Launch Real Agile Teams
Watch This Video First
VIDEO: Overview of Proposal
The Real Agility™ Program Delivery Track is a systematic agile team coaching program for helping teams delivering work product (e.g. projects, products, operations) to achieve a high level of agility. The program consists of twelve steps.
Benefits and Outcomes
Your team will achieve a higher level of performance as measured by lead time, quality and stakeholder happiness. You can expect non-agile teams adopting this program to achieve double the productivity as measured by value delivered per unit of time (e.g. expected revenue per Sprint). For semi-agile teams adopting the program the results depend on their current maturity level.
For example, a typical team in an IT environment which costs the business $1.0M/year and delivers $1.5M/year of business benefit would see that benefit increase to $3.0M/year for a change in gross margins from 50% to 200%.
This program is also designed well for pilot programs where an organization or department is first trying out agile methods. It reduces the risks associated with change and builds an Agile mindset among participants.
We recommend you do this program in concert with the Leadership Track or the Management Track in order to ensure sustainability of your results.
Delivery Track Requirements
The program always starts with a brief assessment of your current state. This assessment uses surveys and simple workshops and interviews to provide baseline metrics and to see where the best opportunities for improvement are. It includes:
- Real Agility Assessment – survey for the team and stakeholders to measure current “agile” culture.
- Context Obstacles Workshop – guided activity to determine important organizational areas for improvement.
- Leadership Attitude Survey – a series of questions for managers and leaders of your team.
- Team Success Factors Workshop – guided activity to understand existing KPIs and their importance.
- One-on-one Interviews – discussions to understand the current state of work from a team-member perspective.
Additionally, these requirements must be in place for the program to be effective:
- Leaders support the team by removing obstacles to agility that are raised by the team in a timely manner.
- The team size is a minimum of 5 people and a maximum of 11. Larger teams must be divided and each receives support in a separate Delivery Track.
- The team members must be virtually co-located for the initial program steps during the facilitated sessions. Ideally, they will be virtually co-located for all the program steps, but exceptions can be made.
- The membership of the team must be stable over the course of the steps.
Agile Team Coaching Approach
Each step of the program has a similar structure built around ½ day workshops done either weekly or bi-weekly:
- Start with reflection on the work between the ½ day workshops.
- Learn new techniques, concepts, skills.
- Plan changes to the way the team works.
- Go back to work and apply the learning to the business/technology work that the team is doing.
- Leadership, individual and group coaching and facilitation occurs on demand between workshops.
The twelve steps of the program are as follows:
- Launch the team (virtual co-location): This step prepares the team for its journey together through the Delivery Track of the Real Agility Program. The Launch / Reset step deals with basic foundations for getting started. During the Launch / Reset step, the team is not doing any Delivery work. The Launch / Reset step typically should be kept extremely brief so that the team can begin / return to delivery work as soon as possible.
- First iteration (virtual co-location): The Team plans and starts executing its first cycle of work using an appropriate Agile framework such as Scrum or Kanban. The consultant assists by facilitating the process and coaching team members to support this basic level of Agility.
- Reflection, retrospectives and continuous improvement: The team continues to learn basic aspects of Agile processes and teamwork. The emphasis on refection helps teams with clearly evaluating their own work results and processes and starting to take ownership of their own improvement.
- Learning and continuous improvement: The team makes a major advance by learning and practicing some tools for continuous improvement. These tools focus on analysis and innovation.
- Planning and continuous improvement: Stakeholders of teams need information about both short and long-term plans. The team now has enough history to begin to make effective short-term commitments and long term plans.
- Effective action, collaboration, and innovation: Now the team has the basic process in place and can focus on making their action hyper-productive. Teamwork, tools, environment, skills are all considered.
- Agile processes and structures: With a boost in productivity, it now becomes possible to focus on advanced techniques with the structure and process of Agile that will help the team go further.
- Agile meetings: The key rhythm of the Agile team process is the cycle (ie. Sprint) and the team meetings are its energizers. This step focuses on a deeper understanding and more sophisticated application of these meetings.
