Growing and Sustaining An Off-Shore Scrum Engagement<br />Edward Uy & Nikos Ioannou<br />Kelley Blue Book<br />
Migrating From SharePoint to a Better Scrum Tool<br />Edward Uy & René Rosendahl<br />Kelley Blue Book<br />
Agenda<br />KBB Background<br />Five Dysfunctions of a Team<br />Starting Small<br />Growing the Teams<br />Hyderabad, Ind...
Background<br />KBB has been working with Scrum since 2005<br />Began expansion to all development teams in 2007<br />Mode...
The Five Dysfunctions of a Team<br />Inattention<br />to Results<br />Avoidance of<br />Accountability<br />Lack of Commit...
The Five Dysfunctions of a Team<br />Inattention<br />to Results<br />Avoidance of<br />Accountability<br />Lack of Commit...
Team Building<br /><ul><li>Personal Sharing Exercise
Each person on the team “answers” 3 questions for the team
Where did you grow up?
How many siblings?
Describe a challenge you had to overcome in your youth
“Mini-360s”
Team members rotate and discuss one thing that he/she does really well; and one thing they would like a person to improve ...
Starting Small<br />
Starting Small<br /><ul><li>Both teams were assigned low effort, low complexity, low risk enhancements
China team: small internal web based tools for supporting KBB.com
India team: relatively small enhancements for an Auto Dealer Web application</li></ul>Product and technical resources were...
Software deliverables met business expectations and timeliness
However, not some technology requirements</li></li></ul><li>Hyderabad Team - Growing<br /><ul><li>The Epic: Retiring a leg...
Setting-up a combined on-shore/off-shore team
The process – adjusting over time
Weekly combined code review sessions
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Euy 073108 agile 2008 offshore presentation

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Agile 2008 Conference, Growing and Sustaining an Offshore Scrum Engagement, Edward Uy & Nikos Ioannou

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  • First learning’s.Not following system architectureNot reusing existing components Not following coding standards
  • First learning’s.Not following system architectureNot reusing existing components Not following coding standards
  • China Team projects – small enhancement to internal for content management on KBB.com – editorial tool, meta tag management tools, etc. so updates can be deployed quickly to the Web site by internal departmental usersThe Learnings.Not following system architectureNot reusing existing componentsNot following coding standards (naming conventions, code commenting, etc.)Things worked but didn’t look pretty under the covers.
  • For the India team, as a next step we paired them up with an equal sized onshore team to work on retiring a KBB CD dealer product by enhancing an existing web application. Significant work, since the web app was supporting over 20k users.The processes that we followed evolved over time. Initially we setup weekly code reviews to address the technology finding from the previous work. However, assigning interdependent stories to the two teams turned out to be key to the quality of the code.Both teams used a common development environment, and Some basic processSolid results meeting both business and technical expectations!A 7 month with 5 onshore resources project was completed in 3 months by the combined team.
  • Fibonacci scalePlanning poker.Its hard to get convinced that the right points are allocated to stories when all cards are upside down.
  • Without trust you can’t engage to healthy conflict. After going through the 5 D’s training the board got full.Only took about 10 minutes to get all of the retrospective items on the board, there was no hesitation by the team members to share their thoughts in the retrospective.
  • Trad.Simp.PinyinEnglish挑戰 挑战 tiǎozhàn challenge
  • Trad.Simp.PinyinEnglish調節 调节 tiáojié adjust; regulate
  • Euy 073108 agile 2008 offshore presentation

