We have to define the roles and responsibilities of each person within the team. This helps both with execution and communication (to people outside the team).

If we don’t identify the champion of the endeavor to convert to agile processes, we can’t keep them informed of progress. Their expectations need to continually adapt to progress just like every element of agile.

Many companies operate with each department acting as a silo. Agile techniques rely upon cross-functional contributions. When there are barriers (“not my job”, “not your job”) within an organization, they have to be addressed before agile will work.

In this mistake, Levent warns us that “just doing it” without training and explaining won’t work. Everyone needs to understand exactly what agile is and what it isn’t.

Levent points out that the biggest mistake is to not do a pilot project, but rather to convert a large and risky project – or even worse, all projects. He points out that it is a mistake because you won’t have time to learn from mistakes.