- Removing obstacles: As a team gets faster, it starts discovering obstacles that are harder and harder to fix. This step focuses on effective techniques for removing obstacles.
- Achieving business goals: This step focuses on the fist of three critical factors for sustaining a high performance team: their overall goal for the business. The team truly takes ownership of a performance goal.
- Building capacity for Real Agility: This step focuses on the second critical factor for sustaining a high-performance team: internal capacity building. The team takes full ownership of its own skill development.
- Building a culture of Real Agility: This step focuses on the third and final critical factor for sustaining a high-performance team: the culture of the team itself and the environment that they work within.
The Real Agility Program Delivery Track allows each step’s workshop to occur every week or every two weeks. A longer cadence is not recommended. The workshop part of each step is generally ½ day, but the first two steps have longer workshops. The Real Agility Program Coach is available with the team enough to ensure that the team is applying the learning from each step into the real work environment, but not so long as to create dependence. This means that the coach is usually working with the team two or three days per week.
The program encourages frequent assessment of the team’s progress and this can result in reports about the team. With proper leadership support, teams are guaranteed to successfully complete the steps of the program.
The delivery track is billed at CA$96,000 (325,000 MYR) for preparation, customization and all twelve steps, delivered by one of our senior consultants.
For delivery by Mishkin Berteig (click link for full profile), there is a 50% premium on the base rate resulting in a total price of CA$144,000 (485,000 MYR).
Questions and Answers
We are completely invested in making your project a success.
We will get your team as far as humanly possible in 12 weeks regardless of the option that you choose. Your team needs time to learn, to test their learnings, and to look to us for our support as needed. Our team is here to support your journey and we will do so within the fixed fee as offered.
Mishkin Berteig’s time carries a premium and that is reflected in the fee’s proposed. The option of using our Senior people also includes our commitment to move your team as far as humanly possible in the 12 weeks.
Q1. Structured Learning: When in the 12 step process journey will be the structured learning (workshop/ training etc)? Can you pls indicate? What is the total number of days for the structured learning in this process journey?
Total number of days of structured learning is 6+ days; no lectures, no simulations, and completely work focused. Minimum of a half-day workshop per step, and it is based on your existing work (not theoretical).
Regardless of the option, within the fixed fee, it includes training which includes a free spot for 1 Certified Scum Master (CSM) public training and 1 Certified Scrum Product Owner (CSPO) public training, and the entire team to take a public Team Kanban Practitioner (TKP) public class.
This is an approximately $14,000 (CAD) [$47,000 MYR] value and the training will help accelerate your team to become a high performing team in the 12 weeks.
Q2. Agile Coaching: When in the 12 step process journey will the coaching take place? Will the coaches be involved in selective daily Scrums? How many Sprint review sessions will the Coaches be committed too? What is the proposed total number of coaching hours bucket? (total # of coaching hours?)
Whatever time it takes to make your team successful that is what we give you for coaching within the 12 weeks.
If Mishkin Berteig delivers the program, Mishkin does all the workshops plus 4 hours a week of coaching. Our Senior coaches will be available for additional coaching above this.
If you go with normal Senior Consultant program, they will conduct the workshops plus as much coaching as needed within the 12 weeks.
The options are Mishkin, plus coaching and support from our Senior coaches and facilitators to advance the team.
Or our coaching and support from our Senior coaches and facilitators to advance the team.
Both options are excellent and are all based on our extensive coaching background and our delivery of projects such as this globally.
Our differentiator is that we fix price this, and we deliver. No matter what it takes within the 12 weeks.
If additional time is required to complete this journey, we have additional facilitators/coaches/instructors that will help support Mishkin’s delivery, to support your team above the 6+days of structured, applicable learning and it is all within the fixed fee.
There will be no additional fee for this support. We do not bill on an hourly rate, and we do not track hours for this.
Q3. Leadership Stakeholder Engagement: When does this happen in the 12-step journey? Pls help to indicate. Will this happen as part of the coaching (within the coaching hours bucket above) ; or are we looking at additional hours ? Is this covered as part of the proposal pricing.
