Gain insights into applying Agile methods in large projects and teams. Explore challenges, best practices, and strategies to secure organizational buy-in for successful implementation.

Agile methods allow us to handle rapidly changing requirements, typical in most software projects. These methods are conventionally used for small teams and software projects. However, in this course, you will learn how to effectively apply Agile methods to large software projects and large teams.

You’ll start with a recap of the Agile Manifesto, followed by a description of the common challenges associated with Agile methods in the context of large software projects. You’ll learn how Agile approaches have been applied to build responsibility. Next, you’ll learn about approaches to apply Agile methods in the processes. You will then learn best practices for applying Agile methods such as software testing, and software architecture. 

This course provides insights into successful and unsuccessful approaches to introducing agility to teams, processes, and technology aspects of large projects. It also teaches strategies to secure organizational buy-in for agility in the context of large projects and teams.

Applying Agile Methods to Large Teams and Projects

#
## Training
To spread the word about the architecture and how things should be implemented, we started a one-week training course for all new developers. Almost everybody from the starting team served as a trainer. This was not the best decision didactically because it was the first time most of the trainers had taught a course. However, they were first-class knowledge resources, and this way the new members knew immediately who was the expert for which topic.

### Mentor program
In addition to the training, we established a mentor program. Two members of the starting team acted as mentors for one of the new teams. For most of the teams, this worked very well, but for some it did not work at all. The main reason for the failed mentor programs was that the mentors thought it was enough simply to be available. They assumed that someone on their assigned team would call them whenever they encountered a problem. However, this did not happen. Sometimes team members did not know what to ask, and sometimes they were afraid of seeming stupid. 

The program worked well for teams whose mentors regarded themselves as a service provider for their assigned teams. Those mentors sought out their teams and regularly discussed the status of their learning. The mentor program lasted four to eight weeks, depending on the needs of the new team.


Learn about the author's approach to developing training materials and preparing the team during the case study project.

Introduction to the Course

Agility and Largeness

Dealing with Large Teams

Dealing with the Process

Dealing with the Technology

Dealing with the Company

Putting It All Together: A Project Report (Case Study)

Final Thoughts

Growing the Team: Training

Training

Mentor program