SUGSA JHB 10 Agile anti-patterns in distributed teams 2014 - Pavel Dabrytski
Distributed Agile Teams
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Transcript of Distributed Agile Teams
Nearshore Distributed Agile Teams
Agenda
o Brief intros / re-introductions (5 min)o Customer Needs (20 min)
• Describe org, team size(s), tools & methodology• Current barriers for delivering quality software?• Desired outcomes from an engagement with Velocity Partners
(capacity, quality of software delivered, better processes)?• Options you’ve tried or evaluated to resolve current barriers?• Project backlog sample?
o The Velocity Nearshore Solution (15 min)o Q&A / Applicability Discussion (10 min)o Next Steps as appropriate (5 min)
Nearshore Distributed Agile Teams
The Velocity Solution
Nearshore Distributed Agile Teams
Velocity Partners
o Established in 2004 as part of an Agile training companyo Spun out in 2007 as a stand-alone companyo Early adopter/innovator in Distributed Agileo HQ in Bellevue, WAo 400 employeeso Development Centers:
• Rosario, Argentina• Buenos Aires, Argentina• Paraná, Argentina• Montevideo, Uruguay• Medellin, Columbia
Nearshore Distributed Agile Teams
Is Your Team in the Dark?
Nearshore Distributed Agile Teams
Why South America?
o Time zoneo Demographics
• 100M people• Technical passion• Academic excellence• Travel friendly
o Excellent English• Both verbal and written
o Cultural similarity• “Western” business
style and etiquette
Nearshore Distributed Agile Teams
Why Velocity in South America?
o Pioneers in Distributed-Agile, with proven and referenceable track record
o Very low attrition from strong corporate culture
o Dedicated to ongoing training and career advancement
o U.S. managed with outstanding customer service
Nearshore Distributed Agile Teams
Superior Agile Development Processes
Nearshore Distributed Agile Teams
• Eliminate waste
• Focus on business value
• Focus on the customer
• Embrace change
• Daily standups
• Commitment
• Release and Iteration Planning
• Design Patterns
• Test Driven Development
• Continuous Integration
Quality Management at Velocity
o Culture of Quality• Quality courses required of all personnel• Quality integrated with Scrum processes• QA Manager supports and leads all quality engineers• Metrics reported to all clients
o Focus on Test Automation• Architecture and Plan: two-week quick start• What to automate and what not to automate• Variety of approaches considered: from off-the-shelf to
completely custom, from functional to BDD, etc.• Leverage popular frameworks: Selenium, Watir, QT Pro• Build for maintainability (can be handed to the client) and for
extensibility (supports both manual and automated QA staff)
Nearshore Distributed Agile Teams
Collaborative Sprint Planning
Nearshore Distributed Agile Teams
Cohesive Communication
Nearshore Distributed Agile Teams
Seamless Standups
Nearshore Distributed Agile Teams
Project Dashboard
Nearshore Distributed Agile Teams
Office Configuration
Nearshore Distributed Agile Teams
Nearshore Distributed Agile Teams
Course IntendedAudience
Goals Required For
Lean-AgileQuick Start
New hires High-level introduction to Lean and Agile concepts, focusing on why we use Lean-Agile
All employees unable to complete Lean-Agile I before working on first development sprint
Lean-Agile I: Overview New hires Understand Lean & Agile concepts and principles enough to begin working effectively on an Agile team
All employees working on a development sprint
Lean-Agile II: Scrum Processes
All employees Understand estimation, sprint planning, story elucidation, and WIP
All employees working on a development sprint
Lean-Agile III: Lean Processes
All employees Learn how Lean adds to Agile practices and use of specific Lean processes and tools (Kanban, Scrumban …)
All employees working on a development project utilizing Lean practices and tools
Lean-Agile Seminar All employees Question & Answer session on Lean and Agile practices
All employees who have participated in at least two development sprints
Software Quality Assurance
All employees Understand the principles and practices of SQA, including unit tests, coverage, TDD, functional testing tools, etc.
All employees within 3 months of hire
Design Quality All employees Understand how the use of design patterns and refactoring improves flexibility and maintainability
All employees within 6 months of hire
ScrumMaster Team Leads / Solutions Managers
Deep understanding of Lean & Agile and ability to effectively plan, facilitate, and execute sprints
Team Leads / Solutions Managers before assuming lead role
Low Risk Startup
Nearshore Distributed Agile Teams
Team Configuration Sprint Zero Best Practices
WorkshopTeam size Communicate goals Successful distributed
meetingsMix of client staff, Velocity
staff Identify leadership, roles Agile process in-depth
Discuss the nature of the work
Setup infrastructure/environment Tracking progress
Vital technical skills Tool selection, licenses Software quality practices
Desirable technical skills Share code samples Expected velocity
English expectations Schedule travel Definitions of Done
Ideal ramp up timeline Establish Product Backlog Role definition
Longer term team scale Standard Velocity Equipment Governance
Team Configurations
Nearshore Distributed Agile Teams
Client Successes
Nearshore Distributed Agile Teams
Focus on Performance
Nearshore Distributed Agile Teams
Farshore Models Velocity NearshoreProcess Overhead/Waterfall Agility
Handoffs Real time collaboration
Email threads Instant Messaging
Onsite PM costs & expenses Self organizing teams
Fractured communication Superior English
Attrition costs Continuity of resource
Early morning/nighttime meetings Voice/video Daily stand-ups during regular working hours
Effective productivity ~~ 40% Effective productivity ~~ 85%
Velocity Partners delivers value not just cost savings
Next Steps
o Q&A / Applicability Discussion o Next Steps as appropriate
- NDA - Copy of presentation- 2013 rate sheet- Technical roundtable- References- Team config/Sprint 0 - Proposal
Nearshore Distributed Agile Teams