Leadership engagement is crucial for success and leadership engagement is performed at the beginning with touchpoints throughout. Leadership engagement includes our supporting the team to communicate effectively with leadership.
We will work with leadership but in this engagement we don’t do 1:1 leadership training, or 1:1 coaching but can offer this in addition and above the quoted proposal.
We have a Real Agility – Leaderships Track if you need support specifically for the leaders.
Leadership engagement does include facilitated discussions, it involves leaders participating in facilitated workshops, and it certainly includes helping leadership and teams communicate effectively.
At the beginning and the end, there is a portion of the Real Agility Assessment (RAA) that will also include leadership engagement, including providing baseline and improvement metrics/results that will be presented to leadership.
In short, Leadership will be involved and engaged in the 12 step process per above.
Q4: What is the maximum pax limit for the Delivery Track of Agile team training and coaching?
The group of people for the track is 11 people. Groups larger than this must either be divided into smaller teams or there will be a surcharge per additional person. The surcharge is CA$10,000/person. If you have a much larger group, we will need to negotiate some additional details on logistics as well. If the group is large enough to split into two groups each going through the program, then each group is billed separately and we will need to bring on a second coach. If you would like to have the same coach for multiple groups, there is an additional 50% charge on top of the base rate. A maximum of two groups can be supported by one coach.
NOTE 1: 11 people is a count of the people doing actual work. The team may have many stakeholders in addition to the core team members.
NOTE 2: If your team has a Scrum Master and Product Owner already assigned, those people ARE included in the count of 11 people maximum.
Q5: May I know the details for the Ledership Track (training + coaching) ? What would be a ballpark investment consideration if we were to include this track? (estimated 7 – 10 pax). Objective would be to upskill the leaders on Agile mindset, skills and change management. Intended Outcome: To lead and drive enterprise level Agile transformation.
The Leadership Track is designed to give your senior leaders the mindset and tools to change the culture and strategy of their organization to adopt Real Agility.
You can find a great deal of information about it on the Leadership Track page. This page gives you the outline of the topics covered. However, every Leadership Track program is highly customized to the organization. It includes a full assessment of current state (not just for the leadership team, but for the organization), a year-long program, and one-on-one coaching support for each member of the senior leadership team. This program costs CA$250,000.
We would be happy to provide more detail… but for now this gives you a summary.
NOTE: We can also provide a leadership training that is most of the same educational content as the overall Leadership Track program. This training does not include the assessment or coaching components, but is often a good way to get started. The leadership training can also be customized and is priced at CA$15,000/day and we usually recommend 3 days of training.
Q6: As for the leadership track, option under CA@250,000, you mention that it will be a one-on-one coaching support. What is the maximum number of leaders under this track?
The maximum number of participants in this track is 15. This track is designed for executive and senior leaders in an organization.
Q7: On another matter, can you help me to understand better the Six(6) maturity level under your framework? I presume each of the tracks and the stakeholders have different roles to play in achieving Agile maturity in the organisation? I am just making sense of the framework based on the lines and diagramme. Do you have a resource for me to understanding this better?
As an organization works toward Real Agility™, it goes through six levels of maturity:
- Prepared. The leadership of an organization has made a commitment to change and the current state of the organization is benchmarked.
- Launched. Initial training for the organization is completed and systematic coaching programs for each Track have started.
- Stable. Participants are able to execute the basic frameworks and techniques (such as Kanban or Scrum) which lead to Real Agility™.
- Performing. The organization is seeing measurable improvements in business results such as time-to-market or return-on-investment.
- Sustainable. A critical number of people in the organization have taken ownership of the new mindset, frameworks and techniques.
- Innovating. The organization is creating its own new ways of achieving Real Agility™ without outside support.
Each of the tracks in the diagram has a different group of stakeholders who participate and they can go through the maturity levels independently. To clarify:
The assessment track is for audit/HR to ensure that progress is being made.
The delivery track is for teams doing projects, product development, operations, or delivering services.
The management track is for mid-level and senior managers to become internal Agile coaches.
The leadership track is for senior executives to make the transformation happen organization-wide.
