The biggest secret in making the transition to Agile isn’t in the technicalities of the new process, but in “how” the change initiative is approached. Leaders and managers must be clear in their communication around how the change will affect each team member and what the benefits are. It is by building trust and removing doubt and fear that resistance disappears.
– Susanne Madsen
If you experiment with the move to Agile, starting with your business reasons for it and using feedback to ensure that you’re on the right track, you too can ease your transition.
– Johanna Rothman
– No big picture
Long term plans vs. empirical forecasting
– Not light and adaptive
– Not including test planning i.e. test approach
– Not involving testers in joint design and planning, sub-team task identification
– Daily Scrum becomes a status reporting session rather than a self organising opportunity for teams to plan their work
Not having valuable Product Backlog Items that are ready for next sprint
Insufficient involvement and collaboration
INVEST criteria not met e.g.