18 skills.
Use when asked to run an agile chartering session — collaboratively defining a project's vision, objectives, and working agreement with a diverse stakeholder group — as distinct from a formal project charter document (see project-charter), which is written and approved rather than co-created in a session.
Use when asked about the agile coach role — facilitating ceremonies, removing impediments, fostering psychological safety, and evolving from hands-on guidance to strategic coaching as a team matures — as distinct from a Scrum Master's more process-focused role or a traditional project manager (see project-management).
Use when asked to run the delivery track of dual-track agile — building, testing, and shipping validated work via a continuous delivery pipeline — as the track that runs alongside, not after, discovery (see agile-discovery), and grounded in continuous delivery's build/test/deploy/release pipeline.
Use when asked to run the discovery track of dual-track agile — validating what to build before building it, via problem identification, user personas, and prototyping — as the track that runs alongside, not before, delivery (see agile-delivery), and feeds product-management's broader discipline.
Use when asked to run an agile project liftoff — aligning a team on vision, objectives, stakeholders, and initial plan at project start — as distinct from an agile chartering session's working-agreement focus (see agile-charter) or a formal project charter document (see project-charter).
Use when asked what the Agile principles are, to check a team practice or process decision against them, or to explain the reasoning behind agile software delivery (as opposed to a specific framework like Scrum or Kanban, which implement these principles rather than being identical to them).
Use when asked to run a team reflection or retrospective in the spirit of the 12th Agile Manifesto principle — regular, honest process examination followed by actual behavior change — as distinct from a futurespective's forward-looking scenario exploration (see futurespective), which looks ahead rather than back.
Use when asked to run an agile showcase (sprint review) — demonstrating working software to stakeholders on a regular cadence — including whether a team should run one at all, mirroring the same with/without tradeoff agile-standup covers for daily standups.
Use when asked about an agile "stand-down" — an informal end-of-day or end-of-session closing check-in some teams run as the counterpart to a morning standup (see agile-standup). This is a less standardized, less common practice than the standup itself — verify what a specific team actually means by the term before assuming a fixed format.
Use when asked to run a daily standup (daily scrum) — the three-question format, timeboxing, and common failure modes — including whether a team should even run one at all, as distinct from a broader agile-coaching engagement (see agile-coaching) that would help diagnose that question.
Use when asked to choose or tailor a team's "way of working" (WoW) with Disciplined Agile (DA) — a goal-driven toolkit of decision points and options spanning multiple lifecycles, rather than one prescribed process — as distinct from adopting a single fixed framework like scrum, scaled-agile-framework, or large-scale-scrum outright.
Use when asked to apply Extreme Programming (XP) — pair programming, test-driven development, continuous integration, refactoring, and sustainable pace as the specific engineering practices behind agile delivery — as distinct from scrum's process/role framework, which XP's practices are commonly run inside rather than as a competing alternative.
Use when asked to set up or run a Kanban board — columns, work-in-progress limits, continuous flow — as an alternative to Scrum's fixed sprints (see scrum), suited to continuous-flow work rather than timeboxed iterations.
Use when asked to scale scrum across many teams with LeSS (Large-Scale Scrum) — one Product Backlog, one Product Owner, and one Sprint shared across all teams, deliberately minimizing added roles and process — as distinct from scaled-agile-framework's more prescriptive, role-heavy approach to the same scaling problem.
Use when asked to scale agile delivery across many teams with SAFe (Scaled Agile Framework) — Agile Release Trains, PI Planning, and Portfolio/Large Solution/Essential configurations — as distinct from large-scale-scrum's deliberately minimal alternative for the same scaling problem, and from disciplined-agile's goal-driven toolkit approach rather than a single prescribed structure.
Use when asked to set up or run Scrum — roles (Product Owner, Scrum Master, Development Team), artifacts (Product Backlog, Sprint Backlog, Increment), and events (sprint planning, daily scrum, review, retrospective) — as a fixed-sprint alternative to Kanban's continuous flow (see kanban).
Use when asked to coordinate multiple scrum teams working on one product via a Scrum of Scrums meeting — a lightweight cross-team sync sending one ambassador per team — as distinct from adopting a full scaling framework like large-scale-scrum or scaled-agile-framework, which restructure roles and planning rather than just adding a coordination meeting.
Use when asked to run Scrumban — a hybrid blending scrum's planning structure with kanban's continuous-flow board and WIP limits, pulling work on demand rather than committing to a fixed sprint backlog — for a team that needs more structure than pure Kanban but finds Scrum's fixed sprint commitment a poor fit for their work's variability.