Certified to Help Your Teams...
Mishkin Berteig Chief Executive Officer
Mishkin Berteig has been training, coaching and consulting for organizations since 1995. Mishkin co-founded BERTEIG in 2004. Mishkin is committed to helping individuals, teams and organizations to transform their way of working and achieve Real Agility™. Mishkin has developed and delivered Agile training both in public and in-house seminars for over 10000 people in Canada and abroad. Courses have been as short as three hour intro-style and as long as five day boot-camp-style, and audiences have ranged from junior team members to senior executives. Mishkin has been a Certified Scrum Trainer since 2005 and is the longest-standing CST in Canada.
“For the first time in thirty years, I love my work. I wish you had come to help us decades ago!” – Mining Projects Shift Manager at Suncor.
Mishkin Berteig has been improving the lives of managers and their staff since 1995. Mishkin co-founded BERTEIG in 2004. Mishkin is committed to helping individuals, teams and organizations to transform their way of working and achieve Real Agility™.
Mishkin has assisted organizations of all sizes to make the transformation from traditional methods (or no method at all) to Agile methods (Scrum, Lean, Kanban, OpenAgile). Mishkin has helped with culture change, change management, executive management coaching, Agile management, Agile product, project and operations management, Agile teamwork and Agile engineering practices. Mishkin is a primary author of the Real Agility™Program, BERTEIG’s solution for organizations to achieve higher levels of organizational agility.
Mishkin has developed and delivered Agile training both in public and in-house seminars for over 15,000 people around the world. Courses have been as short as three hour intensive seminars and as long as five day immersive boot-camps, and audiences have ranged from junior team members to senior executives of Fortune 50 organizations. Mishkin has been a Certified Scrum Trainer (CST) since 2005 and is the longest-standing CST in Canada.
Mishkin writes regularly for the BERTEIG blog with hundreds of articles about management, agility, teamwork, efficiency and creating beautiful work environemnts. Mishkin is also the author of several books including the in-progress “Win As A Manager – Delivering Massive Results, Creating Beautiful Work Environments and Ending Stress”.
Leadership Coaching/Training Highlights:
- 2001: Advised the CIO of Charles Schwab, Geoff Penny, on Extreme Programming and Agile in the IT department as to how it may improve their existing Rational Unified Process implementation.
- 2003: Workshop for CTO Rich Freyberg and direct reports of Schwab Capital Markets on Agile methods, focus on XP. The highlight of this experience was telling Rich to “shut up” because he was constantly interrupting the proceedings. (We had a long pre-existing relationship before that event – I didn’t get fired.)
- 2004-2005: Consultant, coach and trainer at Capital One in Richmond Virgina. Worked closely with another consultant on a major assessment/report for the CTO Gregor Bailar and then worked with numerous senior managers as a coach and consultant. Also worked closely with a number of well-known agilists including Mary Poppendieck, Michael Hamman, Michael Spayd, and others.
- 2005-2006: Certified Scrum Master class for the Director and Senior Managers at Siemens, Trango division, co-trained with Jeff Sutherland. Followed up with them for the next 18 months as their Agile coach and trainer, working directly with their senior managers.
- 2006: Coach at RWDI working with the team on a Scrum adoption. A team-level crisis escalated to working with one of the VPs on a financial model to show the value of focus and rapid delivery.
- 2007: Custom training for Dan Lesage, Software Development Director at Adobe and his senior managers. Focus on solving change management problems.
- 2008: Lots of work with leaders and managers at Research in Motion (RIM) – BERTEIG got fired, eventually. Leadership didn’t enjoy looking at cultural issues in the organization. No names here, but it was a great learning experience for us to see how deeply culture matters in attempting to do a transformation.
- 2009: Another bad experience: delivered a private training for OpenText to the CIO Nicholas Oddson and his senior leadership team. We totally bombed it and were not invited back. Lots of learning here too.
- 2009-2011: Strategic consulting, executive presentations, Agile Coach Training for RBC and the newly-formed Agile Centre of Excellence.
