Transition to Agile Methodology
Transitioned my immediate team to Agile development processes to serve as an example for the wider business unit.
Context
The teams in the business unit were all working under their own unstructured processes, which meant that delivery was unpredictable and it was difficult to prioritize work, especially with dependent features.
My role & team
As the manager of a small team of engineers, I was in a position to influence the way my team worked and to demonstrate the benefits of structured processes. I took the initiative to transition my team to Agile development processes, specifically Scrum, and to share our learnings with the wider business unit.
Challenges
- Buy in: Making sure the proposed changes were accepted by the team and that they felt ownership over the new processes
- Adherence: Making sure the team stayed on track with the new processes using appropriate metrics
- Tooling: Ensuring the team had the right tools to support the new processes
Actions
- Bring the team into the process development to give them ownership
- Be initially flexible with meeting requirements
- Progressively move towards more regimented processes
Results
My small team successfully transitioned to agile scrum methodology The wider team took note of our success and used our methods and learnings to accelerate their transition