SlideShare a Scribd company logo
Mike Cohn
Norwegian Developer’s Conference
6 June 2012
Scaling Agile with
a Distributed Team
1
© Copyright Mountain Goat Software
®
Scaling Issues
Dependencies
Iteration planning meeting
Coordinating teams
2
© Copyright Mountain Goat Software
®
Proactively manage dependencies
Use rolling lookahead planningA
Code the…
Tasks Est.
Integrate with the…
Test the…
8
16
8
Code the…
Design the…
12
8
Iteration4
Iteration5
Iteration6
3
© Copyright Mountain Goat Software
®
Share team membersB
Feature team 1 Feature team 3Feature team 2
Component
team
•Be cautious of sharing
team members
•There are drawbacks to
the increased multitasking
4
© Copyright Mountain Goat Software
®
Two types of interfaces
to worry about
Unattended interfaces
At least one team is
aware of the
interface, but no one is
doing anything about it
Unidentified interfaces
An interface that
exists but that no one
has discovered yet
5
© Copyright Mountain Goat Software
®
Use an integration teamC
Takes on the unattended interfaces
While on the look out for unidentified ones
Can be a virtual team with part-time members
Common up to perhaps a dozen teams
Larger projects will have a full-time team
Maybe more than one
Not a dumping ground for poor performers
6
© Copyright Mountain Goat Software
®
Scaling Issues
Dependencies
Iteration planning meeting
Coordinating teams
7
© Copyright Mountain Goat Software
®
Scale up the iteration planning meeting
Iteration planning meeting is the hardest
to scale
Other meetings require less coordination
Two general approaches
1.Stagger by a day
2.The big room
8
© Copyright Mountain Goat Software
®
The Big Room
9
© Copyright Mountain Goat Software
®
“I require medical
assistance.”
Nautical Meaning Our Meaning
“We require assistance.”
“We need the product
owner.”
“We need the architect.”
“We require a tug.” “We require a pizza.”
“We are dragging
anchor.”
“We are on a break.”
10
© Copyright Mountain Goat Software
®
Scaling Issues
Dependencies
Iteration planning meeting
Coordinating teams
11
© Copyright Mountain Goat Software®
Communities of practice
Development
team 1
Development
team 2
Development
team 3
Programming
Community
Test
Community
UI
Community
ScrumMaster
Community
A group of like-
minded or like-
skilled individuals
12
© Copyright Mountain Goat Software
®
Characteristics of communities
Self-organizing
Organic
Can span projects
Not a full-time job
There’s often a “community coordinator”
Typically 5-20 hours/month
13
© Copyright Mountain Goat Software
®
Five types of communities
Unrecognized
Invisible to the organization and
possibly even to its members.
Bootlegged
Visible but only to a small, select
group of insiders.
Legitimized
Officially sanctioned as a valuable
entity.
Supported
Provided with resources (time,
money, facilities, people).
Institutionalized
Given an official status and
responsibilities in the organization.
14
© Copyright Mountain Goat Software
®
Creating an environment
for communities
Design for evolution.1
Open a dialogue
between inside and
outside participants
2
Invite different levels
of participation.3
Have both public
and private events.4
Focus on value.5
Combine familiarity
with excitement.6
Create a rhythm for
the community.7
15
© Copyright Mountain Goat Software®
Daily
Scrums
Scrum of
Scrums
2–3/week
Scrum of
Scrum of
Scrums
1/week
16
© Copyright Mountain Goat Software
®
Agenda
• What has my team done since we last met that might
affect other teams?
• What will my team do before we meet again that might
affect other teams?
• What problems are my team having that other teams might
be able to help with?
Three questions (15 minutes at most)
• Discuss items kept on an Open Issues Backlog
Discussion (as long as needed)
17
© Copyright Mountain Goat Software
®
Distributed teams
•Decide how to distribute
•Create coherence
•Change how you communicate
18
© Copyright Mountain Goat Software
®
Team 1
Team 2
Collaborating collocated teams
Each team has all needed skills
Teams in different locations work
independently but collaborate to
coordinate their work
19
© Copyright Mountain Goat Software
®
Deliberately distributed teams
Each location has all needed skills
We could form collaborating collocated teams
But we choose not to
Individuals in different cities work together
as one team
Team 1
Team 2
Team 1
Team 2
20
© Copyright Mountain Goat Software
®
Distributed teams
•Decide how to distribute
