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Overcoming MORE Impediments to Agile Transformation:


               Scaling Agile
             Distributed Teams
              Hybrid Projects
                  Michael de la Maza, PhD
                      August 30, 2012
Who is cPrime?
Engaged for Your Project Management Success
After the webinar…

• We will send information to collect the PDU you will earn
  from this webinar

• We will also send a link to the recorded webinar once it
  is posted online
About Me
• PhD in Computer Science from MIT
• Former VP of Corporate Strategy at Softricity
• During the past year, I have been an agile coach at
  PayPal, Symantec, and Blue Cross
• Previously, I have done agile training and coaching at
  Carbonite, EMC, Intuit, Verizon Wireless, etc.
• Startup mentor at Blackbox.vc
• Co-author of Professional Scrum with Team
  Foundation Server


         Copyright© Agile Transformation Inc
How We Chose The Topics
Poll

• What topics are you most interested in?
1. Scaling agile
2. Hybrid projects
3. Distributed teams
Poll

• How large is the organization that might do agile?

1.   Under 10 people
2.   Between 10 and 50 people
3.   Between 50 and 150 people
4.   Between 150 and 500 people
5.   Over 500 people
Scaling Agile
Assumptions

• Agile has worked on one to three teams!

• These teams are, by definition, early adopters.
Poll

• At what stage is your agile adoption?
1. Innovators
2. Early adopters
3. Early majority
4. Late majority
5. Laggards
Uh oh!

• Early adopters have, by definition, succeeded. If they
  hadn’t, you wouldn’t be scaling agile!

• But 84% of organizations which do agile have had at least
  one project fail! (source: Sahota, Agile 2012).

• 75% of organizations do not get expected benefits from
  scaling agile (source: Schwaber).

• Scaling agile means that the people who do not want to do
  agile will have to make a choice.

You will almost certainly run into serious problems when scaling
Environment Checklist

• Availability of personnel with right skills?
   Do you have Scrum coaches, Product Owners, Scrum Masters,
   development teams, etc.?
• Management support?
   Has management taken an agile course? Has management ever
   done agile? Do all executives agree on what “agile” means?
• Perceived time to transition?
  Do folks think that a full transition to agile will take less than a year?
• Budget constraints?
  Do you have a budget of $100K+ per team?
• General resistance to change?
   When was the last time a change initiative worked?
Culture Check

• What do you need to do in this company to succeed?
   –   Collaboration: Working together
   –   Control: Getting and keeping control
   –   Competence: Being the best
   –   Cultivation: Learning and growing


• An agile organization will focus on collaboration and
  cultivation. Control is almost completely absent.

Source: Schneider Culture Model
Poll

• What do you need to do in your organization to be
  successful? (choose one)

1.   Collaboration: Working together
2.   Control: Getting and keeping control
3.   Competence: Being the best
4.   Cultivation: Learning and growing
What Flavor of Agile?

• Kanban: Control organizations.

• Extreme Programming: Competence organizations.

• Scrum: Collaboration and Cultivation organizations.

(Source: Sahota, An Agile Adoption and Transformation Survival Guide)
Setup Your Org Structure

• Where do Product Owners and Scrum Masters come
  from? (for those who are scaling Scrum)
     Common pattern is for POs to come from Product Management
     and for Scrum Masters to come from Project Management.


• Do you have an Enterprise Agile Team?
     Example at 1000 person company: COO (Product Owner), SVP
     of Operations (Scrum Master), VP of IT, VP of Administration, Dir
     of Software Development


• Is your HR organization on board?
      New job requirements, career paths, training curricula, job titles, etc.
The Ability To Navigate Through Conflict

• The Dip




• Is conflict suppressed in your organization? Is power
  used to resolve conflict?
Overcoming More Impediments to Agile Transformation - Distributed Teams, Scaling Agile and Hybrid Projects
Distributed Teams
Standard Advice

• Don’t do it!
• Violates agile principle: “The most efficient and effective
  method of conveying information to and within a
  development team is face-to-face conversation.”
• Off shoring is cost effective only when offshore
  personnel cost 10% of local personnel (source:
  Sutherland).
• Create a communication plan (include escalation path).
• Make sure to create a project charter and product vision.
• Consider bringing people together for six weeks at the
  start of the project.
Poll

• What, in your experience, is the overhead cost of
  distributed teams?

