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High performing-distributed-teams

High Performing Distributed Teams - Alamo Agilistas February 2015

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High performing-distributed-teams

  1. 1. High Performing Distributed Teams Debunking the Agile myth that it can’t work
  2. 2. @mspitzer Mark Spitzer  Agile Coach mspitzer@agilevelocity.com
  3. 3. Mark Spitzer Agile Velocity Role 6 yrs Name Company Agile Coach mspitzer@agilevelocity.com Email Address
  4. 4. 1 Scrum Team Many Scrum Teams Agile Team Structure
  5. 5. Time for a Quick Story
  6. 6. Once upon a time, there was a team of individuals who interacted daily. They found the most efficient and effective method of conveying information is face- to-face conversation.
  7. 7. They lived together in one place and they called it… Pangea
  8. 8. Everyone was happy. Transparency Collaboration Trust
  9. 9. Then one day they noticed everything had changed…
  10. 10. Everyone was Agile clearly won’t work here
  11. 11. of Agile
  12. 12. Why do companies have distributed teams? Shout Out Your Answer!
  13. 13. Let’s Look at Some Sample Teams
  14. 14. -2.5 hours -11.5 hours-13.5 hours Sample #1 Remote Team Member Dependencies Across Teams
  15. 15. Takeaways • Create a virtual team room to foster communication throughout the day • Investment in travel opens communication channels • Host Scrum of Scrums using video to address inter-team dependencies and alignment • Keeping teams co-located within an office helps team cohesion
  16. 16. -1.5 hours Sample #2 Remote Product Owner Remote Team Member Remote Manager
  17. 17. Distributed Retrospectives
  18. 18. Takeaways • Invest in network infrastructure to support richer communications • Online collaborative tools make retrospectives and planning more effective and fun • When most of the team is remote, make periodic trips to see them
  19. 19. -6 hours Sample #3 Remote Scrum Master 2 Remote Team Members -7 hours
  20. 20. Takeaways • Continue working with trusted people that want to live elsewhere • Remote pair programming is a great way to allow two people to work together across locations
  21. 21. Sample #4 Split Teams
  22. 22. Takeaways • When verbal communication is too cumbersome, supplement with written communication • Working agreements are crucial when work- life balance is impacted • Identify and train a proxy for the remote office • Arrange for early travel to start knowledge transfer and create ongoing plan
  23. 23. Sample #5 Telecommuting Team
  24. 24. Takeaways • Telecommuting cuts down on travel time and can allow for greater focus • Online presence allows for timely communication and accountability • Creative use of co-working space allows the team to bond regularly
  25. 25. Common Themes
  26. 26. Strength of Relationships • How well do the members of the team know each other? • How well do they get along? • Have they worked together on assignments? Timezone Distance • How many overlapping hours are there during the day? • Do overlapping hours cause one or both parties to sacrifice personal time or present a hardship (too early; too late; weekend overlap) Communication • How much do the individuals on the team rely on each other? • If they are different teams, how often do they integrate? • How often do the people need to interact to be effective? Transparency and Feedback Loops • What kind of information is available online? • Is the work represented there? Do you know what others are working on? • Is code checked in frequently? • Do people ever duplicate each other's work? • Do people know each others' schedules? Dependency • How much do the individuals on the team rely on each other? • If they are different teams, how often do they integrate? • How often do the people need to interact to be effective?
  27. 27. Evaluation Criteria
  28. 28. -2.5 hours -11.5 hours-13.5 hours Sample #1 Remote Team Member Dependencies Across Teams Before
  29. 29. -2.5 hours -11.5 hours-13.5 hours Sample #1 Remote Team Member Dependencies Across Teams After
  30. 30. What’s Possible to Improve?
  31. 31. Measure Success Against Objectives *evaluate periodically Team Owns the Problem Provide The Team What They Need
  32. 32. Can a Distributed Team be Agile?
  33. 33. The Future
  34. 34. According to Forrester 34 million Americans work from home. This number is expected to reach a staggering 63 million or 43% of the US workforce by 2016.
  35. 35. Teleworkers are 50% more productive than their office bound counterparts.
  36. 36. By 2020 more than 40% of the American workforce or 60 million people will be freelancers, contractors and temp workers (Intuit).
  37. 37. ? ? ? ? ? ? ? ? ??
  38. 38. @mspitzer Mark Spitzer  Agile Coach mspitzer@agilevelocity.com

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