•Create coherence
•Change how you communicate
21
© Copyright Mountain Goat Software
®
Creating coherence
Coherent is from the Latin cohaerent
“sticking together”
We want a team that will stick together
So we’ll
Acknowledge big cultural differences
Acknowledge small cultural differences
Strengthen functional and team subcultures
Build trust by emphasizing early progress
22
© Copyright Mountain Goat Software
®
Create coherence
Big cultural differences
Attitudes toward power, individualism, achievement,
uncertainty, and long-term vs. short-term
employees in these areas
Smaller cultural differences
Holidays
Working hours
❶ Acknowledge cultural differences
23
© Copyright Mountain Goat Software
®
More ways to create coherence
Early emphasis on relationship building encourages
subgroups to form around surface-level attributes†
Defer relationship building until team members have
❸ Build trust by emphasizing early progress
†Gratton, Voigt, and Erickson. “Bridging
Faultlines in Diverse Teams.”
Establish a shared vision
Establish working agreements
❷ Strengthen functional and team subcultures
24
© Copyright Mountain Goat Software
®
Distributed teams
•Decide how to distribute
•Create coherence
•Change how you communicate
25
© Copyright Mountain Goat Software
®
Get together in person
Seeding visits
Ideally, whole team meets in person at start
Stay together an iteration or more when possible
Contact visits
Whole team, Quarterly, face-to-face
Traveling Ambassadors
Individuals who travel more frequently among
locations to ensure good working relationships
26
© Copyright Mountain Goat Software
®
Change how you communicate
Add back some
documentation
Cannot rely as much
on talking
Add detail to the
product backlog
Encourage lateral
communication
27
© Copyright Mountain Goat Software
®
It’s not the distance, it’s the timezones
London
CapeTown
San Francisco 8,600 km - 5300 miles
9,700km-6000miles
16,400 km - 10,200 miles
8 hours
10 hours
2hours 28
© Copyright Mountain Goat Software
®
Useful advice for all meetings
Include time for small talk
Share the pain
Make sure everyone knows who is talking
29
© Copyright Mountain Goat Software
®
Everyone on the phone at once
Can lead to good
discussion if people
remain engaged
in a day
approach used when
collocated
Pros
People mentally
disengage during long
calls
Only feasible with
workdays
Iteration Planning—Approach #1
The Long Phone Call
Cons
30
© Copyright Mountain Goat Software
®
First call: understand what the product owner wants built
Second call the next day: Subteams share commitments
Can be a more
Can be used
whenever work hours
can be made to
overlap even a little
Pros
Usefulness varies based on
how widely distributed the
team is
Not all knowledge is
shared with everyone,
leading to
misunderstandings
Takes two days
Iteration Planning—Approach #2
Two Calls
Cons
31
© Copyright Mountain Goat Software
®
Everyone on the phone at once
Similar to what is
done with collocated
teams so there’s
nothing new to learn
Discussions involve
the whole team
Everyone hears all
issues, leading to
greater commitment
Pros
Can be extremely
inconvenient for some
Not sustainable if people
are forced to work outside
of normal work hours
Daily Standup—Approach #1
Single Call
Cons
32
© Copyright Mountain Goat Software
®
Everyone emails a written report or updates a wiki with
status information
Variation: A local group meets and others email updates
Sustainable over the
long term
Helps overcome
language problems
Pros
No guarantee updates are read
may lay dormant
Doesn’t take advantage of daily
interaction to improve
relationships and knowledge
sharing
Reduced feeling of
accountability to teammates
Daily Standup—Approach #2
Writing the meeting
Cons
33
© Copyright Mountain Goat Software
®
Have separate regional phone calls, e.g., western hemisphere
and eastern hemisphere
Follow these with a written summary shared between teams
Or have one person from each region also participate in the
other calls
Pain of off-hours calls
is greatly reduced
Allows local subteams
to share information
most relevant to
them
Pros
meeting to another may be
incorrect or incomplete
Can lead to us/them feelings
Not everyone is involved in all
discussions
in timely manner
Daily Standup—Approach #3
Regional Meetings
Cons
34
© Copyright Mountain Goat Software
®
mike@mountaingoatsoftware.com
www.mountaingoatsoftware.com
twitter: mikewcohn
(720) 890-6110
Mike Cohn
35
Ad

