Get the Right People on Board
First, carefully consider who should be on the Scrum team. Find the right individuals to play the product owner and ScrumMaster, and ensure that the right people work on the development team . Having the right individuals on board is most likely the biggest success factor for any development effort–no matter what process is used.
Minimise Changes to the Team
Second, minimise any changes to the development team within and across releases. It takes some time for a group of individuals to become a true team–a tightly knit unit with members that trust and support each other and that work together well. Changing the team composition makes this team-building process start all over again and, as a result, productivity and self-organisation suffer.
Avoid loosing team members while a release is being developed. A good time for people to leave and new members to join is after the release of a new product version. But ensure that the majority of the team members continue to work on the product to avoid loss of information, defects, and delays.
The product owner should always be a permanent member of the Scrum team. This allows the individual to manage the entire product lifecycle, from gestation to its discontinuation. It also encourages balancing short-term wins with long-term success.
Establish a Strong Partnership
Last but not least, establish a long-term partnership between a Scrum team and its product; every product should be developed by one or more dedicated teams. This not only facilitates ownership and learning, but it simplifies the allocation of people and resources.