Overcoming Distances
•Download as PPTX, PDF•
6 likes•4,373 views
Application of Scrum in a Distributed Team.
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Overcoming Distances
Similar to Overcoming Distances (20)
More from Silvana Wasitova, Scrum & Agile Coach
More from Silvana Wasitova, Scrum & Agile Coach (15)
Recently uploaded
Recently uploaded (20)
Overcoming Distances
- 1. Service Knowledge Result Overcoming Distances: Scrum with Distributed Teams 16 November 2010 Silvana Wasitova
- 2. Case Study Paris 11 Grenoble 4 Munich 4London 4 Madrid 1 Milan 1 US, Ireland India Team size: 16 - 25
- 3. Rolland Garros February Schedule Highlights January April May JuneMarch Rugby 6 Nations Wimbledon TDF Euro Paris-Dakar Tour de France Moto GP Golf, Athletics, Cycling Basketball Boxing Horse Racing Snooker Hockey FOOT: Olympic Games qualifiers World Cup qualifiers
- 4. Challenges Team Size Geographic Distribution Timezone difference Keen stakeholders Agressive deliverables schedule 4 © Itecor all rights reserved
- 5. What is a Distributed Team? 5 © Itecor all rights reserved
- 6. Best Practices: Phone, Chat, Email • Headset; Mute button, full duplex • Speaker phone, satellite microphonesPhone • Real time, informal, status & conversation; history • Always on, always monitored at each locationChat • Webcam, Video Conferencing • Low-res is better than nothingVideo • Do you see what I seeScreen Sharing • Collaborative site, actively used • Info radiator and repositoryWiki Use several modes
- 8. Planes, Trains and Automobiles Release Planning Product Backlog Sprint Planning 8 As much as budget & time allows: meet in person Nurture self-direction
- 9. Telephone, Tele-presence 9 © Itecor all rights reserved “Off-site” persons get priority: speaking, bringing up concerns Easy to “lose connection” with persons off-site Easy to hand-signal those on-site If unsure, ask to repeat/clarify Tell – a – person Photo courtesy J. Vonlanthen
- 10. Team Dynamics Four stages of team formation: Forming, Storming, Norming, Performing 10 © Itecor all rights reserved Awareness of Motivation, Personalities Maslow hierarchy of needs Theory X and Y Myers-Briggs - MBTI INTJ – Don’t change *my plan*, there will be consequences!
- 11. Remote “Team Building” and “Having Fun” 11 © Itecor all rights reserved Alternatives to lunch or bowling together: Arrive early at conf. calls Get (a bit) personal Share pictures Joke and tease Treat all equally well
- 12. Build Rapport Be approachable make it your job to build the bridge of rapport Care about team members spend time talking about their interests and activities Support them in things that don’t directly benefit you hang out, without “talking shop” Ask what they think 12 Initiate the conversation
- 13. You’re only talking about Communication! Risk #1 for software projects: lack of communication People working large distances/timezones away: More challenges to communication Different languages, different cultures Distance reduces the type and amount of communication, need to COMPENSATE 13 © Itecor all rights reserved Better to over-communicate http://www.it-cortex.com/Stat_Failure_Cause.htm
- 14. Apply Distribution to Scrum Teams? 57% respondents work with distributed teams 41% respondents currently, or plan to, do agile with outsourced development. The agile ideal of co-locating the entire team in a single room is at odds with what’s actually going on within a large part of the software development community. Success rate for co-located team (in same room) is over 20% higher than for geographically distributed team 14 VersionOne “State of Agile Development”, 2008 Survey, n=3061
- 15. Why use Distributed Teams? Development Cost Talent Availability 24/7 around the globe Closer to customer Market Opportunity Flex-time 15 © Itecor all rights reserved 50% of US workforce can be mobile on any given day. Total Employee Mobility® Benchmarking Report, Runzheimer International, October 2008
