So let me give you some feedback on your model:
- with” apprentice” you mean “apprentice coach”?
- In my opinion it takes much longer to become a “master” than “more than one year”. A master should have the ability to coach coaches.
- I don’t understand why you mention “Agile One SDM” here. Shouldn’t it be “one agile framework”. What about Scrum?
- There is the technical coach that coaches developers into adopting agile coding practices and design approaches. This is a whole skillset by itself (emergent design, TDD, paper prototyping, continuous integration, efficient pair programming, who to actually automate acceptance tests, …). All of this is non-trivial.
- There is the organizational aspect (Agile Estimating and Planning), how to become an agile organization, …
- There is the psychological-aspect: how to do retrospectives, “Software for your Head”, …, how to deal with sceptics, how to lead people in an agile manner
- There is a host of different settings: 37signals-like small teams, large projects with scaling problems, really dysfunctional teams, out-sourcing, selling agile project management methods to customers
- Surrounding topics: ideal workplace environment, agile contracting, open-space conferences, history of agile, lean manufacturing, and many more.

So, is your model some sort of guide what Coach apprentices should do/read/know to become masters? Maybe it should then contain things like:
- work in a big company and try to introduce Agile methods there
- work in an ideal environment and experience what a hyperproductive agile team feels like
- work in a coaching environment where you get to know many different settings.
- work together with one of the master coaches and learn from him/her.
- Read these books: …..

Or should it help companies looking for agile coaches?

Ok, enough random ramblings. I’d love to hear more.