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Distributed Agile Patterns

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Presentation delivered in Agile India 2015 conference

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Distributed Agile Patterns

  1. 1. ©2015 GlobalLogic Inc. Distributed Agile Patterns -ShriKant Vashishtha
  2. 2. ©2015 GlobalLogic Inc. About Me! • Agile Coach at Globallogic Noida • 16+ years of IT experience • Trainer on Agile, Agile Testing, Continuous Delivery, Specification by Example or BDD, Continuous Inspection • Singer, counsellor, self-help thinker • Twitter - @vashishthask
  3. 3. ©2015 GlobalLogic Inc. Blogs on agilebuddha.com
  4. 4. ©2015 GlobalLogic Inc. Distributed Agile Failure Points • Not actually doing “Basic” Scrum in the first place. • Inadequate tools and governance mechanisms to make asynchronous communication successful • “We vs they” or “Vendor vs Customer” mindset • Unbalanced distribution of work and ownership
  5. 5. ©2015 GlobalLogic Inc. Distributed Agile Success Factors
  6. 6. ©2015 GlobalLogic Inc. Don’t Distribute in First Place Scrum Team Product Owner GEO1 GEO2 Scrum Master Sprint Backlog Function1 (e.g. Dev) Function2 (e.g. Test) Function Lead
  7. 7. ©2015 GlobalLogic Inc. Trust
  8. 8. ©2015 GlobalLogic Inc. Courage to Change
  9. 9. ©2015 GlobalLogic Inc. Innovation
  10. 10. ©2015 GlobalLogic Inc. Communication
  11. 11. ©2015 GlobalLogic Inc. Patterns Types • Structural • Implementation
  12. 12. ©2015 GlobalLogic Inc. Structural Patterns
  13. 13. ©2015 GlobalLogic Inc. Local Control, Distributed Team Scrum Team Product Owner Function1 (e.g. Dev) Function2 (e.g. Test) GEO1 GEO2 Scrum Master Sprint Backlog
  14. 14. ©2015 GlobalLogic Inc. Local Control, Distributed Team • Most useful when • Total team size is small:for example, a single team 4 to 8 person Scrum team • Team members are peers; little or no mentorship required • Natural overlap of about 4 to 5 “core” working hours per day in all timezones • Continuous Communication channel open between all team members during core hours • Good tool support • Frequent face to face contact between team members to maintain team identity
  15. 15. ©2015 GlobalLogic Inc. Local Control, Distributed Team • Problems to watch out for • Non-peer developers or too large a team • Limited face-to-face communication • “Remote” team members will eventually start to feel detached. • Limited natural overlap in working hours • Team members will get burned out • Lack of good real-time tools and asynchronous communication tools
  16. 16. ©2015 GlobalLogic Inc. Remote Functional Team Scrum Team Product Owner GEO1 GEO2 Scrum Master Sprint Backlog Function1 (e.g. Dev) Function2 (e.g. Test) Function Lead
  17. 17. ©2015 GlobalLogic Inc. Remote Functional Teams • Most useful when • Strong functional expertise and ownership in remote geography • Disciplined Scrum implementation with artifacts available globally in real-time
  18. 18. ©2015 GlobalLogic Inc. Remote Functional Teams • Problems to watch out for • Remote team members cannot attend full kick- offs, retrospectives and team meetings • Remote team will be missing the context and fall behind the on-shore team
  19. 19. ©2015 GlobalLogic Inc. Remote Self-Contained Teams Self- Contained Scrum Team (4 - 8 people) Product Owner GEO1 GEO2 Scrum Master Sprint Backlog Self- Contained Scrum Team (4 - 8 people) Scrum Master Sprint Backlog Proxy Product Owner
  20. 20. ©2015 GlobalLogic Inc. Remote Self Contained Teams • Most useful when • Coupling between product components and interfaces is or can be defined well enough that each can separately evolve. • Domain and product expertise exists or can be developed in the remote site(s) • Frequent face-to-face visits between team members • “High trust” culture exists or can grow • Effective governance model in place so that cross-team, cross-geography decisions can be made with full buy-in
  21. 21. ©2015 GlobalLogic Inc. Remote Functional Teams • Problems to watch out for • Product components too tightly coupled, or no domain expertise remotely • Too much synchronous communication required to support full effectiveness • Lack of face-to-face visits, or “low-trust” culture in place • One team may feel threatened by the other and attempt subtle sabotage • Lack of effective, inclusive governance model • Remote team will become disempowered
  22. 22. ©2015 GlobalLogic Inc. Implementation Patterns
  23. 23. ©2015 GlobalLogic Inc. Implementation Patterns For… • Distributed Teams on two locations • Distributed Teams on Two Locations with opposite time-zones • Fully Distributed Teams • Distributed Teams on Multiple Location
  24. 24. ©2015 GlobalLogic Inc. Distributed Collocated Teams
  25. 25. ©2015 GlobalLogic Inc. Remote Pairing
  26. 26. ©2015 GlobalLogic Inc. Virtual Collocation
  27. 27. ©2015 GlobalLogic Inc. Local Retrospective
  28. 28. ©2015 GlobalLogic Inc. Pseudo Product Owner and Specs By Example
  29. 29. ©2015 GlobalLogic Inc. Acceptance Criteria (Executable Spec) Customer who buys 2 albums gets an album free Number of Albums Gets Free Album 1 No 2 Yes
  30. 30. ©2015 GlobalLogic Inc. Nut-Bolt Pattern
  31. 31. ©2015 GlobalLogic Inc. Backlog Grooming and Definition of READY source: http://www.solutionsiq.com/images/definition-of-ready.gif
  32. 32. ©2015 GlobalLogic Inc. Definition of Ready
  33. 33. ©2015 GlobalLogic Inc. PO Kanban Board
  34. 34. ©2015 GlobalLogic Inc. One Team Multiple ProjectsTime/StoryPoints 0 20 40 60 80 Time Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10Week 11 No work available Work Available
  35. 35. ©2015 GlobalLogic Inc. Distributed Collocated Teams with Opposite Time-zones
  36. 36. ©2015 GlobalLogic Inc. One Team Communication Shared Vision Active Participation Shared Goals Shared Ownership
  37. 37. ©2015 GlobalLogic Inc. Create Overlap
  38. 38. ©2015 GlobalLogic Inc. No Local Meetings in Overlap Hours
  39. 39. ©2015 GlobalLogic Inc. Scrum Meetings Attended by Whole Team source: http://www.infoq.com/resource/articles/dutch-railway-scrum/en/resources/image2.jpg
  40. 40. ©2015 GlobalLogic Inc. Continuous Backlog Grooming

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