- 16. Why use Agile Philosphy? • Frequent product delivery • Transparency: daily standup • Collaboration: developers and customers • Regular reviews with Customer & PO • Strip-off non-essentials • Retrospective: Continuous improvement 16 © Itecor all rights reserved Adapt to change
- 17. © Silvana Wasitova Scrum vs. Waterfall: Time To Market Develop & QASpec Develop & QA Spec Scrum Waterfall 12 weeks 3-6 wks x wks 9 weeks 3 months 6-10 months Collaborative Results-Oriented 3 MONTHS x wks Updates Sequential Process-Oriented 6-10 MONTHS Faster Time to Market Higher Quality Satisfied Customer
- 18. 64% implemented features are rarely or never used Ref: Standish Group's Chaos Report, 1994, 2002 18
- 19. Hyper-productive Distributed team http://jeffsutherland.com/SutherlandFullyDistributedScrumXebiaAgile2008.pdf 19 © Itecor all rights reserved Extreme Success Jeff Sutherland re. Xebia: 1. “Home Team” start scrum: 3 wks prep, 2 x 2wk sprints 2. Collocate home and off-shore team, 3 x 2wk sprints 3. Achieve co-located hyperproductivity 4. Achieve hyperproductivity from two locations; one Product Backlog fed 4 Sprint Backlogs Xebia delivers 7x Function Points over industry average waterfall teams
- 20. Agile in 3D Virtual World Interaction 20 © Itecor all rights reserved You knew this was next Agile in 3D worlds brings teams closer to face-to-face Aug 2010 – Lessons from Second Life Avatars - http://itknowledgeexchange.techtarget.com/software- quality/agile-in-3d-worlds-brings-teams-closer-to-face-to- face/ http://www.youtube.com/watch?v=WZxOT1fEB8U TELEPLACE or AgileZen (Rally)
- 21. RESPECT
- 22. PURPOSE
- 23. 23 Passionate team members, driven by common purpose can overcome any obstacles
- 24. TRUST
- 25. Build Trust Spend time getting to know each other Do what you say Go the extra mile Be “their” advocate, act on “their” behalf Teamwork 25
- 26. How much do you trust each other?
- 28. References Guido Schoonheim and Jeff Sutherland - Aug 2010 – “Mind the Gap! Principles of Hyperproductive fully Distributed Scrum” Jeff Sutherland - SirsiDynix - Agile with Outsourced Teams 2007 - http://jeffsutherland.com/SutherlandFullyDistributedScrumSirsiDynixHICSS2007 Jeff Sutherland - Xebia - Agile 2008 - http://jeffsutherland.com/SutherlandFullyDistributedScrumXebiaAgile2008.pdf Yves Hanoulle, http://www.hanoulle.be/2009/10/how-to-work-with-a-whiteboard-with-a-distributed-team/ Henrik Kniberg, “Scrum and XP From the Trenches” Cory Foy, Aug 2010 Distributed Teams Tools and Techniques: Blog: http://blog.coryfoy.com/2010/08/technically-distributed-tools-and-techniques-for-distributed-teams/ , Slides http://www.slideshare.net/CoryFoy/technically-distributed-tools-and-techniques-for-distributed-teams Scott Ambler – The Distributed Team, Oct 2007 http://searchsoftwarequality.techtarget.com/news/article/0,289142,sid92_gci1277064,00.html Chris Christensen, Managing Virtual Projects, 2006 - http://www.camcinc.com/library/Managing%20Virtual%20Projects.pdf “The State of Agile Development” 2008 Survey by VersionOne http://www.versionone.com/pdf/3rdAnnualStateOfAgile_FullDataReport.pdf Employee Mobility® Benchmarking Report, Runzheimer International, 2008 Alistair Cockburn, Agile Software Development A Practical Guide to Distributed Scrum, IBM Agile Community - http://www.distributedscrum.com IBM – Using Scrum to Complement Organizational Transformation http://www.distributedscrum.com/downloads/Transformation20100810.pdf Microsoft, Ade Miller, Distributed Agile Development at Microsoft, October 2008 Craig Larman & Bas Vodde, Scaling Lean & Agile Development: Successful Large, Multisite & Offshore Products with Large-Scale Scrum, Addison-Wesley Professional, ISBN 0321480961 Mobile Companies Finish First – Why Being Out Is In, Runzheimer International, November 2008 http://www.scrumalliance.org/articles/165-scrum-success-in-a-distributed-team-environment28
