1. Das agile Manifest
Leading Distributed Scrum Teams
or How to Inspect & Adapt by using Cultural Models
Stephanie Gasche -
2. Das agile Manifest
— Lived, studied and worked in Austria, France, Germany, UK and USA
— English & History (BA), International Business Management (MA)
— Management Consultant at bor!sgloger consulting GmbH
— Assists Scrum Teams and Management in Agile Transitions
— Blogs at http://borisgloger.com/blog
3. Das agile ManifestOne Scrum Team spread across the globe ...
... how can I make that work?!
4. Das agile Manifest
“Culture is a dead resource until its value and
utility are recognized as knowledge.“
- John Holden
5. Das agile Manifest
Once upon a time,
there was my Scrum-Team...
5 diﬀerent cultures
— 4 developers in Vietnam
— 3 developers in India
— 3 developers in Germany
— 1 English Product Owner (located in Germany)
— 1 Austrian ScrumMaster (located in Germany)
8. Das agile Manifest
Edward T. Hall
— verbal communication
— logic- and fact-driven
— direct speech and precise language
— non-verbal communication
— context more important than content
— relationship-oriented, collectivistic
— group harmony and consensus
9. Das agile Manifest
How can these Cultural Models help
and what can they teach me?!
10. Das agile Manifest
What to watch out for...
— Make sure everyone is aware of the diﬀerences
— Team staﬃng (persons, roles & hierarchies)
— Technical equipment
— Bridge the distance
— Corporate culture vs. national culture vs. Team culture
— WHY WHY WHY WHY WHY
Cultural Models meet Scrum
11. Das agile Manifest
— Principle of Inspect & Adapt
— Sprint Retrospective every 2 weeks
— Role of Scrum Master
— Daily “face-to-face“ communication
— Shared identity - one code, one product, one team
— Agile Values as the common denominator
Does Scrum generally help with
internationally distributed Teams?
12. Das agile Manifest
Tips & Tricks
— Preparation time
— Value everyday chit chat
— Move the webcam for interactive communication
— Don‘t digitalise what needn‘t be digitalised
— ScrumMaster as meeting facilitator
— Time-box (sore necks & backs)
— Checklist - did everyone (every location) participate?
— Losing face: ScrumMaster asks the silly questions
— Use the sub-team whenever possible
— Proxy roles in every location
— Go drinking together
17. Key Ideas
— The role of the ScrumMaster becomes non-disputable.
— Cultural Models can give a better understanding. Be sensible
in how to apply them. Continue treating people as individuals.
— If possible, co-locate. If not possible, use this impediment as
an opportunity for turning creative.
18. Thank you for your attention!