agile | distributed teams and dependencies
Post on 12-Jul-2015
177 Views
Preview:
TRANSCRIPT
©2008 Improving Enterprises, Inc.
Agile with Distributed Teams
and Dependencies
By: Nirmaljeet Malhotra Agile Coach
©2008 Improving Enterprises, Inc.
Intro
Distributed family
15 years in IT
7+ years in Agile
Twitter: #mnirmaljeet
www.nirmaljeet.com
Agile coach and
trainer
©2008 Improving Enterprises, Inc.
Wanna be Agile?
Distributed
Teams
Dependencies
©2008 Improving Enterprises, Inc.
Scrum by the book…
©2008 Improving Enterprises, Inc.
Why distribute?
Agile hyper productivity and quality
combined with offshore benefits:
Availability of talent
Scale up and down
Cost reduction
Round the clock support
©2008 Improving Enterprises, Inc.
What are distributed teams?
Not at the same place
Different
Floor
Office
City
Country
Continent
Time-zone
Offshore, near shore, not sure..
Courtesy: Keith Richards
©2008 Improving Enterprises, Inc.
Distributed ways
Courtesy: Jeff Sutherland
©2008 Improving Enterprises, Inc.
Survey 1
In one word, share your number 1 problem
with distributed teams across
countries/continents
©2008 Improving Enterprises, Inc.
Survey 2
In one word, share your number 1 problem
with distributed teams in the same
building/floor
©2008 Improving Enterprises, Inc.
Question?
So where is the problem?
©2008 Improving Enterprises, Inc.
Agile Manifesto
http://agilemanifesto.org/
Individuals
Interactions
Processes
Tools
Working
Software
Comprehensive
Documentation
Customer
Collaboration
Contract
Negotiation
Responding to
Change
Following a
Plan
Distributed Teams
©2008 Improving Enterprises, Inc.
Distributed teams | Key issues
Communication tax
Accessibility
Information lost in translation
Language and cultural differences
Motivation drop
Cost
Compromise on personal time
©2008 Improving Enterprises, Inc.
“Project costs increase in proportion to the
time it takes for people to understand each
other” - Alistair Cockburn
©2008 Improving Enterprises, Inc.
Key success attributes
Focused team work Collaboration
Trust Cultural Sensitivity
©2008 Improving Enterprises, Inc.
Communication Face to face
Use WebEx, Skype etc… whatever it takes
Phone and IM is better than documents and mails
Go visual
Travel - create a bond
Collaboration Digital scrum boards / dash boards
Wiki
Avoid/reduce emails
Share the pain
Communication and Collaboration
©2008 Improving Enterprises, Inc.
Development and Tracking Tools
Where is the code and how do we
manage it?
How much TDD and CI?
What other tools are we using to:
Manage requirements
Manage project
©2008 Improving Enterprises, Inc.
What’s important..
What is the vision?
Don’t allow tools to drive the process
Leverage creativity
©2008 Improving Enterprises, Inc.
Agile
Feature teams
Story mapping
Release planning
Backlog grooming
Scrum of Scrums
Same scrum rules apply Courtesy: agilenorth.org
©2008 Improving Enterprises, Inc.
Distributed setup
Role distribution
Balance of power
Distribution in vertical
slices
Affinity based feature
ownership
One team
©2008 Improving Enterprises, Inc.
Before you scale
Run scrum successfully locally
Elevate quality through XP practices
Stop thrashing, focus people
Scale
Introduction to agile and scaling at the same time can be a challenge
©2008 Improving Enterprises, Inc.
Inspect and adapt
Hone the process, a tiny bit each time
Find the root cause
Retrospect
Keep it simple
©2008 Improving Enterprises, Inc.
Best practices for distributed Agile
People Process Tools
Open seating Daily stand up Wiki
Team building Scrum of Scrums Star phones
Vision Retrospectives Smart boards
Cross pollination Remote pairing PLM tool
Tracking and metrics Build pipeline
Example:
©2008 Improving Enterprises, Inc.
Manage distance
©2008 Improving Enterprises, Inc.
Dependencies
©2008 Improving Enterprises, Inc.
Where do dependencies come from?
End user driven
Requirements decomposition
driven
Component driven
Technology driven
©2008 Improving Enterprises, Inc.
Dependency | Key issues
Conflicting priorities Team A dependent on Team B
Team A makes a change causing work for Team B (Architectural refactoring)
Dynamic scope Changing priorities each sprint
Cycle time
Higher cost
Communication and process overhead
Perception
Integration
Tough to predict / anticipate
Courtesy: gfi.com
©2008 Improving Enterprises, Inc.
Option 1 | Feature Teams
Feature teams
Allow teams to deliver end to end feature
Searc
h
Bro
wse
Checkout
Pay
Team A
Vision
Autonomy
©2008 Improving Enterprises, Inc.
Options 2 – Open Source Model
Internal open source model
Team 1 Team 2
Reduced wait time
Collective ownership
Build knowledge
Understand challenges
Evolve Design guidelines
Code standards
People
Build trust
©2008 Improving Enterprises, Inc.
Option 3 – Dependency planning
Identify and plan for dependencies
User story mapping
Release planning Usage
Criticality
Re
lea
se
1.0
R
ele
as
e 1
.1
©2008 Improving Enterprises, Inc.
Option 3 – Dependency planning 2
Involve all POs
Cross team collaboration
Scrum of Scrums
Mock
Definition of Done
Inspect and adapt
©2008 Improving Enterprises, Inc.
Communities
©2008 Improving Enterprises, Inc.
Finally
Having right structure and tools is important
But…
How you practice Agile values is critical
©2008 Improving Enterprises, Inc.
©2008 Improving Enterprises, Inc.
Improving builds custom software for other companies and
provides advanced technology training
Dallas, TX | Houston, TX | Columbus, OH | Minneapolis, MN | Calgary, AB
www.improving.com
Featured Agile Training
*Professional Scrum Master Certification
*Professional Scrum Developer Certification (.NET & Java)
*Agile Scrum Immersion
About Improving
top related