I see myself as a Coach for Teams and Individuals. People forming a Team. High performance Teams depend on a a good relationships between the individuals. I've worked with many teams that had all the skills and abilities, but the product did not come out the way it was intended. Working conditions and the environment also create a significant influence on the ability of people to work well and purposefully together. I see my role in liberating the team in itself, as well as working with people outside the team, to overcome obstacles. I would like to make the unspoken visible, that it can be dismantled. The respect to all involved people is the highest asset for me.

I love a Team that has a common purpose and love to contribute with a valued outcome to the common goal of a bigger organization. Fun to do what the teams is doing is also a major driver for me. I want to enable the within the team as well as the surrounding organization to enable the team to deliver good outcomes. The staring point for me are the organizations vision the values they respect and the principles they follow. I like to ask questions to bring the people within the organization to reflect themselves as well as there behavior.

Lets chat on your topic so that I can bring my outside view and ask.
I will think and discuss (confidentially) the topic with my peers.
Lets have a second chat on the topic to share thoughts and ideas.

You have already a document and need a second opinion?
I will have a look, assess the doc according 12 criteria and send a feedback.
We will do a secured, encrypted document exchange.

prioritize stakeholder requests
You have many stakeholders. All of them are important and have high priority requests. It becomes hard to prioritize the request just on a informal discussion. Use Value estimation principles to give them a numerical figure. Rationalize the arguments and bind them on a given budget.

Flow is more important than maximum speed. Agility is not a tool to maximize efficiency. Squeeze more out of an org, team or process is the old way to do it. Agility is to maximize the work not to do. By the way the resources where focused on the most valuable ones. With the resources allocated the maximum outcome is generated. A KPI suitable for that paradigm is not velocity. If we would use that, the team will drive the velocity KPI, but the generated outcome is still the same – because the outcome can no longer rise. An idea is to measure consistency of flow and predictability. This is valid for Scrum as well as for Kanban. The target is to minimize the variance.

The right team working model and a rationalized value estimation is useless if the contracts do not reflect the principles. Given contract papers enable your organization to implement the enterprise agile working model with economical principles.