1. Fundamental agility
3. Team Spirit
- Setting up a Kanban - visible to everyone!
- One Central Backlog from which all teams pull work
- Collective Code Ownership, providing a basis for "communication in code"
- Use of Andon: Build Monitoring and "Stop the Line", relying on test automation
- Joint Planning and Joint Reviews, showing the Integrated Product
- Get Management support for the change. You will turn your organization upside-down in closing the pitfalls. That requires unconditional management support.
- Set up an Agile Transition Team (ATT) consisting of managers and developers alike. The ATT commits to a clear change backlog.
- Bring in executive coaches for key people in the transitions. This includes line managers, Product Owners and the new Scrum Masters alike. The external coach must have experience at scaled agility.
- Use technical coaches to enable teams adopt suitable engineering practices much faster: This pays off in delivering a much better product!
- Hire a consultant to lead the transition. This person must know what they are doing and must be absolutely no-nonsense. They need to be empowered to make even unpopular changes.
- Train everyone in agility. Use a safe classroom setting to demonstrate the impact of the change.