Lesson learnt from an agile implementation project

Abstract

This paper focuses on the communication concerns that unfolded in a company as it endeavored to move from its existing waterfall model to an agile environment. A task team was established to adopt an agile practice and to trial it on a customer specific project. The team was given the freedom to be innovative and adopt whatever agile practices they wished. Early enthusiasm was evident however management had concerns about viability of this new approach. Management did not see the project plans and corresponding documentation trail of the waterfall model, and from their perspective it lacked structure. Trust between management and engineers weakened primarily due to a lack of communication and a reduction in the ability to work together, resulting in the waterfall model being reinstated. © 2009 Springer Berlin Heidelberg.