• Provide formal structure throughout the software development lifecycle, including the creation of concrete artifacts for planning, iterative improvement, and outcomes • Coach team(s) on the software development lifecycle, Agile principles, and general ways-of-working best practices • Foster a safe team environment that promotes learning, personal growth, and fulfillment for all team members • Create detailed delivery plans with participation and inputs from Product Manager(s), Software Engineer(s), UX Designer(s), and other relevant stakeholders • Identify and communicate dependencies and risks to relevant Product Managers, teams, and other relevant stakeholders • Schedule and facilitate Backlog Refinement sessions regularly to select and prioritize stories for development • Facilitate periodic sessions with development teams to define (or refine) their definition(s) of ready for epics and user stories, publishing the final definition(s) of ready publicly • Facilitate periodic sessions with development teams to define (or refine) their definition(s) of done for any/all increments and publish/ maintain the definition(s) of done publicly • Maintain and communicate updates to the delivery plan that result from scope and prioritization changes • Inform team Software Engineers of any approval demos that are required and schedule demos with approvers as necessary • Schedule and facilitate a stand-up cadence that works for your team to provide visibility to recently completed, currently in-progress, and soon-to-begin work as well as "blockers" that require removal • Triage identified “blockers” and take initiative to remove them • Coach Product Manager(s) to author well-constructed initial epics and user stories that meet a formalized “definition of ready” • Assist the team to break down larger pieces of work into manageable increments • Coach Product Manager(s) on good acceptance criteria writing (clear, concise, testable, from a user perspective) • Educate team members on story pointing methodologies • Review definitions of key performance indicators that the Product Manager includes in the product scorecard and share with the Product Manager your observations of relatedness (or unrelatedness) of each key performance indicator to Progressive Leasing’s key business priorities • Schedule and facilitate regular Sprint Planning sessions, including leading the team to craft and document sprint goals that logically further the product goal(s) • Schedule and facilitate regular Sprint Retrospective sessions (including provision of insightful analysis, interpretation of key metrics and behavior patterns, and a published Sprint Retrospective output document) • Present to Product Manager(s) and Project/Program Managers analyses related to team velocity, cycle time, and predictability and explain implications on delivery timelines • With the Product Manager’s permission, schedule and facilitate Sprint Review sessions that emphasize the pursuit of feedback (i.e., not just “show-and-tell” demos)