The document discusses the challenges of distributed agile teams where team members are located in different locations. The three main challenges are: 1) Dysfunctional team structures where different roles like developers, testers, analysts are separated rather than being cross-functional. 2) Communication and interaction barriers between locations that make it difficult to build social and interactive teams. 3) A fragmented and short-term approach instead of creating linkages and focusing on organizational learning and value. The document argues that distributed agile is not an oxymoron if these challenges are addressed by blurring boundaries, reducing hierarchy, and focusing on constant change and learning.

1. Distributed Agile Teams –
Is it an oxymoron?

2. About Me
Name Preethi Madhu
Lead Consulting Service -
Role
ThoughtWorks India
Email pmadhu@thoughtworks.com
Phone +91-98802 13582

3. Agile Principles
Business people and developers
must work together daily
throughout the project
The most efficient & effective
way of communicating to and
within a development team is
face-2-face
** http://agilemanifesto.org/principles.html

4. Distributed Agile – Is an Oxymoron?
Agile = Co-located
So Is Distributed Agile Teams an Oxymoron?
Distributed = Different Locations
NO!!!

5. Distributed Agile Teams –
What are the challenges?

6. Top Three Challenges
Learning
Organization

7. Structure
Team
Structure is
dysfunctional 1
Cross
Functional
Teams

8. Examples…
Dysfunctional Setup….
Functioning
Close Next!!
Developers
Developers
Testers
Developers Testers
Testers
Most Effective
Testers Testers
Developers
Customers
Developers
Testers
Analysts
Testers
Developers Developers
Customers Customers
Developers Testers Customers Analysts
Developers Testers Customers Analysts
DevelopersAnalysts Analysts Customers Analysts
Developers Developers
Customers Testers Analysts Analysts Customers
Customers
Customers Analysts
Analysts
Customers
Location 1 Location 2 Location 3

9. Social Enterprise Architecture
Communication
& Interaction
barriers
2
Build Social &
Interactive
competent teams

10. Learning Organization
Fragmented &
short term
approach
3
Create linkages
and focus on value

11. What should it look like?
Build Social &
Define value Interactive
from the competent teams
business
Blur the
boundaries –
focus on
Reduced Organization
Constant change Learning
Hierarchy

12. Watch out for -
Collaboration &
Individuals are now
relationship building
bound by collective
takes time &
success New age organizations effort!
need different
Leadership styles
Connected It would be slower
workspaces come at than co-located
a cost teams

13. Q&A
Thank You