How to move a team from a waterfall development model to a scrum model?

Question

How to move a team from a waterfall development model to a scrum model? With all the steps you need to follow to achieve a smooth transition. What will be the acceptance curve and will it be successful at all?

Answer 1

First, the team will need to make changes, and the business must support it.

There is no established sequence of steps, and success can vary widely, as much depends on your specific situation.

I would recommend getting Mike Cohn's book Succeed at Agile , which gives great advice for such a transition.

Answer 2

Although there are many ideas on how to implement a fight within an organization, starting with one team is certainly a consistent thread. So good work on starting this path. From there, find someone who has experience implementing a flexible approach. Contractor, colleague or advice in dating groups. Here's a link to the one I visited in the DC area - http://groups.google.com/group/dcnova-scrum-user-group

From now on, my opinion is to adapt the scrum to your team. This is the size, it is needed for customization, etc. Everyone has their own opinions, but if your team does not buy it, it is not worth it. Do not take this as a license to cut things out of a scrum. Keep daily racks, engagement, flashback, demo (etc.), but adjust the size of the sprint, etc.

I recently saw a compelling presentation that advocated implementing pieces of scrum / agility when a team / business was ready. See this gentelman site for more information - http://www.dragile.com/

The big key - do not be lazy - to engage in battle. And have a high standard. If you are going to go it alone (which can be dangerous), read your heart. Read examples, talk with others, go to meetings, etc. Do not let your inexperience in the fight sour your team.

Another good reference for an example of the experience of one team that implements the fight.
http://www.crisp.se/henrik.kniberg/ScrumAndXpFromTheTrenches.pdf

Answer 3

In my experience of teaching a team using a flexible system, there are two important components for creating a flexible / scrum. I think that Jody says not to be lazy is really important, because with a freer mode of work it is nimble to easily succumb to miss meetings or other such nonsense.

• Get a good web task tracker. This allows developers to log in and see what they need to do, and help track progress. I was very pleased with the Pivotal Tracker (www.pivotaltracker.com). Of course, the tracker is only worth it if you really update it, which leads me to point 2.

• Meetings EVERY day. The daily table discussed in the scrum and flexible books are by far the most important aspect of the routine. Keep your meetings short, do it in the same place at the same time every day. Update the task manager during this meeting and organize it.

Moving a team from a waterfall can be difficult. It is important that everyone on the team read about the fight. Also, understand that not every aspect of the scrum model will work in your environment. Facilitate an open discussion about which aspects of the model you want to take as a team. The more input you get from the team, the more you will have a buy-in.

Answer 4

How to move a team from a waterfall development model to a scrum model?

Strategic phase: Well, the first step from the course is the thought of a change. Then comes the buy-in from the Management and Product Development Team.

Release Planning and Virtual Product Discovery: Ideally, you should start by identifying all stakeholders and identifying all requirements using the Agile Release Planning Method, which is a really meager way to complete release planning. You would identify virtual products at this point if they were not already identified.

Team building and infrastructure: The next step will be the formation of cross-functional groups based on what virtual products you need to build. This step can be tough. This may require a RE organization. Cross-functional teams mean that there will be no requirements collection team, software development team or QA team. You will need to pull an experienced lot of people from each department to form a cross-functional team. Each team must have a Scrum Master and a Product assigned. It will be necessary to create a basic infrastructure for the smooth operation of cross functional groups without interruptions.

Start sprinting with team (s): Start following Scrum / Agile principles and have Sprint. Grab various artifacts and use them for verification and adaptation.

WALAH you are agile!

What are all the steps that you must follow to achieve a smooth transition. What will be the acceptance curve and will it be successful at all?

The steps mentioned above are in order. The acceptance curve depends on how well you complete the steps mentioned above. Finally Yes, of course, it will be successful. 100% guaranteed.

It’s a joke, I’m sorry that I can’t guarantee this, but I can’t. :) What I offer is when you read my expression “Yes, of course, it will be successful,” I hope you have it, just hold on to this hope and take the first step!

Answer 5

I found myself part of a team that migrated from a waterfall to battle. If the teams are large and distributed, I don’t think it’s easy for everyone to migrate to the fray immediately, because a change in organization takes a certain number of days / months / years.

As soon as such an approach that you can try, Tracer Bullet , although this term is used more in a flexible world, but you can confidently prove your point of view in order to buy-in and give an example if you / your team are stuck in the middle of a waterfall and contractions and do not want to have nowhere in the near future.