1. Under 20%
2. About 50%
3. Over 100%
The Simple Case

Product Owners and Dev Teams are split

       PO             Dev       PO        Dev
                     Team                Team
        California              Kazakhstan

• Split into two teams, each with a Product Owner and
  Scrum Master
• Create Scrum of Scrums which meets once or twice per
  week
• Maintain shared understanding by being able to work on
  any product backlog item
The Hard Case: Two Types

PO or Dev exists in only one location

• Physically distributed but similar time zones
   Example: Boston and Buenos Aires are one hour apart.




• Physically distributed and different time zones
   Example: California and Kazakhstan are 13 hours apart
Similar Time Zones

• Make extensive use of videoconferencing
   Idea: Setup a laptop with Skype and keep it on all day. Cost < $500

• Consider telepresence technologies
   Product: Oculus (xaxxon.com). Cost < $300.

• Use games for planning and retrospective
   Product: Innovation Games (innovationgames.com)


• Keep meetings to no more than one hour

• Pair
Radically Different Time Zones

• Work together for the first six weeks of the project. Work
  together one sprint every quarter.
• Establish clear daily routine.
   Example: Dev team in California checks in code at end of day. QA
     team in Kazakhstan tests code. Dev team fixes bugs in the
     morning.
• Make extensive use of agile project management tools
   Product: Assembla (assembla.com). Price: ~$50/month.
• Conduct review together if at all possible
   Example: 8pm in California, 9am in Kazakhstan
Overcoming More Impediments to Agile Transformation - Distributed Teams, Scaling Agile and Hybrid Projects
Hybrid Projects
Two Key Sources of Friction

• Culture




• Cadence
Two Types of Hybrid Projects

• On a multi-team project some teams are agile and some
  are not



• Upstream and downstream activities are not agile
The Hybrid PMO


                                   Program
                                   Manager

                                  Project Manager   Project Manager   Project Manager
Scrum Master   Scrum Master
                                  (Software team)     (Upstream)       (Downstream)




                              Program Manager must
                              be equally adept at agile
                               and non-agile projects
Poll

• Does your organization have a hybrid PMO?

1.   No, but we wish we had one.
2.   Yes, but it does not work very well
3.   Yes and it works well
4.   No. We have something better!
Overcoming More Impediments to Agile Transformation - Distributed Teams, Scaling Agile and Hybrid Projects

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Overcoming More Impediments to Agile Transformation - Distributed Teams, Scaling Agile and Hybrid Projects