- 29. More References Elizabeth Woodward, IBM - A Practical Guide to Distributed Scrum Video Interview: http://itknowledgeexchange.techtarget.com/software-quality/elizabeth-woodward-face-to-face- communication-is-biggest-challenge-with-distributed-scrum/ Mike Cohn http://blog.mountaingoatsoftware.com/build-trust-between-teams-with-ambassadors Salesforce - Kerievsky & Dourambeis, Large Scale & Distributed Agile http://agile2010.agilealliance.org/distributed Bland, 7 Ways to Humanize Distributed Teams, Aug 2010, http://agile.dzone.com/news/7-ways-humanize-distributed Bland, Distributed ScrumMasters and the art of digital facilitation, Aug 2010, http://www.slideshare.net/7thpixel/distributed-scrum-masters-d-bland-agile2010 Agile in 3D – Aug 2010: Bill Krebs – Virtual Worlds - Lessons from “Second Life” Avatars - http://itknowledgeexchange.techtarget.com/software-quality/agile-in-3d-worlds-brings-teams-closer- to-face-to-face/ http://www.youtube.com/watch?v=WZxOT1fEB8U Todd Olson, Visualization Tool: AgileZen (from Rally Software) http://www.youtube.com/watch?v=DcMEphXdwnY Virtual World using Teleplace - http://www.teleplace.com/products/index.php http://www.agile2010.org/scale.html Kent Beck, Tools for Agility, http://www.microsoft.com/downloads/details.aspx?familyid=AE7E07E8-0872-47C4-B1E7- 2C1DE7FACF96 Thushara Wijewardena Aug 2010, “Why You Suck at Offshoring, Even with Agile – View from the Other Side” Video of interview With Dave Prior – 17 mins - http://www.blip.tv/file/3273357?utm_source=player_embedded Scaling Agile in distributed environment - http://www.agileindia.org/scalingdistributedagilebythomas The Drexler Sibbet Team Performance Model http://www.grove.com/site/ourwk_gm_tp.html http://www.robertmcneil.com/pages/pages/dsmodel.html The Four Agreements – Don Miguel Ruiz http://intjforum.com/showthread.php?t=22045 29
- 30. Photo Credits 30 p.4 Beijing Olympics Stadium, Clive Rose, Getty Images p.5 Flickr, Yahoo team; Flickr, by blackdood p.5, 9 Jonas vonLanthen, used with permission p.8 Beer: psdgraphics.com, Working Lunch, Silvana Wasitova p.5, 9 Jonas vonLanthen, used with permission p.21 SecondLife.com
Editor's Notes
- It takes time to build a team, and whenever you change the composition of the group, you have to rebuild the team. You might want to google Drexler-Sibbet Team Performance Model, one of many models about team formation,useful for building effective teams.
- What is a Distributed Team?Distributed agile software development may seem at odds with a methodology that has its roots in small, co-located teams. But with the realities of today's global workforce, organizations are adapting agile methodologies to meet the needs of distributed and offshore teams to leverage quality, productivity and efficiency benefits. “osmotic communication” which buys Agile teams immediate feedback within the team relies on team members working within the same visual and auditory spaceOften you get serendipitous communication, where you overhear something that's really useful.Hearing this, some people are concerned about noise, and would prefer private offices. In practice I find that teams don't find noise to be a serious issue. There's usually a hum of conversation going on, after all pair programming often accompanies this style of development. But the conversation isn't usually that distracting, particularly as you're focused on the conversation with your pair. I suspect the reason it's not that distracting is because the team has a common purpose around a collaborative activity. It isn't comparable to an open-plan office where everyone is doing something different.
