a successful handling of the situation.
The object of the coaching was to find a useful way of dealing with overload on the time level and the divergent management style of different superiors. In the course of the coaching, personal convictions also played a role, which had previously stood in the way of a successful handling of the situation.
09/2016
-
08/2017
Agile Coach / Agile Consultant
(Internet and Information Technology, 10-50 employees)
Gradual agilisation of an entire company
The IT company, founded in the "garage", has outgrown the start-up phase after more than 15 years and with its product strategy (SaaS) it is sustainably and successfully positioned in a market niche. However, the founding spirit in the form of innovative strength and willingness to change has waned with increasing success. For this reason, a gradual agilisation of the company with a special focus on Scrum was aimed for. The assignment included the complete project development and structuring as well as the close monitoring of the implementation.
The IT company, founded in the "garage", has outgrown the start-up phase after more than 15 years and with its product strategy (SaaS) it is sustainably and successfully positioned in a market niche. However, the founding spirit in the form of innovative strength and willingness to change has waned with increasing success. For this reason, a gradual agilisation of the company with a special focus on Scrum was aimed for. The assignment included the complete project development and structuring as well as the close monitoring of the implementation.
08/2016
-
07/2017
Project management (with agile orientation | Scrum, Kanban etc.)
(Architecture and civil engineering, 50-250 employees)
Employer attractiveness, organizational development
The contract included the complete project development and structuring as well as close monitoring of the implementation. In addition to the implementation of an internal project management team and the support of this team as Agile Coach, a situational Agile Coaching of individual team members took place.
The contract included the complete project development and structuring as well as close monitoring of the implementation. In addition to the implementation of an internal project management team and the support of this team as Agile Coach, a situational Agile Coaching of individual team members took place.
03/2017
-
06/2017
Agile Coach
(Architecture and civil engineering, 10-50 employees)
Optimization of the interaction between the different management levels and business units
The assignment included the support of the project team in the role of the Agile Coach. The focus of the project was on the topics of leadership and organizational development in the affected business areas and their synergetic interaction. The company is set up according to agile principles, which is why the project should also be seen in this context.
The assignment included the support of the project team in the role of the Agile Coach. The focus of the project was on the topics of leadership and organizational development in the affected business areas and their synergetic interaction. The company is set up according to agile principles, which is why the project should also be seen in this context.
Certifications
Local Availability
Open to travel worldwide
Geographical availability:
flexible within Europe
Ready to travel:
international
Workload:
up to 100% (with at least one remote week/month)
flexible within Europe
Ready to travel:
international
Workload:
up to 100% (with at least one remote week/month)
Other
Wichtigste eingesetzte Methoden: Scrum, SAFe, Kanban, Design Thinking, Prototyping, Lean Canvas, User Story Mapping, Value Stream Mapping, Lean Portfolio Management (LPM), OKR, Blueboard, Engpasskonzentrierte Strategie nach Wolfgang Mewes, Transferansätze des Hochleistungsmanagements in der betrieblichen Praxis (HIPE) nach Prof. Dr. Peter Pawlowsky, TU Chemnitz, Appreciative Inquiry nach David Copperfield, Gewaltfreie Kommunikation nach Marshall B. Rosenberg, Kommunikationsquadrat und Kommunikations-grundsätze nach Friedmann Schulz von Thun, personenzentriertes systemisches Coaching Wichtigste eingesetzte Tools: Jira, Confluence, SolMan, MS Office und MS Teams, MindManager
