[blackadder]

I've been in similar situations in the past a few times and did a talk on how I did it.

Video : https://www.youtube.com/watch?v=eYzk2BKeG9s

Blog Post :https://www.hibri.net/2016/06/18/continuous-delivery-rags-to...

There is no one way, every team has been different (for me), it what technique you use depends on context. They key themes that stand out for me are

1. Limiting Work in Progress (focus on delivering one thing at a time), creates slack time, to learn new practices and start writing tests.

2. Focus on learning, don't expect everything to fall in place pretty good ( it took us about 3 months to even to get to a good starting point)

3. Pair and help them out.

[bjelkeman-again]

Also, don’t be surprised if the team was given a project which was really hard to deliver with the team’s capabilities, and the CEO or his team leader, should have recognised that in the first place, and they (CEO etc) will be hard to convince that they are part of the issue.

Also your list of things look like something that would take a rather long time to implement (many months), especially if you have a late project to deliver on at the same time.

[blackadder]

There is a fine line to tread to make these changes whilst delivering. There was never a point were we stopped everything to make all these changes. The changes have to happen gradually, and they do take a long time, many months. It involves changing people, teaching them new habits and helping them do it. The habits have to be sustainable.

Limiting work in progress, forces the issue upstream. Managers are forced to realise how much of a precious resource the team is, and why they are struggling. Throwing more work at a struggling team makes it even worse.