  • 1. Overcoming MORE Impediments to Agile Transformation: Scaling Agile Distributed Teams Hybrid Projects Michael de la Maza, PhD August 30, 2012
  • 2. Who is cPrime? Engaged for Your Project Management Success
  • 3. After the webinar… • We will send information to collect the PDU you will earn from this webinar • We will also send a link to the recorded webinar once it is posted online
  • 4. About Me • PhD in Computer Science from MIT • Former VP of Corporate Strategy at Softricity • During the past year, I have been an agile coach at PayPal, Symantec, and Blue Cross • Previously, I have done agile training and coaching at Carbonite, EMC, Intuit, Verizon Wireless, etc. • Startup mentor at Blackbox.vc • Co-author of Professional Scrum with Team Foundation Server Copyright© Agile Transformation Inc
  • 5. How We Chose The Topics
  • 6. Poll • What topics are you most interested in? 1. Scaling agile 2. Hybrid projects 3. Distributed teams
  • 7. Poll • How large is the organization that might do agile? 1. Under 10 people 2. Between 10 and 50 people 3. Between 50 and 150 people 4. Between 150 and 500 people 5. Over 500 people
  • 9. Assumptions • Agile has worked on one to three teams! • These teams are, by definition, early adopters.
  • 10. Poll • At what stage is your agile adoption? 1. Innovators 2. Early adopters 3. Early majority 4. Late majority 5. Laggards
  • 11. Uh oh! • Early adopters have, by definition, succeeded. If they hadn’t, you wouldn’t be scaling agile! • But 84% of organizations which do agile have had at least one project fail! (source: Sahota, Agile 2012). • 75% of organizations do not get expected benefits from scaling agile (source: Schwaber). • Scaling agile means that the people who do not want to do agile will have to make a choice. You will almost certainly run into serious problems when scaling
  • 12. Environment Checklist • Availability of personnel with right skills? Do you have Scrum coaches, Product Owners, Scrum Masters, development teams, etc.? • Management support? Has management taken an agile course? Has management ever done agile? Do all executives agree on what “agile” means? • Perceived time to transition? Do folks think that a full transition to agile will take less than a year? • Budget constraints? Do you have a budget of $100K+ per team? • General resistance to change? When was the last time a change initiative worked?
  • 13. Culture Check • What do you need to do in this company to succeed? – Collaboration: Working together – Control: Getting and keeping control – Competence: Being the best – Cultivation: Learning and growing • An agile organization will focus on collaboration and cultivation. Control is almost completely absent. Source: Schneider Culture Model
  • 14. Poll • What do you need to do in your organization to be successful? (choose one) 1. Collaboration: Working together 2. Control: Getting and keeping control 3. Competence: Being the best 4. Cultivation: Learning and growing
  • 15. What Flavor of Agile? • Kanban: Control organizations. • Extreme Programming: Competence organizations. • Scrum: Collaboration and Cultivation organizations. (Source: Sahota, An Agile Adoption and Transformation Survival Guide)
  • 16. Setup Your Org Structure • Where do Product Owners and Scrum Masters come from? (for those who are scaling Scrum) Common pattern is for POs to come from Product Management and for Scrum Masters to come from Project Management. • Do you have an Enterprise Agile Team? Example at 1000 person company: COO (Product Owner), SVP of Operations (Scrum Master), VP of IT, VP of Administration, Dir of Software Development • Is your HR organization on board? New job requirements, career paths, training curricula, job titles, etc.
  • 17. The Ability To Navigate Through Conflict • The Dip • Is conflict suppressed in your organization? Is power used to resolve conflict?
  • 20. Standard Advice • Don’t do it! • Violates agile principle: “The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.” • Off shoring is cost effective only when offshore personnel cost 10% of local personnel (source: Sutherland). • Create a communication plan (include escalation path). • Make sure to create a project charter and product vision. • Consider bringing people together for six weeks at the start of the project.
  • 21. Poll • What, in your experience, is the overhead cost of distributed teams? 1. Under 20% 2. About 50% 3. Over 100%
  • 22. The Simple Case Product Owners and Dev Teams are split PO Dev PO Dev Team Team California Kazakhstan • Split into two teams, each with a Product Owner and Scrum Master • Create Scrum of Scrums which meets once or twice per week • Maintain shared understanding by being able to work on any product backlog item
  • 23. The Hard Case: Two Types PO or Dev exists in only one location • Physically distributed but similar time zones Example: Boston and Buenos Aires are one hour apart. • Physically distributed and different time zones Example: California and Kazakhstan are 13 hours apart
  • 24. Similar Time Zones • Make extensive use of videoconferencing Idea: Setup a laptop with Skype and keep it on all day. Cost < $500 • Consider telepresence technologies Product: Oculus (xaxxon.com). Cost < $300. • Use games for planning and retrospective Product: Innovation Games (innovationgames.com) • Keep meetings to no more than one hour • Pair
  • 25. Radically Different Time Zones • Work together for the first six weeks of the project. Work together one sprint every quarter. • Establish clear daily routine. Example: Dev team in California checks in code at end of day. QA team in Kazakhstan tests code. Dev team fixes bugs in the morning. • Make extensive use of agile project management tools Product: Assembla (assembla.com). Price: ~$50/month. • Conduct review together if at all possible Example: 8pm in California, 9am in Kazakhstan
  • 28. Two Key Sources of Friction • Culture • Cadence
  • 29. Two Types of Hybrid Projects • On a multi-team project some teams are agile and some are not • Upstream and downstream activities are not agile
  • 30. The Hybrid PMO Program Manager Project Manager Project Manager Project Manager Scrum Master Scrum Master (Software team) (Upstream) (Downstream) Program Manager must be equally adept at agile and non-agile projects
  • 31. Poll • Does your organization have a hybrid PMO? 1. No, but we wish we had one. 2. Yes, but it does not work very well 3. Yes and it works well 4. No. We have something better!