Subject : PJM 6820 - Agile Implementation and Gov -->

An organization has 12 developers, 3 QAs, 1 IU designer and your team is hired as the agile experts & consultant team to transform the IT team's existing waterfall processes into an agile team using Scrum or Kanban or the Scrum-ban agile frameworks or hybrid as you see it fit as a consultant and present a coherent presentation to the upper management to gain its support or reinforce its belief to adopt agile methodology.

The IT team mostly works on software development that is mainly involved with both new features development in addition to bug fixes with continuous support to all existing systems in the organization. The current IT team has no orientation or training in any agile approaches except a hearsay that it's too pressure filled environment with constant emergency like setup. To say the least, the current team is not very receptive to such a project management approach or philosophy -- mostly are very happy with the current waterfall approach or lack thereof.

The IT Team was always led in new feature development using the waterfall approach. Most of the new feature developments took about 6 months from start to finish, and it's one of the main reasons the management is looking into an agile framework -- reduce cycle and lead times. While at the same time, each team member works on a specially assigned tickets to fix system failures or breakdowns when not working on the project.

1. Why adopt agile project management in this case and provide abundant rationale to convince upper management and gain their much-needed support to approve the agile approach discussing the following areas:

• Provide a rationale how to adopt agile project management approach in this scenario - full adoption or a hybrid mode?