Distributed Agile - Agile Tour Sydney 2013
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Transcript of Distributed Agile - Agile Tour Sydney 2013
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Distributed Agile: Oxymoron or Holy Grail?
This pack is a record of an interactive session I facilitated for the 2013 Sydney Agile Tour on 29 November.
The sticky notes that were the output of this interactive session did not come out in the photos, so I quickly had to type them up. As such this is not so much a presentation and I apologise for the boring ‘bullet point’ slides.
Sieger de VriesSydney
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Distributed Agile: Oxymoron or Holy Grail?
Open Secret
Exact Estimate
Virtual Reality
Minor CrisisFree Love
Deafening Silence
Pretty Ugly
Unbiased Opinion
Only Choice
Seriously Funny
Distributed Agile
1. Lets Get some Data2. Analyse The Facts …
3. Agree on some Principles
4. Make it Practical: Patterns & Practices
5. Learn: How can we get More Data?
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Distributed Agile: Oxymoron or Holy Grail?
Why partner?• Scaling up/down with knowledge retention, stable velocity and without local
layoffs• Availability of extra talent & diversity of thinking• Average team cost reduction• Partnering + Agile = Killer Combination!?!?
What are the challenges• Geography • Time zones• Culture• Language• Different Standards• No shared ownership• Us/Them
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Distributed Agile Team Patterns
A – The Offshore Team
On Shore
Product Owner Business AnalystsDesign LeadDevelopersTestersScrum Master
How well is it working?
As good as a co-located team
Dysfunctional – we are abandoning this model
Off Shore
Work is predominantly done offshore
51 102 3 4 6 7 8 90
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Distributed Agile Team Patterns
B – The Resource Augmentation Team
On Shore
Product OwnerBusiness AnalystsDesign LeadMaybe a few DevsTestersScrum Master
DevelopersMaybe TestersRarely a BA
Off Shore
How well is it working?
As good as a co-located team
Dysfunctional – we are abandoning this model
Most work requires multiple hand offs between locations and is directed from onshore
51 102 3 4 6 7 8 90
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Distributed Agile Team Patterns
C – The Equal Feature Team
On Shore
Product OwnerScrum Master roleBusiness AnalystsDesignerDevelopersTesters
Scrum Master roleBusiness AnalystDesignerDevelopersTesters
Off Shore
51 10
How well is it working?
As good as a co-located team
Dysfunctional – we are abandoning this model
2 3 4 6 7 8 9
Most work can be completed end-to-end in each location
0
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Distributed Agile Team Patterns
D – Other? Multiple teams with possibly a combination of patterns
On Shore Off Shore
51 10
How well is it working?
As good as a co-located team
Dysfunctional – we are abandoning this model
2 3 4 6 7 8 90
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Distributed Agile: Principles & Practices
1. Team coherence2. The Person with the agile mindset3. Agile maturity4. Knowledge sharing & capability management5. Infrastructure & Tools6. Measurement & continuous improvement7. Partnership governance & operations
Principles and Practices for successful Distributed Teams
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Team Coherence
• Stable teams with agreed and planned staff turn over. Team is consulted and has a say in rotations
• Talent, experience and skills balanced equally between locations
• Work can be completed end-to-end in both locations with no or very few hand-offs
• Both on/off shore teams pull work from the same backlog• On/off shore team members share equally in all team
ceremonies• On/off shore team members have regular contact with the
SMEs and Product Owner and feel the same ownership of the product and understand the strategy and roadmap
• Design is done in joint sessions to promote ownership of the product
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Team Coherence - Continued
• Team members are co-located at the start of major initiatives• Regular planned rotations for team members to share
knowledge and build personal relationships within team• Team interactions are frequent and ad-hoc as well as planned• Team interactions are both personal and goal focused• Team members build personal relationships despite being in
different locations
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The “Agile” Team Member
The Team Member with an Agile Mindset• Has internalised the Agile values & principles• Has an open growth mindset vs constraint of thought mindset• Walks the Talk• Self motivating• Self aware• Self disciplined• Self improving• Self actuating• Doesn’t wait to be told what to do• Has the courage to challenge and be challenged• Never feels “that’s not my job”• Picks up the trash lying on the floor• Listens with the intend to understand and explore• Behaves like an owner• Passionate about their craft• Passionate about their customer• “Three musketeer” attitude
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Agile Maturity across Locations
• “No compromise” attitude to one way of working – Agile• All locations are agile and share the same values,
principles and practices• “Calibrate” the way of working at the start of the
engagement• All locations have a “safe to fail” culture• All locations are “self-organising”• Team & individual development plans address Agile gaps
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Knowledge Sharing & Capability Management
• Capability Matrix covering technical and business domain skills
• Agreed staff turnover expectations, process and measures
• Capability development plans for teams & individuals• Comprehensive on-boarding process with buddy system• Standard process for capturing and sharing knowledge• Team organises regular capability and business context
sharing sessions• Regular, planned staff rotations to promote knowledge
sharing and business context
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Infrastructure & Tools
• Collaboration tools such as Jira, instant messaging & desktop sharing
• “Always On” video during shared hours so teams can “see” each other and have ad-hoc interaction
• Dedicated networks to enable consistent high quality video and audio
• Individual web cams & bandwidth to help build personal relationships
• Smart boards or equivalent to enable joint design sessions
• Equal access to environments and data
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Measurement & Continuous Improvement
• Standard Metrics identified, base-lined, tracked• Team metrics identified, base-lined, tracked• Team metrics include business outcomes ($ sales, profit,
numbers)• Capability gap made visible• Rate of improvement is made visible• Joint Retrospective action items completion rate tracked • Team and individual development plans in place
Average Cycle Time to “Done”Average Cycle Time to “Prod”Average Cycle Time for Risks/IssuesThroughput Velocity$ Burn rate for TeamAverage $ Cost per Team Member(averaged across locations as one number)Average cost per story/feature by size (s,m,l)Staff turnover / length of time in teamTeam TemperatureCustomer NPS
Average cost per team member of travel / rotationsAverage Gap score for Capability matrix # of Defects escaping the iteration/sprint# of Defects in production per period# automated functional tests executed/passed
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Partnership Governance & Operations
• Clear service levels and outcomes agreed with defined measurements and flexible targets
• Clear, simple and flexible financial processes• Active, ongoing and visible risk management• Relationship management at multiple levels• Agreed targets for capability gap improvement• Ongoing planned rotations• Agreed process for individual performance management• Joint capacity forecasting and planning to facilitate scaling• Shared security and compliance processes &
responsibilities• Strong commercial relationship