Hilton is a staunch opponent of the Scrum transition in the team. He thinks Scrum is a fad that will pass and makes his opinion known to anybody who cares to hear. What is the best way to deal with Hilton

Dealing With Hilton

Staunch Opposition of the Scrum Transition:

Ensure that well-tested steps are followed in transiting from Waterfall to Scrum.  These steps include, planning for the right people, processes, support, and tools, ensuring employees are receiving the correct training on Agile and Scrum, engaging coaches who are well-versed in Agile and Scrum and their transition, and finally iterating the initial plan just like Scrum itself.

What Hilton requires is not more convincing and arguments on why Scrum is an agile framework for teamwork and project management.  Instead, Hilton needs hard practical evidence.  He should recruited to become a member of the team, if he is not, to ensure he gets first-hand experience about Scrum.

So, the best approach would be to accept his opinion and work from there to let him see that there is an improved difference that Scrum can bring to teamwork and project management.  Beauty, they say, is in the eye of the beholder.  Hilton may be a doubting Thomas like Thomas the Apostle, whose heavenly birthday Christians celebrate today.  He actually needs to put his hands figuratively into the five wounds of Jesus, in order to be convinced.

Hilton should be involved in all aspects of the Scrum transition.  He should be encouraged to research the Scrum framework to create better understanding.  Moreover, the team leader should ensure that the framework is judiciously followed so that doubting Thomases could be convinced of the benefits.  Some impactful passing fads remain with us for a longer time until a more improved "fad" emerges.  This remains the truth with emerging technologies.  What is important at this stage is to derive the best benefits from the Scrum framework and not to argue with Hilton whether it is a passing fad or not.

Explanation:

Scrum is an agile project framework for developing, delivering, and sustaining complex products.  It was first used for software development.  Now, it has been deployed in the fields of research, sales, marketing, and advanced technologies.  It usually has teams of ten or fewer members, who break their work into goals that can be completed within timeboxed iterations, called sprints.  The duration is about two weeks or one month.  Daily meetings, called scrums, are held within 15 minutes.  When the sprint ends, the team holds sprint reviews, to demonstrate the work done, and sprint retrospective to continuously improve.

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