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Scrum Of Scrum Overseas
 

Scrum Of Scrum Overseas

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Talk by Stanislav Vasilyev on "Scrum of Scrum Overseas" done on Agile Eastern European (www.agileee.org) conference.

Talk by Stanislav Vasilyev on "Scrum of Scrum Overseas" done on Agile Eastern European (www.agileee.org) conference.

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    Scrum Of Scrum Overseas Scrum Of Scrum Overseas Presentation Transcript

    • SCRUM OR SCRUM OVERSEAS. MAKING IT ALL WORK WITH NOT COLLOCATED TEAM Stanislav Vasilyev Aqris Software
    • ABOUT ME…
      • 9 years in commercial software development
      • Developed software products for over than 10 different companies
      • ScrumMaster and coach at Aqris Software
      • Lean and Agile to the bones
      • Email me: stanislav.vasilyev@aqris.com
    • AGENDA
      • History of a team
      • Difficulties at the beginning
      • Baby steps
      • Lessons learned
      • Things that are complicated to achieve
      • Conclusions
    • STORY OF A TEAM
      • Launched in the mid 2006
      • Team divided between Tallinn and Helsinki
      • Initially planned as a pilot project for 6 months, having a goal of improving the current system
      • Started as a 4 people project with half of a team knowing nothing about the domain and Scrum
    • THREE YEARS LATER, TODAY…
      • Team size of 8 (divided on two locations)
        • … plus operations team of 7 in the third location
      • Stable and predictable velocity
      • Performance comparable with the collocated teams
      • Motivated and dedicated people working together from two companies delivering one product
    • HOT START
      • Begun with a 2 people in Tallinn starting on a project
      • Experienced team leader from the customer side moved in with the new team to establish knowledge transfer
      • Immediately focused on making the Scrum team work – team in Tallinn had no experience
      • Shared single backlog between all members
    • FIRST CRISIS
      • In three months the newly created team was left alone
      • Resulted in velocity drop, team fell back to the storming phase
      • Team has to rebuild relationships on distance
      • Situation similar to starting project over again
    • NEW ORDER – IMPROVISE!
      • Team had one ScrumMaster
        • … but there was one more ScrumMaster to take care of the second half of a team
      • Traditions for the whole team to bind people together over distance
      • Missed point: we stopped seeing each other for a long time
    • NEXT CRISIS
      • Knowledge started to accumulate in areas of responsibilities:
        • Production system in Helsinki
        • Development in Tallinn
      • People started to lose the feeling of owning product
    • SOLUTION – SHUFFLE THE TEAM AGAIN
      • Back to forming and storming!
      • Add more people to Helsinki, distribute development tasks evenly
      • Production problems cannot be solved by half of the team
      • No areas of expertise! Fully cross functional!
    • MORE THINGS THAT ARE NOT EASY
      • How to keep daily stand-up meeting within 15 minutes?
        • … and still get the feeling that you are one team?
        • Have you tried daily stand-up in the chat room?
      • Different cultures, working styles and working time
      • Personal relationships
    • WHAT WE KNOW SO FAR
      • Distributed team is inert
        • That can be used to its benefit
      • Keeping all people in the same information field makes people care
      • Meet when you can, use video conferencing always
      • Use the phone, do not send email
    • GROUND RULES FOR THE TEAM
      • Meet for retrospective and planning
      • Establish personal contact
      • Create new traditions that are valid for the team
      • Team culture
      • “ Never drop the ball”
    • .. AND EVEN MORE RULES
      • Act as a single team, despite several locations
      • Share the same backlog
      • Share the same scrum board
      • Focus on the job that should be done, not on the contract
    • VELOCITY
      • We have always experimented with definition of a story point
      • Roughly, distributed team performs the same way as if it would have been collocated
        • Proved by comparing to results achieved when the team was collocated
        • Also, several sprints were made by the team at the same location
      • Distributed – does not mean slower!
    • OUR IMPEDIMENTS
      • Short sprints are not feasible
        • Travelling takes time from the sprint
      • Getting even more agile
        • Visualizing the value stream is technically complicated
        • Limiting Work In Progress works better with collocated team
    • IMPROVISE!
      • Perfect is an enemy of good enough!
      • After all, distributed team implies that people cannot be on the same location
      • Experiment with what can you achieve
      • If you will make people care the rest will follow
      • Try again
    • CONSTANTLY IMPROVE
      • Scrum teams can implement Lean principles in a greater extend
      • Over time user stories become approximately the same complexity, that eliminates estimations
      • Pull technique - planning on site with ProductOwner eliminates prioritization
      • That gives you possibility to focus on what is valuable right now
    • CONCLUSIONS
      • It is still all about people
      • Prefer personal contact, use video where possible
        • Visual information carries 80% of information
      • Trust people and create self-improvement culture
      • Improvise! Try again!
    • QUESTIONS?
      • Thank You!
      • [email_address]