This page shows all challenges and their respective Best Practices related to the transformation into a Scrum team

Index Challenge Best Practice
(52) Less experienced staff endanger the project [15, p. 62, 1, p. 5] Tutor the inexperienced and underline senior employees’ judgements [15, p. 62]
Provide them with “notes, instructions and guidance on how to apply the method in specific settings, contexts, or circumstances” [47, p. 5448]
(53) Measuring agile performance is difficult or cannot be measured by conventional metrics used in non-agile environments [2, p. 3, 48, p. 255] New metrics to use are:
- Break-Even-Level [48, p. 256]
- Velocity [6, p. 201, 14, 9, 30, p. 109]
- Market adaptiveness [48, p. 256]
- Customer satisfaction [48, p. 256]
- Speed to market [48, p. 256]
- Cycle time [48, p. 256]
(54) When transforming into an agile future, the team resists changing their workstyle [15, p. 63, 49, p. 7] Let the team continue their style of work and slowly increase the amount of agile practices in their working routine [15, p. 64]
When transforming, smooth out difficulties and transform without interruptions [35, 1:40]
(55) Two teams each with different management strategies have to work together [15, p. 56] Replace the non-agile management leader [15, p. 57]
Nominate a new middleman that is part of neither team [15, p. 57]
(56) Not knowing what to focus on when starting an agile transformation [50] Prepare a definition of done when starting out on developing a new product [50]
Find and define a suitable Sprint length for your team [50]
Establish a Scrum Board (either physical or electronical) [50]
Prepare your Backlog in advance of your transformation process [10, 35, 0:20]
Let your new Product Owner have enough time on his hands to prepare the Backlog as well as User Stories [50]
Before you begin transforming your team, have the management be trained on agile practices and what these mean for the business [50]
At the beginning, have every team member be trained on Scrum and its practices [50]
Encourage your team towards starting into a new way of working [35, 1:50]
Introduce further processes or roles which work on details such as a technical architecture, a product vision or project milestones prior to the first Sprints’ start [47, p. 5448]
(57) Underestimating the effort to adopt to agile practices [27] Take small steps towards your agile future. There will be some immediate benefits, while others need months or years to show as you work on them. [27]
(58) The surrounding business is not ready for an agile team [25, 22:10, 19, p. 517, 51, p. 24] Establish an atmosphere of tranquillity on the treatment of Developers around the team [16, p. 162]
Create a meeting with the management of the newly created team and define a goal [22, p. 49]
(59) Key members within the team leave or are dismissed [15, p. 61, 32, 0:53] Assign the team another project and hire new employees [15, p. 62]
Suggest another project which suits the team to management [15, p. 62]
If the team's mother organisation is big enough, utilise interns, working students or other budgets to increase headcount [15, p. 62]
(60) Assuming that roles and accountabilities will stay the same [3, p. 294] Readjust your team roles according to the designations you chose for your team members [3, p. 294]
(61) Cynics or naysayers within the team criticise the transformation to new work methods [3, p. 294] Consult experts early on in the process [3, p. 294]
Let experts decide upon the odds of a successful transformation, not your team [3, p. 294]
(62) The Scrum Team constantly needs organisational support [16, pp. 162-163] Hire an experienced coach to guide your staff through the transformation [52]
(63) When transforming into an agile future, it is burdensome to terminate or pass on projects [19, p. 517] Document details about ongoing projects and set a date to pass it on [52]
(64) The Scrum process cannot run perfectly from the beginning [53] Not until after a few Sprints it should be evaluated in what way the changeover had an effect, as challenges are bound to arise during the transformation [53]