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Steven Crago

  

Agile Coach, IBM

Location: Copperas Cove, TX

Biography

Steve Crago is an Agile Coach for the IBM Agile Academy, he focuses on helping individuals, organizations, and teams embody the values and principles of being Agile in order to bring real value to their customers. He provides face-to-face training and workshops for executives, managers, organizations, and individual teams that want to start incorporating the values, principles, and practices of Agile. Steve also provides coaching during the actual transformation of teams and organizations, as well as assisting existing agile teams to move to the next higher level.

He believes in the purity of "being" Agile over just "doing" Agile. Steve specializes in performing Agile and Organizational Culture assessments in order to help clients prepare for an Agile Transformation, He is trained as a professional Co-Active Coach and experienced at providing individual and organizational coaching and training at all levels

Steve has several articles that have been published on the Scrum Alliance Community portal, has been featured in the Scrum Alliance Monthly Newsletter, and has published several articles on IBM's internal developerWorks, as well as his own blog site: http://scragoagile.com

Work experience

IBM, Agile Coach
May 2015 - Present, , US
I am an Agile Coach for the IBM Agile Academy, I focus on helping individuals, organizations, and teams embody the values and principles of being Agile in order to bring real value to their customers. I provide face-to-face training and workshops for executives, managers, organizations, and individual teams that want to start incorporating the values, principles, and practices of Agile. I also provide coaching during the actual transformation of teams and organizations, as well as assisting existing agile teams to move to the next higher level.

IBM, Agile Coach
February 2015 - April 2015, , US
I was an Agile Coach in IBM Interactive Services (iX). I helped clients understand and apply Agile principles, values, and various Agile frameworks/practices; I performed Agile readiness assessments and helped clients transition to Agile. I provided Agile Coaching and training, Scrum consulting and training; as well as assisting clients just starting out with Scrum, XP, Lean, and Kanban. I also performed organizational cultural assessments for clients

IBM, Agile Coach
August 2014 - January 2015, , US
I provided full-time Agile Coaching support to numerous teams located in San Francisco, Seattle, NYC, and Bangalore India. I was responsible for providing assistance to the Scrum Teams during their day-to-day activities; I trained the teams on Agile, Scrum, and the client specific implementation of various agile frameworks. I also provided information and assistance to the Delivery Owners, Product Owners, and executives regarding ways in which to enhance and enable the Scrum Teams, with the goal of making them self-managing and self-organizing, as well as high performing. Specifically, my coaching centered around providing recommendations and assistance on ways in which to improve team collaboration, implementation and conduct of the Scrum Events, as well as providing ways in which the Scrum Teams can enhance their performance and quality. I also provided training in Agile values/principles, Scrum, TDD, facilitation techniques, and scaling Scrum.

IBM, Agile Coach, Culture Transformation Consultant
July 2014 - August 2014, Atlanta, GA, US
The client, a major international Financial Institution, asked IBM to perform an Agile Cultural Assessment for the Digital Organization. The purpose of the assessment was to identify the cultural inhibitors that might exist in expanding their current transformation to Scrum to the rest of the organization. As an Agile Coach and Scrum SME, I was asked to conduct a 2-week onsite cultural assessment. I obtained information on the current Scrum implementation and conducted my assessment using Schneider's Core Culture model and Kotter's 8 Steps of Organization Change. I spoke with the key stakeholders of each group/organization, as well as selected members of the Scrum Teams. I then prepared my recommendations and presented them to the client executives.

IBM, Agile Coach/Scrum SME
January 2014 - January 2014, Far Hills, New Jersey, US
The purpose of this project was to assist the client in defining and documenting the processes which would assist in their stated desire to perform a transformation to Scrum as well as identify ways in which to incorporate Continuous Delivery (DevOps) into the process. I facilitated all of the meetings over the period of the project, speaking to executives, mid-level managers, technical leads, and team members in order to obtain the information that was required for each of the processes. I provided DevOps and Agile/Scrum Coaching throughout the meetings and also performed numerous one-on-one sessions with individuals that requested private meetings.

IBM, Agile SME/Coach
November 2013 - November 2013, Far Hills, NJ

The client was in the process of transforming their IT project execution to an agile process.  As part of their agile transformation, the client had adopted a Continuous Integration process to facilitate the build, test, and deployment of applications. The client brought me in as an agile coach to assess their existing policies, procedures, and practices and provide them with guidance to support a move to adopt Scrum and other agile related processes around testing and Continous Delivery.  I performed an Agile Assessment and Planning Workshop to assess the client's current agile practices, defined areas for improvements, and developed an action plan to address these gaps.  I also provided Scrum Coaching and recommendations for follow-on work.

Articles I've written

The Fear of Agile Transformation
Based on my participation in software development teams since 1992 and my personal transformation to Agile in 2005, I believe that fear is one of the major contributing factors behind the resistance to an Agile transformation. . . .

Scrum and Waterfall Integration Dependencies
Over the past several years, I have worked with many clients who, while in the process of incorporating Scrum, either did not have company-wide implementation or had contracts with third parties who were using Waterfall and did not intend to change to Scrum or any other Agile process. . . .

How the U.S. Military Prepared Me for Agile
When I retired from the military at the ripe old age of 38, I had spent 4 years in the United States Marine Corps and 16 in the United States Army. . . . I knew that the military-instilled discipline and sense of honor and loyalty had made me not only a better man but also a better employee, but I had never really considered how my skills as a First Sergeant could have made me a better software engineer.

Trust -- the Real Agile Change Agent
Over the years, I have heard just about every excuse imaginable as to why someone cannot do Agile. . . .

 

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