- Ensure Minimum DelayUSE VISUAL INFORMATION SHARING – WHY VISUALPhone, Teleconference, SkypeChat toolsScreen Sharing: Webex, Acrobat Connect, GoToMeeting, myATT / InterwiseScrum-Tracking Tools
- Check the video cam
- http://coachdawnwrites.com/?p=231&goback=%2Egde_2115978_member_27817293Tip #1:Be human and approachable. Even if you are the leader or the expert, be sure to maintain your level of approachability and openness. Always remember that as a coach, you’ve got the upper hand of power in your relationship with your team, therefore it’s your job to build the bridge of rapport. Good for i, S.Tip #2:Care about them. Your athletes want to believe that you care for them as people…not just for the particular grouping of skills that they have. Spend time talking to them about their classes or their parents or whatever. I’ve got a young lady on my team who loves the TV show Glee and we’ve been able to bond over our mutual love of the show. Good for i, S.Tip #3:Have them over to your house. Break out of the monotony of the office or the gym or the field and bring them over to your house for dinner. Not only will they get to see your other side, they’ll appreciate time to hang with you without “talking shop” being the goal. Good for i, S.Tip #4:Support them in things that aren’t a direct benefit to you. Do you have players who are in the orchestra or who dance or who are involved in student government? Whatever it is, surely they have interests in things that don’t involve you…ask them about it! Attend whatever correlating functions go along with their activity. That way, when you tell them that you care about them (tip #2!), they’ll believe you. Good for D, i, S, C.Tip #5:Ask them what they think. Some folks are bossy and love the opportunity to give their opinion. Others are quiet ruminators and won’t give their opinions unless asked…and then you’ll be amazed at the depth of their opinions. Either way, taking the time to ask will be noted and appreciated. Good for D, C.
- Without effective communication, project risks may NOT be detected, let alone managedAgree on a Communication PlanExplicit Policies – the agreements of the team are actually what makes any agile method successful. Yes, Lean thinking helps. Yes, XP practices are vital. But the team owns the process. And if you aren’t talking as a team – and yes, as an organization – it ain’tgonna work. Like the one time by cousin Billy and my other cousin Billy were wiring up a moonshine still and Billy said he was gonna pour the grain alcohol and the other Billy lit a match so they could see in the woods. It was fun for a brief second, but then you end up without any eyebrows and people just know.So there, now you know. You want to know if your manager can add stuff mid-sprint? Talk about it. Want to know what happens if you test-last? Talk about it. Try it out. Run experiments, and know what results you are looking for. It is the heart of Individuals and Interactions over Processes and Tools. And if you see your Aunt – I was never here.http://blog.coryfoy.com/When people ask me how to develop teamwork and trust on distributed teams, my first tip is this: Learn to reliably build teamwork and trust on co-located teams. Why? If you can’t do it there, no collaboration tool or technology will magically do it for you in a distributed team. The issue is that most people don’t have any kind of reliable framework for building and leading teams. It is not the same as project management. But it is semi-predictable.I’ve found a framework that helps build teams near or far. I call it the Team Orientation Process (TOP). It is based on—and leverages—the science of group cohesion (i.e., what brings people together). Here are the first few steps:TOP Pre-Step: Assume personal responsibility for the success of the team. It matters not your role on the team, the more members who feel a sense of ownership for the entire team, the more likely good team-building things will happen.TOP Step1: Build shared clarity about the task (and keep pointing to it as the reason for the team). This is the single greatest lever for team-building. Feeling a sense of positive interdependence (i.e., you moving your work forward helps me accomplish mine) or “being in the same boat together” drives a natural shift in behavior toward helpfulness and trust.TOP Step 2: Discover personal motivations toward the task (beyond a paycheck). “Win/Win” is a common cliche about teamwork because it is pivotal. So the #2 lever for team-building is to discover the “what’s in it for me” for each member. Don’t be afraid that the answer is “nothing.” If that is true then they would not be there. You can’t support team mates in winning if you don’t understand what a win is for them.TOP Step 3: Make and keep agreements. This is the #3 lever that builds cohesiveness. A few healthy operating agreements create the “fabric” for team flow. And making and keeping agreements is a solid recipe for building trust. These are the big 3 levers I encourage you to learn and use to build any team any time. There isn’t anything fancy or terribly subtle about them, Just straight-forward conversations and dialogs that you can have anywhere and anytime.Hence, the single most powerful device a team builder has available is her ability to maintain a dialog with team members around this question: What must we do together that is bigger then any of us, requires all of us, and none of us can claim individual victory until it is done?I’ve been teaching the TOP to team leaders and members for almost 20 years. It’s in my book “Teamwork Is An Individual Skill”
