Agile/Scrum Orientation.  This is a 2-3 day training event to which team members, managers, and stakeholders are invited.  The purpose of this event is to orient participants to a new way of thinking about work, and to get a sense of what agility and Scrum are all about. Note the emphasis on the word 'thinking.'  This orientation is designed to gently challenge our common beliefs and pressuposiitions about how work can and should happen in modern software companies, and to orient a new way of thinking.  Thus oriented, the practices and principles of agility--and specifically of Scrum--take on a heightened sense of possibility and even urgency.  Participants will have left this training with the perspective needed to take the first steps in adopting agile practices in their organization.

Leadership Orientation.  This is 1/2 day to 1-day orientation for leaders who are contemplating moving to Scrum or Agile.  The perspective of this orientation concerns the larger strategic, organizational, and change aspects of agility, and engages some of the questions that organizational leaders will need to begin thinking about as they embark on this new path toward organizational effectiveness.

Scrum Trial Run.  This is a two-and-a-half to three week engagement that is designed to get your first Scrum pilot project started and--perhaps more importantly--to assess how currently existing organizational systems and culture are likely to impact a larger-scale agile adoption.  I agree with organizational theorist Kurt Lewin, who said that the best way to study an organization is to try to change it.  Similarly, I think the best way to assess an organization's 'readiness' for agile practice is to actually try doing it, while at the same time observing and reflecting upon the issues and successes it engenders.  The Scrum Trial Run has four parts. 

1. In the first part, we select a pilot project and assemble a team for the pilot.  We also determine the intention for the pilot and set some success criteria. 
2. In the second part, we have a series of 'discovery' sessions which constitute product planning, release planning, and planning the first sprint. 
3. In the third part of the Try-out, we run an initial 1-week 'sprint,' including an end-of-sprint review and retrospective. 
4. In the fourth part, we get together with the team, with management, and other stakeholders to review what we've learned and to assess next steps.

Agile Coaching.  Learning agility is an organization-wide endeavor.  Once an organization has started its agile adoption effort, I help them continuously improve their adoption process.  During such an engagement I work closesly with the teams, with agile leaders (e.g. Scrum Masters and agile coaches), and with managers and leaders in ongoingly fine-tuning the adoption strategy.   A coaching engagement typically lasts from one to three weeks, and usually goes in spurts:1-2 weeks onsite, followed by 2-6 weeks off, followed by 1-2 weeks... all over the course of one to four months.

Advanced Team and Leadership Coaching.  It is inevitable that once an organization has mastered many of the basic practices of Agile and Scrum that new, often deeper, challenges will arise.  Most of these kinds of issues have to do with culture, communication, and collaboration.  Culture constitutes a network of hidden assumptions, beliefs and pressupositions which, while invisible, exert an enormous conservative influence on any change effort.  This is often not felt until many months into your agile adoption.  But the signs are unmistakable: what was once an upward trend in our various improvement metrics begins to flatline and even trend downward.  This is the true test of any adoption effort.  I help organizations who have reached this stage amplify their capacity for organizational change, for team performance, and for agile leadership by strengthening their capacity for powerful communication, collaboration, and leadership development.