Successful agile in distributed team Scrum Gathering Shanghai 2015

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Transcript of Successful agile in distributed team Scrum Gathering Shanghai 2015

  • Successful Agile in

    distributed team

    Andy Wang, Harrison ZhengAgile Coach & Consultant

    GCG Agile/DevOps CoE, IBM GBS

  • Andy Wang & Harrison Zheng

    Agile Coach & Consultant

    GCG Agile/DevOps CoE

    IBM GBS GCG

    2

    Contact Information

    EMAIL: wbjwei@cn.ibm.com

    LinkedIn: https://cn.linkedin.com/in/andyweiwang

    WeChat : hrbendi

    Skype: hrbendi@hotmail.com

    Contact Information

    EMAIL: zhzzheng@cn.ibm.com

    WeChat: Harrison-ZHZ

    CSM, CSP, SAFe Program Consultant (SPC)Certified ICAgile Trainer

    CSM, CSPO, PSM 1PMI-ACP

    mailto:wbjwei@cn.ibm.comhttp://linkedin.com/in/kaverimailto:hrbendi@hotmail.commailto:zhzzheng@cn.ibm.com

  • Openning

    ITs All about Communication !

  • Challenges in distributed development

    The most efficient and effective

    method of conveying information to

    and within a development team is

    face-to-face conversation.

    Challenges in distributed mode

    MelbourneMon 3:00 pm

    PuneMon 9:30 am

  • Case Study

    MPLSJIRA

    Lync TV

    Our client company includes insurance and banking across Australia and New Zealand.

    The first Australia commercial project to IBM GDC China. Distributed Agile is something new to both parties.

    IBM confidential

  • Goal of This Pack

    Principle guiding the goal and vision

    Distributed Delivery is the ability to leverage an Agile approach to specifically address the needs of geographically dispersed team.

    We have a One Team culture and a single way of working across multiple locations

    Maximizing communication

    Working togetherCommitment

    TrustShared GoalCommon Vision

    Goal is to identify tools, techniques, environments and practices to minimize the impact of distribution

  • End to End

    Patterns of Distributed Teams

    Allocate a complete work package to a co-located team for end to end delivery.Preferred

    SingleBacklogOf Work

    A

    SingleBacklogOf Work

    B

    SydneyEnd to End

    Delivery Team

    MelbourneEnd to End

    Delivery Team

    PuneEnd to End

    Delivery Team

    Sydney

    Analysis

    Melbourne

    Build

    Pune

    QA

    Dispersed team

    Not recommended pattern.

    Build capability in each location and

    try to move to preferred model

    Build capability in each location and

    try to move to preferred model

  • On-Boarding and Induction

    New joiners should learn by actively participating in the project rather than reading

    documentation about it

    3 Circles of training

    There is no substitute for learning about another culture than through first hand experience.

    Agile

    fundamentals

    Technology

    Training

    Domain

    TrainingCultural

    Awareness

    Training

    Way of working

  • Wall Set up and Distributed Social Contracts

    Rotating ambassadors

    John (Scrum Master)Desk: +61-123-456-789Mobile: +61-123-456-7890Office hours: Mon-Fri, 8am-6pm PST=8:30pm-6:30am India time

    Share your availability so that the team knows when to reach you

    Teams, especially newly formed ones, should have a social contract Display it in a

    prominent place for both on and off shore teamsThere is no generic social contract

    to suit everyone. Each team should agree one specific to their needs.

    Social

    contracts

  • Delivery Process

    Work DeployUpdate

    ProgressWork Deploy

    Update Progress

    Daily Scrum

    Work

    Wrap UpReady

    DailyWork

    DailyWork

    DailyWork

    DeploySprint

    Planning Review Retrospective

    Run

    SprintRelease Planning

    Sprint Release

    DeliverInitiateConcept

  • Lync TV

    We use JIRA tool to synchronize our physical wall between Shanghai and Brisbane.