More Related Content

What's hot (20)

Scrum: Leading a Self-Organizing Team
Scrum: Leading a Self-Organizing TeamScrum: Leading a Self-Organizing Team
Scrum: Leading a Self-Organizing Team
Mike Cohn
 
Getting Agile with Scrum
Getting Agile with ScrumGetting Agile with Scrum
Getting Agile with Scrum
Mike Cohn
 
ADAPTing to Agile for Continued Success
ADAPTing to Agile for Continued SuccessADAPTing to Agile for Continued Success
ADAPTing to Agile for Continued Success
Mike Cohn
 
Selecting a Development Process
Selecting a Development ProcessSelecting a Development Process
Selecting a Development Process
Mike Cohn
 
Project Economics
Project EconomicsProject Economics
Project Economics
Mike Cohn
 
Agile Methodologies And Extreme Programming
Agile Methodologies And Extreme ProgrammingAgile Methodologies And Extreme Programming
Agile Methodologies And Extreme Programming
Utkarsh Khare
 
Assessing Your Agility: Introducing the Comparative Agility Assessment
Assessing Your Agility: Introducing the Comparative Agility AssessmentAssessing Your Agility: Introducing the Comparative Agility Assessment
Assessing Your Agility: Introducing the Comparative Agility Assessment
Mike Cohn
 
Individuals and interactions - Gil Broza - Agile Israel 2013
Individuals and interactions - Gil Broza - Agile Israel 2013Individuals and interactions - Gil Broza - Agile Israel 2013
Individuals and interactions - Gil Broza - Agile Israel 2013
AgileSparks
 
Agile Webinar: Managing Distributed Teams
Agile Webinar: Managing Distributed TeamsAgile Webinar: Managing Distributed Teams
Agile Webinar: Managing Distributed Teams
cPrime | Project Management | Agile | Consulting | Staffing | Training
 
Scrum Patterns: The New Defacto Scrum Standard
Scrum Patterns: The New Defacto Scrum StandardScrum Patterns: The New Defacto Scrum Standard
Scrum Patterns: The New Defacto Scrum Standard
James Coplien
 
An Agile Development Primer
An Agile Development PrimerAn Agile Development Primer
An Agile Development Primer
Derek Winter
 
Scrum Training (One Day)
Scrum Training (One Day)Scrum Training (One Day)
Scrum Training (One Day)
beLithe
 
Agile Methodologies and Scrum
Agile Methodologies and ScrumAgile Methodologies and Scrum
Agile Methodologies and Scrum
Scrum Turkey
 
Scrum agile process
Scrum agile processScrum agile process
Scrum agile process
Hung Nguyen Dinh
 
I don't do Agile, I AM Agile!
I don't do Agile, I AM Agile!I don't do Agile, I AM Agile!
I don't do Agile, I AM Agile!
Barry O'Reilly
 
Self-Organization & Subtle Control: Friends or Enemies?
Self-Organization & Subtle Control: Friends or Enemies?Self-Organization & Subtle Control: Friends or Enemies?
Self-Organization & Subtle Control: Friends or Enemies?
Mike Cohn
 
Waterfall And Agile Methodology Coexistence 2011
Waterfall And Agile Methodology Coexistence 2011Waterfall And Agile Methodology Coexistence 2011
Waterfall And Agile Methodology Coexistence 2011
Tim Morris ★
 
Scrum Framework Explained
Scrum Framework ExplainedScrum Framework Explained
Scrum Framework Explained
Nacho Montoya
 
12 principles for Agile Development
12 principles for Agile Development 12 principles for Agile Development
12 principles for Agile Development
Julien Henzelin
 
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
Ontico
 
Scrum: Leading a Self-Organizing Team
Scrum: Leading a Self-Organizing TeamScrum: Leading a Self-Organizing Team
Scrum: Leading a Self-Organizing Team
Mike Cohn
 
Getting Agile with Scrum
Getting Agile with ScrumGetting Agile with Scrum
Getting Agile with Scrum
Mike Cohn
 
ADAPTing to Agile for Continued Success
ADAPTing to Agile for Continued SuccessADAPTing to Agile for Continued Success
ADAPTing to Agile for Continued Success
Mike Cohn
 
Selecting a Development Process
Selecting a Development ProcessSelecting a Development Process
Selecting a Development Process
Mike Cohn
 
Project Economics
Project EconomicsProject Economics
Project Economics
Mike Cohn
 
Agile Methodologies And Extreme Programming
Agile Methodologies And Extreme ProgrammingAgile Methodologies And Extreme Programming
Agile Methodologies And Extreme Programming
Utkarsh Khare
 
Assessing Your Agility: Introducing the Comparative Agility Assessment
Assessing Your Agility: Introducing the Comparative Agility AssessmentAssessing Your Agility: Introducing the Comparative Agility Assessment
Assessing Your Agility: Introducing the Comparative Agility Assessment
Mike Cohn
 
Individuals and interactions - Gil Broza - Agile Israel 2013
Individuals and interactions - Gil Broza - Agile Israel 2013Individuals and interactions - Gil Broza - Agile Israel 2013
Individuals and interactions - Gil Broza - Agile Israel 2013
AgileSparks
 
Scrum Patterns: The New Defacto Scrum Standard
Scrum Patterns: The New Defacto Scrum StandardScrum Patterns: The New Defacto Scrum Standard
Scrum Patterns: The New Defacto Scrum Standard
James Coplien
 
An Agile Development Primer
An Agile Development PrimerAn Agile Development Primer
An Agile Development Primer
Derek Winter
 
Scrum Training (One Day)
Scrum Training (One Day)Scrum Training (One Day)
Scrum Training (One Day)
beLithe
 
