Abstract
Agile software development methodologies underline the importance of having self-managing
teams. These are teams with authority to plan, schedule and otherwise manage their own work.
The literature within the software domain is scarce on self-management in relation to agile software
teams. There is a lot more research on self-managing teams within more general teams
literature. Inspired by the teams literature, this report presents an exploratory case study on howcoaches
and managers coach towards self-management in agile software teams. The study interviewed
both coaches and managers to explore what behaviors they exhibited and which actions they
took, and howthese affected self-management. The report also discusswhat effects team design
has on coaching and questions some of the designs in the case studied. The findings suggest that coaches and managers are process-focused when working towards
self-management. There is less focus on self-managing behaviors among individuals and the
team. The review sessions provided by some agile methods were identified as important to
coaching. Intervening in teams work was confirmed as negative to teams self-management