    IBM confidential

    Agile Ceremonies in distributed team

  • Dashboard

    Planning Meeting If Geographically Distributed

    Ensure the planning and estimation is done

    together

    Groom the backlog continuously and together with the partner

    team

    Product

    ownerMust Prioritize

    Estimate together

    Use Confluence Wiki as much as possible to

    exchange ideas, gather requirements

    Sprint NSprint N-1

    MelbourneMon 3:00 pm

    PuneMon 9:30 am

  • Daily Scrum If Geographically Distributed

    Common Stand up:

    Applicable for small teams

    Use video over plain audio where possible

    Two patterns of stand up

    Separate onshore/offshore Stand up:

    Separate stand

    up local time

    Scrum of Scrums

    between the leads at

    a convenient time

    MelbourneMon 3:00 pm

    PuneMon 9:30 am

    Melbourne Pune

  • MelbourneMon 3:00 pm

    PuneMon 9:30 am

    Review If Geographically Distributed

    Use video over plainaudio

    Shared responsibility is critical for success

    Set up Reviews at mutually convenient time

  • Retrospective If Geographically Distributed

    Use video over plain audio

    A group retro for discussing and finalizing Top 3 goals for the project at a

    convenient time

    Each team will run separate retro at their local time and identify Top 3 items

    Tip: Teams could share desktops, use smart boards

    Large teams could use this pattern as well

    Ensure to get security teams

    permission before using

    any online tools

    Melbourne Pune

  • Facilitation tips

    Get to the meeting 10 minutes

    early to set-up & test any

    technology needed.

    Encourage participation:

    - Listen for attempts to speak

    - Ask for opinions directly

    - Monitor engagement with the topic

    Ensure 1 conversation at all times.

    Multiple conversations become noise

    over telecommunication equipment.

    Ensure everyone is on the same page

    - Repeat/summarize conversation that

    may not have been heard correctly

    - Use shared whiteboards to visualize

    what is being discussed.

    Nominate a co-facilitator

    on the remote site. Agree

    on signals for when the

    discussion isnt clear or

    attention is waning.

  • Measures of effectiveness

    We have achieved targeted service level, met expectation in Agile partnering, and good client satisfaction.

    Maturity

    Velocity

    Quality

    Sustainability

    Agile maturity assessment tool, quarterly all teams exercise.

    Velocity tracking.

    Minimizing the number of defects.

    A sustainable model rotation of Scrum Master role increases

    understanding of process and team capability.

  • Rotation model

    Core team member:Deep understanding of the technology and application of his team, able to lead the others to success

    Other team member:Good understanding of the technology and application, able to complete tasks with help from core team members

    Core team members

    40%

    Non-core team

    members

    60%

    Core team members

    Non-Core team members

    Team1

    Core team members

    Non-Core team members

    Team 2

    Rotation type 1:non-core team member rotationFrequency: 3 monthsPercentage: Max 30% of the team

    Rotation type 2:core team member rotationFrequency: 6 monthsPercentage: Max 10% of the team

    Individual Team structure

    Rotation Model

    Cross Domain

    Cross Skill

    Cross Role

    IBM confidential

  • Hand offs in Geographically Distributed Teams

    Melbourne team leaving late

    Pune team arriving early

    Minimize hand offsFind ways to get more time for

    interaction between onshore/offshore

    Overlap time 1.5 Hrs

    Typical dayMelbourne

    Pune

    9 AM 5 PM

    10 AM 6 PM

    Overlap time 3.5 Hrs

    Pattern: Come early/Leave Early

    Melbourne

    Pune

    10 AM 7 PM

    10 AM 6 PM

    Overlap time 3.5 Hrs

    Pattern: Come early/Leave Early

    Melbourne

    Pune

    9 AM5 PM

    8 AM 4 PM

  • Common Smells & Antipatterns

    Lots of rework

    Testing is done only in one location

    Offshore teams not included in discussions/meetings

    Lack of shared vision

    Low energy/morale in offshore team

    Too much of email communication and lack of in

    person communication

    Poor communication tools/technologies

    Us and them mentality

    Remote teams dont have access to customersMultiple teams in same city

  • IBM confidential

    Q&A

  • THANK YOU!

    IBM confidential

    Thank You