- 2010: Training, coaching and consulting at Suncor in Fort McMurray. First major engagement in a non-software Agile Transformation. Worked with Darin Zandee, Superintendent responsible for 200 people on the mine site, and his senior managers. Included one-on-one leadership coaching for Darin.
- 2010-2011: Group leadership coaching and workshops for Cam Crosbie, AVP then CIO of Equitable Life, and his business peers. Focus on helping Cam and his peers function effectively as a leadership team in the context of an Agile Transformation.
- 2011-2014: Training, coaching and consulting at Schlumberger Beijing Geosciences Centre working with Pearl Chu, Technology Centre Manager, in Beijing. Included leadership coaching for Pearl, Agile Coach Training for senior and mid-level managers reporting to Pearl.
- 2012-2013: Leadership coaching and consulting over 18 months for Frank Leong, VP Business Technology and his colleagues including Michael O’Sullivan, President. Included a systematic leadership development program of our own design which has evolved over time to become the “Real Agility Leadership Track” and the “Real Agility Management Track”.
- 2013: Executive presentation on Agile Transformation for FreshBooks leadership team.
- 2014-2015: Multiple leadership presentations and workshops with Simon Palmer, CIO and his senior leadership team at LoyaltyOne. Focus on leading with integrity during their Agile Transformation.
- 2016: MAJOR HIGHLIGHT: Attended and received Leadership Circle Profile Certification™. The Leadership Circle system has informed our work with leaders ever since.
- 2016-2017: Focus on internal organizational development at BERTEIG and personal leadership development. Did no significant work with leaders in client organizations this year in order to focus on cleaning up our own house, so to speak.
- 2018-2020: Design and deliver a custom leadership program for Scotiabank over 18 months covering mindset, Agile methods, leadership development, lean thinking, community development, technical excellence, and organizational change. Roughly equivalent to an MBA focused on leadership and organizational agility. Delivered to a cohort of 21 senior and mid-level managers.
- 2019: Work with my own coaches to develop their leadership coaching ability, primarily focused on our engagement with Trader working with Steve Maidment, Chief Delivery Officer.
- 2021-2022: One-on-One management agility coaching for the senior leadership team of a global luxury brand in the hospitality industry.
Select Client List:
- Banking: Scotiabank, RBC, BMO, TD Canada Trust, CIBC, HomeTrust, Capital One, Charles Schwab, Key Bank
- Energy/Resources: Schlumberger, Bruce Power, Suncor Energy, Geosoft
- Insurance: Great West Life, Liberty Mutual, Equitable Ins., Empire Life, Economical Ins. Grp.
- Telecom: Ericsson, Blackberry, Siemens, Telus, Rogers, Bell, Nortel
- Media: Globe and Mail, Shaw Media, ZU, Canoe.ca, CBC, Glacier Media, Post Media, TV Ontario, Comcast
- Loyalty: LoyaltyOne, AIMIA, Points.com, Empathica
- Technology: Adobe, Blueprint, Freshbooks, Intuit, Irdeto, Kijiji, MyPlanet Digital, OpenText
- Education: Xello/Career Cruising, Desire2Learn, Queens University, University of Guelph
- Government: Goverment of Canada, Government of Ontario, City of Fort McMurray,
- Other: App Annie, Modernizing Medicine, Trader.ca, D+H, Workopolis, 407ETR, British Counsel, PHH, Ganz, RWDI
Certifications and Accreditations:
Mishkin has been trained by the gurus in the Agile movement including Ken Schwaber, Jeff Sutherland, Mary Poppendieck, Esther Derby, and Mike Cohn.
