the impact of culture on distributed agile : presented by marudhamaran gunasekaran
TRANSCRIPT
Marudhamaran Gunasekaran Agile Coach / Security specialist
The Impact of Culture on Distributed Agileand what can we do?
WHY: SOFTWARE IS EATING THE WORLD
{forced} transforming into software
companies
WHY: SOFTWARE IS EATING THE WORLD
qualified software professionals
where are they?
CULTURE
… is the way we do things around here?
… is what we do when no one is looking?
PRECONCEPTIONS ABOUT INDIA
PRECONCEPTIONS ABOUT INDIA
ALL OF THESE PRECONCEPTIONS CAN BE TRUE !
Quality software delivery
Communication challenges
Saying Yes delivering No
Hierarchical; follow orderstaking initiatives
Loyalty
Indian software companies are Agile
COUNTRY CULTURE VS COMPANY CULTURE
Country culturepreconceptions
Company culture
Country culturepreconceptions
Company culture
THE WAY OF WORK AT PROWARENESS
People Practices Communication
Culture
PEOPLE: HIRE ONLY THE BEST
More than extra hands, extra colleagues that make you more Agile!
Some clients say....
Q: We hired a Product Owner/Architect/Scrum Master who did very well during an interview discussion, but
on the job he was very poor?
A: Design your interview procedure to simulate real world work, and involve stakeholders*
*stakeholders = people impacted by the the work of the interview candidate (eg: team mates)
PEOPLE: SAMPLE RECRUITMENT PROCESS – #1
HIRING
Recruiter’s telephone evaluation
Recruiter’s interview to affirm attitude, and initial culture fitment
Technical evaluation 1
Technical evaluation 2
Let them codeLet them present
their codeCulture fitment
round
Managing Director discussion
PEOPLE: RECRUITMENT PROCESS – #2 TRAINING
Some companies do excellent training for new joiners....
But how to validate learning?
Put them on the job
Support with regular mentoring and coaching
PEOPLE: RECRUITMENT PROCESS – # 3 VALIDATED
LEARNING
PEOPLE: ONBOARDING - PASSION
What do youdo when you aren’t at work?
PEOPLE: ONBOARDING - TEAM WORK
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Do all of these sound hard?
Do all of these sound hard to do?
Scrum puts stress in developing & managing products
PEOPLE: ONBOARDING - THE BEST TEAM
Final choice about the best team composition after the 30 day
induction program
Pay to quit program
PEOPLE: PERFORMANCE APPRAISALS
Guess what Developers priorities are?
http://stackoverflow.com/research/developer-survey-2016#work-job-priorities
PEOPLE: PERFORMANCE APPRAISALS
How do we make developers think about business value delivery rather than salary?
PEOPLE: TRANSPARENT SALARY & GROWTH
PEOPLE: iGROW – MAN WITH A PLAN – MONTHLY
FEEDBACK CYCLES
PEOPLE: COMMUNITY CONTRIBUTIONS
PEOPLE: CELEBRATE OFTEN AS A HUGE BUNCH
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PRACTICES: SCRUM, EXTREME PROGAMMING
Daily
Scrum
2 week
Sprints
PRACTICES: WAY OF WORK – DEDICATED AGILE
COACH FOR TEAMS
Determine the current
state of WoW
Determine what could
be improved next Sprint
WoW Coaches
coaching the team
Define improvement
actions for next Sprint
Team works on the
improvement
Create Continuous Improvement Environment for teams
PRACTICES: CONTINUOUS COACHING
Give Intentions and principles
Being dogmatic?
PRACTICES: TECHNICAL DEBT RADAR & CONTINUOUS
DELIVERY
TECHNICAL DEBT RADAR TO KEEP QUALITY NEGOTIATIONS TANGIBLE
CONTINUOUS DELIVERY SO THAT RELEASE IS NOT A TECHNICAL DECISION
PRACTICES: BIG SPRINT DAY AND MORE CULTURE
TIME TO LEARN FROM EVERYONE
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PRACTICES: SCALING – PROGRAM TEAMS
COMMUNICATION: KICK-ON TO BRIDGE CULTURAL
DIFFERENCS AND UNDERSTANDING NUANCES
COMMUNICATION: ENVIRONMENT OF TRUST
COMMUNICATION: TRAVEL OFTEN
COMMUNICATION: BONDING
ALL OF THESE REQUIRE SIGNIFICANT INVESTMENT!
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
The best architectures, requirements, and designs emerge from self-organizing teams.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
SIGNIFICANT INVESTMENT!
Buy big TVs (touchscreen preferably)
Buy webcams for developer machines, IP cameras, and those giant Polycom devices
Build coaches dedicated for teams
Let teams solve organizational and distributed challenges
Promote Self Organization and allow mistakes
Buy time for coaching and continuous improvement
Bring distributed teams together often (travel during the beginning & at least during every quarter)
If contracts are signed based on fixed time, fixed scope, and fixed cost then traditional behavior is going to be expected.
AGILE CONTRACTING: SCALING & DOWNSIZING
So, What do you think?
MARUDHAMARAN
GUNASEKARAN
AGILE COACH / SECURITY
SPECIALIST
gmaran23
REFERENCS & FURTHER READING
Culture is the new Governance Rahul Sah Agile Coach Club Feb 20 2016 Prowareness -https://www.youtube.com/watch?v=qbUU3OlCUq8
Continuous Delivery - http://continuousdelivery.nu/
Performance Appraisals in Agile Environment Nagesh Sharma - http://www.slideshare.net/gmaran23/performance-appraisals-in-agile-environment-nagesh-sharma
How to Kick Start a New Scrum Team - Agility and HR at Delft Netherlands 21 January 2016 -http://www.slideshare.net/gmaran23/how-to-kick-start-a-new-scrum-team-agility-and-hr-at-delft-netherlands-21-january-2016
The 2015 State Of Agile Development: Learn From Agile Expert Firms -https://www.forrester.com/report/The+2015+State+Of+Agile+Development+Learn+From+Agile+Expert+Firms/-/E-RES120445
Developer Survey Results 2016 - http://stackoverflow.com/research/developer-survey-2016#work-job-priorities
The rise of the chief culture officer - http://fortune.com/2012/07/30/the-rise-of-the-chief-culture-officer/
Scrum is Hard and Disruptive - http://www.verheulconsultants.nl/ScrumIsHardandDisruptive.pdf
What Can I Learn From You? - http://www.slideshare.net/gmaran23/what-can-i-learn-from-you