Here are a few key points and lessons learned from Adrian's paper. Note that I have done some rewording and added extra words to the lessons learned to clarify some of these points.

Key Points

• The waterfall model used previously did not suit rapidly changing business requirements from new policy directions.
• Scrum was successfully used within PRINCE2 as the overarching project management methodology mandated by the QLD Government IT Office.
• A pilot Scrum project at Housing was very successful.
• Housing has now be running Scrum projects for over two years.
• All software projects have been delivered on or ahead of agreed time frames.
• ICT staff became motivated about delivering value to the client.
• ICT staff morale increased which led to excellent staff retention.
• Positive feedback has been received from business units across the department indicating that usage of Scrum has been a success.

Overall Lessons Learned

1. Agile Project Leader - a dedicated ScrumMaster must be considered
2. Focus is directly on team - for decisions, solutions and recommendations
3. Sprint '0' is a necessity - to set the foundation for further sprints
4. Do not impose - techniques or speed of adoption
5. Keep productive teams together - teams that have bonded and are delivering are valuable
6. Human interaction over technology - keep tools simple
7. Measure, measure, measure - to help convince senior management
8. Focus on quality - include a tester and encourage TDD, refactoring, frequent builds
9. Educate the client - spend as much time educating the business clients as the ICT staff