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Working with remote teams
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Working with remote teams






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Working with remote teams Working with remote teams Presentation Transcript

  • Brian DsouzaApril 25, 2012 1
  • •My Nepal experience• Team Values
  • About Nepal • Landlocked country •Home to the Himalayas • Very warm and welcoming people • Severely lacking in basic amenities
  • Information Technology in Nepal•IT companies range from 7 employeesto 100 employees•Small but competent IT community•Tremendous interest in Agile amongProfessional and Student community• Agile IT event - over 80 students and100 plus professionals•Agile Leadership Network in Nepal
  • Verisk IT•Largest IT Organization in Nepal• ~350 employees•Serving clients in the US•260 Certified Scrum Masters
  • My experience with Agile Rollout in Nepal•Tremendous enthusiasm for Agile •The latest fad •Younger workforce •Open to change
  • Self Organization•Challenge: •Strong hierarchical mindset •Guru-shiksha – culture of obeying •Sense of helplessness •Ready to take orders•Impact: • Design is an ongoing daily process between onshore-offshore teams within a Sprint • Lots of activity, no progress•Approach: • Make your team responsible for „failure‟ • Help them to challenge everything •Design •Architecture •Process •Even your Agile Coach
  • Communication•Challenge: •Good communication is NOT a value •Best speakers are not the ones that speak at meetings •Self assertion is not a virtue •Language skill improvement is not a career goal•Impact: •Creates a wrong impression of team‟s technical capabilities •Turns people off – communication frequency is reduced •Collaboration suffers – lets just design and give tasks to offshore •Lots of activity, no progress•Approach: •Use the best communicators on meetings •No local languages to be used except „English‟ within the organization •Make Good Communication a career goal •Encourage “pecha kucha” sessions to gain experience
  • Escalation•Challenge: •Escalation is looked upon as being non-cooperative and difficult •Fire-fighting is a virtue – I save the day, team and organization •„Work-around‟ over a solution •Wrong sense of team •protect a member/team that is failing •Calling out a superior is sacrilegious•Impact: •Inefficiencies abound •Failures are repeated •Team velocity significantly impacted•Approach: •Make the team responsible for failure, irrespective of where the issue is
  • Development Process•Challenge: •Mostly home-grown •Agile „misconceptions‟ are easily adopted •No documentation •No analysis-design-build/test approach•Impact: •Further erosion of development process quality as a result of „adopting‟ agile•Approach: •Introduce Development processes along with Project Management Processes •TDD needs Automation •Environment to support Agile development techniques must be available
  • Communication Infrastructure•Challenge: •Communication infrastructure quality is not a priority •Poor communication infrastructure exacerbates language skills and accents•Impact: •Loss of productive time especially on large meetings •Creates an incorrect perception of a low quality team •Reduces open and extensive collaboration •Creates a wall – throw work over rather than collaborate•Approach: •Make good communication infrastructure a critical organizational goal • Infrastructure teams need to be held accountable •Institute metrics to measure the quality of communication
  • Values over Process Inculcating Values is a key stepto creating an environment that becomes Self-improving
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  • Courage 18
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  • Discussion
  • Key Considerations for remote Agile teamsFeedback:Feel much more connected to the business in the USNow see meaning in what we doEnjoy coming to work as I see myself moving forward-Communications (Tools and Technologies)-Adapting the right approach (Language and Culture)-Aligning on-shore and off-shore teams on Agile Principals-Communicating by value rather than effort