Additionally, Mishkin has co-trained with or co-consulted with Ken Schwaber, Jeff Sutherland, Mary Poppendieck, Sanjiv Augustine and Michael Hamman,
- Certified Scrum Trainer®, Path to CSP Educator®, CSP-PO, CSP-SM, SAFe Program Consultant
- ICAgile Authorized Instructor, ICAgile Certified Professional (ICP)
- Leadership Circle Profile Certified, Master of OpenAgile, Team Kanban Practitioner
- BSc, Computational Science
An engaging, thorough look at best practices behind true product ownership and working within Scrum. Expert instruction that was never boring and full of insightful learnings. It goes without saying that Mishkin knows his stuff, and is eager to teach Real Agility and Scrum to the world. – Matthew Parkinson, Director of Digital Product Management, Investors Group/ IGM Financial 2019
Mr. Berteig is a wonderful trainer and presenter of the materials covered. His experience in leading discussions around the various concepts and facilitating exercises used to feel the effect of Scrum were appropriate in relation to the audience’ prior experience and knowledge of the topic. – Simonne Cormier, Training Development and Coordinator, Veterans Affairs Canada, 2019
- Over 23 years practising, managing and coaching Agile Process and Development
- Over 14 years experience teaching Scrum (and Agile) in a classroom
- Over 11 years experience applying Agile outside of technology environments
Other Interesting Facts about Mishkin Berteig
Mishkin has four children. His oldest is nearly 24 and his youngest is 12. Mishkin is, of course, extremely proud of his children who are all artists of various types… following firmly in the family tradition. Mishkin’s parents, step-parents and siblings are also mostly artists.
Mishkin worked for Peters Surveys Ltd. as a junior surveyor’s assistant in the late 80’s and early 90’s on and off. One of the big projects Mishkin assisted with was the Husky Oil Upgrader project just outside of Lloydminster, SK. Mishkin did both field work and site map calculation work for the grading of the site prior to construction.
Mishkin travelled to Belize on a one-month service project with a number of other youth in early 1990. Mishkin’s flights were eventful including a last-minute aborted landing due to a storm around Cancun. Mishkin travelled throughout Belize including Corazal, San Ignacio and Dangriga.
Mishkin has a few hobbies and past-times that generally follow in a 10-year cycle: custom Lego building, robotics, coin collecting, mathematics, and music composition. Of these, Lego and mathematics are currently at the fore of his attention.
Mishkin grew up in Saskatoon, Saskatchewan and loves that city very much. He hasn’t lived there for many years, but when he returns he often is overwhelmed by emotion as he visits favourite spots such as the University of Saskatchewan campus, the bridges and river valley, and the Broadway strip.
“Leadership Agility – Luck, Love and Truthfulness” – 20181011 – Agile North Meetup
“Agile Architecture Master Class” – 20180515 – Private Client
“Scrum vs. Kanban vs. ADKAR vs. Kotter – Which Is Best For You?” – 20171031 – Global Scrum Gathering Dublin
“Real Agility for Everyone” – 20170921 – Private Client
“Doubling Productivity with Real Agility” – 20170613 – Project Management Institute SWO Chapter
“Launching Agile Teams – The Skills Matrix” – 20161114 – Toronto Agile Conference
David Vicentin Senior Agile/Lean Consultant
David is an experienced Agile coach who has worked with teams at Coca-Cola, Mastercard, Canada Life, Scotiabank and Canadian Institute for Health Information (CIHI). David is certified as a Leadership Circle Coach (LCP), Certified Scrum Professional (CSP-SM), PMI Agile Certified Practitioner (PMI-ACP), Lean Six-Sigma Master Black Belt (LSSMBB) and process consultant with experience growing consulting businesses.
David Vicentin has delivered Operational Excellence and Agile implementation for the past 20 years as a management consultant. His clients come from diverse industries in North America, South America and Europe.
Working at different organizational levels from staff to senior management, his focus is to achieve sustainably higher results. David has trained, mentored and coached thousands of people for many businesses, with a focus on increasing performance and improving business results. David is a consultant, coach, facilitator, and trainer at all organizational levels.
As an Industrial Engineer, Master in Economics and Finance and Master Black Belt in Lean Six Sigma, his ability to evolve people results in service delivery which increases value, reduces cost and improves both quality and productivity for his clients.
Facilitator of more than 250 projects using DMAIC, DMADV, RCA, Kaizen, FMEA and SCRUM, he focuses on cost reduction, quality and productivity improvements, cash flow improvement and customer satisfaction.
Recently, David has increased his focus on business results with coaching and training on design thinking, lean startup, marketing, sales, product management and business strategy.