    1. 1. Growing and Sustaining An Off-Shore Scrum Engagement<br />Edward Uy & Nikos Ioannou<br />Kelley Blue Book<br />
    2. 2. Migrating From SharePoint to a Better Scrum Tool<br />Edward Uy & René Rosendahl<br />Kelley Blue Book<br />
    3. 3. Agenda<br />KBB Background<br />Five Dysfunctions of a Team<br />Starting Small<br />Growing the Teams<br />Hyderabad, India<br />Beijing, China<br />Learnings<br />Q & A<br />3<br />
    4. 4. Background<br />KBB has been working with Scrum since 2005<br />Began expansion to all development teams in 2007<br />Moderate Scrum experience level<br />Currently 18 teams/200 users<br />5 Dysfunctions of Team introduced in 2006<br />Primary development efforts<br />KBB.com<br />Dealer Products<br />Some internal tools and systems<br />
    5. 5. The Five Dysfunctions of a Team<br />Inattention<br />to Results<br />Avoidance of<br />Accountability<br />Lack of Commitment<br />Fear of Conflict<br />Absence of Trust<br />The Five Dysfunctions of a Team<br />By Patrick Lencioni<br />
    6. 6. The Five Dysfunctions of a Team<br />Inattention<br />to Results<br />Avoidance of<br />Accountability<br />Lack of Commitment<br />Fear of Conflict<br />Absence of Trust<br />Avoidance of Accountability<br />The need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviors and performance.<br />Absence of Trust<br />The fear of being vulnerable with team members prevents the building of trust within the team.<br />Inattention to Results<br />The pursuit of individual goals and personal status erodes the focus on collective success.<br />Lack of Commitment<br />The lack of clarity or buy-in prevents team members from making decisions they will stick to.<br />Fear of Conflict<br />The desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict.<br />
    7. 7. Team Building<br /><ul><li>Personal Sharing Exercise
    8. 8. Each person on the team “answers” 3 questions for the team
    9. 9. Where did you grow up?
    10. 10. How many siblings?
    11. 11. Describe a challenge you had to overcome in your youth
    12. 12. “Mini-360s”
    13. 13. Team members rotate and discuss one thing that he/she does really well; and one thing they would like a person to improve on</li></li></ul><li>Team Building Doesn’t Always Translate<br />
    14. 14. Starting Small<br />
    15. 15. Starting Small<br /><ul><li>Both teams were assigned low effort, low complexity, low risk enhancements
    16. 16. China team: small internal web based tools for supporting KBB.com
    17. 17. India team: relatively small enhancements for an Auto Dealer Web application</li></ul>Product and technical resources were assigned to support the teams by answering questions and removing roadblocks<br /><ul><li>The Learnings
    18. 18. Software deliverables met business expectations and timeliness
    19. 19. However, not some technology requirements</li></li></ul><li>Hyderabad Team - Growing<br /><ul><li>The Epic: Retiring a legacy dealer software by enhancing an existing web application
    20. 20. Setting-up a combined on-shore/off-shore team
    21. 21. The process – adjusting over time
    22. 22. Weekly combined code review sessions
    23. 23. Interdependent stories from the epic backlog
    24. 24. Common development environment
    25. 25. Automated build/deploy processes and testing
    26. 26. Daily combined scrum calls followed by a technical call
    27. 27. SharePoint discussion board
    28. 28. Solid results meeting both business and technical expectations!</li></li></ul><li>Hyderabad Team – The Challenge<br /><ul><li>Changes on the nature of work
    29. 29. Need for fast turnaround on smaller enhancements
    30. 30. Need for frequent releases to production
    31. 31. No more large epic work in the product backlog
    32. 32. On-shore team was stretched to meet aggressive timelines
    33. 33. Resulted in poorly written stories
    34. 34. And there was minimal technical support time available to support the offshore team
    35. 35. The Impact to the off-shore teams performance
    36. 36. Results did not meeting product owner expectations
    37. 37. Low quality work without the onshore support
    38. 38. Poor sprint planning, daily scrum and retrospective meetings</li></li></ul><li>Hyderabad Team – Adjusting<br /><ul><li>It is all about building cohesive teams
    39. 39. On-shore Team travelled to India to re-introduce Scrum and the Five Dysfunctions of a Team model
    40. 40. Immediate Improvements - signs of effective sprint planning, review, and retrospective</li></li></ul><li>HyderabadTeam – Adjusting<br /><ul><li> Realistic story sizing = realistic expectations</li></li></ul><li>HyderabadTeam – Adjusting<br /><ul><li>Let’s try that again… </li></li></ul><li>HyderabadTeam – Adjusting<br /><ul><li> A good retrospective is the essence of scrum
    41. 41. The Five Dysfunctions of a Team model is the foundation for productive and effective meetings</li></li></ul><li>Beijing Team – The Challenge (挑战)<br />Challenges with finding and retaining technical management/ leadership needed for:<br />More complex design work<br />Complex integration and impact assessment<br />Resulted in requiring more technical on-shore support time<br />Hierarchical culture<br />Everyone tests…yes, really!<br />Scrum is for the entire team…not just the “leads”<br />
    42. 42. Beijing Team – Adjusting (调节)<br />Changed the focus of work to site optimization, UI compliance, testing automation<br />More frequent exchanges and longer stays<br />Technical standards<br />Scrum Training<br />5 Dysfunctions reinforcement<br />Stories are more well-written and clear<br />Vendor is providing English language training after hours to continually improve skills<br />
    43. 43. Beijing Team - Adjusting<br />Resulted in:<br />Getting issues out faster during calls or SharePoint discussion boards<br />All team members now feeling like they can provide input at Planning Meetings, Daily Scrums, Reviews and Retrospectives<br />Better team deliverables and velocity<br />Beijing team members want to work on KBB teams<br />
    44. 44. Additional Team Building Discoveries<br />Vendors wanted to please the client<br />Off-shore teams didn’t reveal issues quickly enough and resulted in poor daily Scrum and retrospective meetings<br />None of the off-shore team members had ever had direct contact with the client before; this structure was new to them, and therefore the leads ending up being the spokes person for the team<br />Continual reinforcement of Scrum principles and 5Ds is necessary for everyone - on-shore and off-shore teams<br />We had to make sure company values and attitude toward Scrum and 5Ds were embraced<br />Support of off-shore takes time and it is important to make sure the time is allocated!<br />
    45. 45. Final Thoughts<br />We’re a small technology shop<br />We are focused on making every interaction as effective as possible.<br />Off-shore teams need to understand KBB culture and what is important to us<br />Its more than Client – Vendor relationship. It is an extension of an on-shore team.<br />We make adjustments all the time and will continue to do so.<br />
    46. 46. Thanks!<br />Edward Uy<br />euy@kbb.com<br />Nikos Ioannou<br />niouannou@kbb.com<br />

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