- What is a Distributed Team?Distributed agile software development may seem at odds with a methodology that has its roots in small, co-located teams. But with the realities of today's global workforce, organizations are adapting agile methodologies to meet the needs of distributed and offshore teams to leverage quality, productivity and efficiency benefits. “The sun never sets on our development empire”
- http://jeffsutherland.com/SutherlandFullyDistributedScrumXebiaAgile2008.pdfdaily team meetings maintain high focus on customer prioritiesIsolated Scrums – Teams isolated across geographies.Distributed Scrum of Scrums – Scrum teams isolated across geographies and integrated by a Scrum of Scrums [6] that meets regularly across geographies - Best practice recommended by the Scrum AllianceFully distributed Scrums – Scrum teams are cross-functional with members distributed acrossgeographies.Barthelemy [8] surveyed 50 companies and found that 14% of outsourcing tooffshore operations were failures. In the remainder, costs of transitioning to a new vendor often canceled out anticipated savings from low labor costs. The average time from evaluating offshoring to beginning of vendor performance was 18 months for small projects. As a result, the MIT Sloan Management Review advises readers not to outsource critical IT functions offshore. The three key advantages of offshoring (1) lower costs of labor, (2) capture talentnot available locally, and (3) increase and decrease project size without layoffs. The first is not easily achievable. At PatientKeeper (a MIT startup company in 2000) during 2004-2007, the break even point for outsourcing was achieved only when Indian developerscost less than 10% of American developers. The PatientKeeper Board permanently terminatedoutsourcing after reviewing these ROI data.Jack Blount, CEO of Dynix and former COO of Borland refused to outsource to India and China afterhe verified that annual turnover rates were 30-50% [9]. outsourcing can often result in loss of core knowledge when offshore staff leaves a ProjectXebiaScrum/XP teams deliver Function Points over seventimes faster than industry average waterfall teams andthe Function Points they deliver have higher businessvalue than the waterfall teams by over an order ofmagnitude. Since this value is delivered at the samecost per story point, and this cost is a direct indicator ofbusiness value, either locally or distributed, and noother model in the history of software development hasdemonstrated this capability, the OneTeam model isrecommended for distributed development by thoseAgile teams capable of executing it.
- BIGGER THAN ANY OF US can do aloneWhat must we do together that is bigger then any of us, requires all of us, and none of us can claim individual victory until it is done?Assume personal responsibility for the success of the team.The more members feel a sense of ownership for the entire team, the more likely good team-building things will happen.TOP Step1: Build shared clarity about the task (and keep pointing to it as the reason for the team). This is the single greatest lever for team-building. Feeling a sense of positive interdependence (i.e., you moving your work forward helps me accomplish mine) or “being in the same boat together” drives a natural shift in behavior toward helpfulness and trust.
- Building an awesome team of creative people is not about getting the right people on board. It’s also not about getting the best people on board. It’s about getting both the right people and the best people on board. In other words getting the right mix of the right, best people.You see you can have the best talent available in your team, pay them a fortune and you will, of course, get results. But you may not get the best results. If they don’t get on with each other, then you get personality clashes and bad energy flying around. If they’re not aligned, then you also get disharmonyYou can also pull together a team of the right people. By that I mean people you love what they do, take ownership and are aligned to your vision and your values, and yes you will, of course get results, but if they lack the expertise and star quality in their work, then as a team they won’t be as punchy and effective as they could be.But when you get a team of highly creative people together and it’s the right mix of highly creative people, then it’s a powerful thing. Not only do you get amazing work but you also get harmony, drive, and alignment in everyone working towards achieving the same goals and in being part of something bigger than them. To put it in pain language, when you get the right, best creative people – it just rocks.http://yourmanagementskills.blogspot.com/2010/08/right-best-people-building-awesome.html?goback=%2Egde_59531_member_27683248
- Do this in a genuinely caring waySoft (but firm) skillsTeasing: I am with you, I understand you, and I understand your concerns.Cross the line: I don’t understand your concerns, even worse: I undermine your concerns.
- http://www.microsoft.com/downloads/details.aspx?familyid=AE7E07E8-0872-47C4-B1E7-2C1DE7FACF96