David has lead projects and workshops in marketing, materials/logistics, manufacturing, purchases, finance, sales, R&D and information technology areas. David specializes in Productivity Techniques, Management Systems and, Finance focused to increase business results.
David coordinates and leads projects in many countries as he is fluent in English, Portuguese and Spanish.
David joined BERTEIG in July 2017.
Select Client List:
- Financial Services: HSBC, Mastercard, Scotiabank, Great West Life, Concentra, BMO
- Automotive: Honda, Volkswagon, Rolls Royce, Trader.ca, Alberta Motor Association (AMA)
- Healthcare: Sick Kids Foundation, Canadian Institute for Health Information (CIHI)
- Other: Coca-Cola, LoyaltyOne, SITA, HOOPP
Certifications and Accreditations:
- Accredited Kanban Trainer (AKT), Team Kanban Practitioner (TKP), Kanban Management Professional (KMP)
- Certified Scrum Professional (CSP-SM), Advanced Certified Scrum Product Owner (A-CSPO), Certified Scrum Master (CSM) and Product Owner (CSPO)
- Lean Six Sigma Master Black Belt (LSSMBB), Design Thinking Trainer (DTT)
- Leadership Circle Profile (LCP), Agile Certified Practitioner (PMI-ACP), ICAgile Certified Trainer
- BSc. Production Engineering (POLI-USP), Master in Finance and Economics (Fundacao Getulio Vargas – FGV)
Over 20 years’ experience in designing and delivering training, coaching, consulting and mentoring on business topics, Lean Six Sigma and Agile Methods.
“Derived from the fact that our organization has approximately 100,000 employees, it is an organization with a lot of structure, processes, protocols, therefore the projects carried out have long and bureaucratic project flows, however, due to needs and priorities we challenge ourselves to be able to perform a disruptive technological tool, with the objective that thousands of our employees are empowered and have a virtual library of contents and information that will help them to fulfill their roles.
With this Agile accompaniment we have broken paradigms, in this specific project, Agile techniques (Scrum) has given us the necessary support to convince employees that change of mentality, mainly with a collaboration approach, incremental deliveries, better way in the form of negotiation with internal clients, external (suppliers) and the most important thing as we do from day 1 more tangible results.
Thanks to Coach David we have found the right paths in the way that intervenes and guides us promptly in the project.” (translated from Spanish) – Andrés L Nava, Talent Development Leader, Coca-Cola
Pedram Malek Senior Coach and Trainer
Pedram is an enthusiastic trainer and coach. He holds a BSc. in Computer Sciences and has been developing software for over 14 years in a variety of industries, including industrial engineering automation, SaaS, e-commerce and logistics applying Agile principles. Using various agile frameworks and technical practices, he trains and coaches IT leaders and teams to create capable, dynamic and focused environments that can deliver high value and quality products and services with attention to continuous improvement.
Pedram directs the development of BERTEIG’s core technology that supports our vision and strategy.
Pedram is an enthusiastic trainer and coach. He holds a BSc. in Computer Sciences and has been developing software for over 14 years in a variety of industries, including industrial engineering automation, SaaS, e-commerce and logistics while applying agile principles to his work. Using various agile frameworks and technical practices, he trains and coaches IT leaders and teams to create capable, dynamic and focused environments that can deliver high value and quality products and services with attention to continuous improvement.
Pedram directs the development of BERTEIG’s core technology that supports our vision and strategy.
Pedram joined BERTEIG in February 2017.
Certifications and Accreditations
- IC Agile Accredited Trainer
- Certified Scrum Professional, Certified Scrum Developer, Certified Scrum Master, Certified Product Owner
- Kanban Management Professional, Team Kanban Practitioner,
- Leading SAFe
- BSc. in Computer Sciences
Selected Client List
- autoTrader, Scotiabank. CIHI (Canadian Institute of Health Information), Bell Media, Bell Canada, Infor, First National Bank, SCI Marketview, Carfax
- 14 years experience delivering technical solutions
- 7 years experience leading teams
- 10 years experience applying Agile engineering techniques