Agile Methodologies and Scrum
Agile Methodologies and ScrumAgile Methodologies and Scrum
Agile Methodologies and Scrum
Scrum Turkey
 
I don't do Agile, I AM Agile!
I don't do Agile, I AM Agile!I don't do Agile, I AM Agile!
I don't do Agile, I AM Agile!
Barry O'Reilly
 
Self-Organization & Subtle Control: Friends or Enemies?
Self-Organization & Subtle Control: Friends or Enemies?Self-Organization & Subtle Control: Friends or Enemies?
Self-Organization & Subtle Control: Friends or Enemies?
Mike Cohn
 
Waterfall And Agile Methodology Coexistence 2011
Waterfall And Agile Methodology Coexistence 2011Waterfall And Agile Methodology Coexistence 2011
Waterfall And Agile Methodology Coexistence 2011
Tim Morris ★
 
Scrum Framework Explained
Scrum Framework ExplainedScrum Framework Explained
Scrum Framework Explained
Nacho Montoya
 
12 principles for Agile Development
12 principles for Agile Development 12 principles for Agile Development
12 principles for Agile Development
Julien Henzelin
 
I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)I don't do agile, i am agile (Barry O'Reilly)
I don't do agile, i am agile (Barry O'Reilly)
Ontico
 

Viewers also liked (20)

Prioritizing Your Product Backlog
Prioritizing Your Product BacklogPrioritizing Your Product Backlog
Prioritizing Your Product Backlog
Mike Cohn
 
Planning for Contract Agile Projects
Planning for Contract Agile ProjectsPlanning for Contract Agile Projects
Planning for Contract Agile Projects
Mike Cohn
 
At Least Five Tips to Improve Your Geographically Distributed Agile Team
At Least Five Tips to Improve Your Geographically Distributed Agile TeamAt Least Five Tips to Improve Your Geographically Distributed Agile Team
At Least Five Tips to Improve Your Geographically Distributed Agile Team
Johanna Rothman
 
Agile Software Development
Agile Software DevelopmentAgile Software Development
Agile Software Development
Devasis Roy
 
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
Michael Sahota
 
Agile explained
Agile explainedAgile explained
Agile explained
Luis Fabiano Figaro, CAPM, COBIT, ITIL
 
Advanced Agile Planning - NDC 2014
Advanced Agile Planning - NDC 2014Advanced Agile Planning - NDC 2014
Advanced Agile Planning - NDC 2014
Mike Cohn
 
Planning and Tracking Agile Projects
Planning and Tracking Agile ProjectsPlanning and Tracking Agile Projects
Planning and Tracking Agile Projects
Mike Cohn
 
Agile Estimating - NDC 2014
Agile Estimating - NDC 2014Agile Estimating - NDC 2014
Agile Estimating - NDC 2014
Mike Cohn
 
Online class intro to agile & scrum - final
Online class   intro to agile & scrum - finalOnline class   intro to agile & scrum - final
Online class intro to agile & scrum - final
Conscires Agile Practices
 
Agile for Customer Delight
Agile for Customer DelightAgile for Customer Delight
Agile for Customer Delight
Agile Tour Beirut
 
Introduction to Agile, by J.D. Meier
Introduction to Agile, by J.D. MeierIntroduction to Agile, by J.D. Meier
Introduction to Agile, by J.D. Meier
J.D. Meier
 
User Stories
User Stories User Stories
User Stories
Mike Cohn
 
Achieving the Full Potential of Your Distributed Agile Team (AgileAus 2013)
Achieving the Full Potential of Your Distributed Agile Team (AgileAus 2013)Achieving the Full Potential of Your Distributed Agile Team (AgileAus 2013)
Achieving the Full Potential of Your Distributed Agile Team (AgileAus 2013)
Kurt Solarte
 
Agile planning and project management
Agile planning and project managementAgile planning and project management
Agile planning and project management
Mike Cohn
 
Agile Estimating
Agile EstimatingAgile Estimating
Agile Estimating
Mike Cohn
 
A Gentle Introduction To Agile
A Gentle Introduction To AgileA Gentle Introduction To Agile
A Gentle Introduction To Agile
Michael Sahota
 
Introduction to Agile & Scrum
Introduction to Agile & ScrumIntroduction to Agile & Scrum
Introduction to Agile & Scrum
Conscires Agile Practices
 
Introduction to User Stories
Introduction to User StoriesIntroduction to User Stories
Introduction to User Stories
Mike Cohn
 
Intro to Agile Innovation (Agile 2016)
Intro to Agile Innovation (Agile 2016) Intro to Agile Innovation (Agile 2016)
Intro to Agile Innovation (Agile 2016)
Rich Mironov
 
Prioritizing Your Product Backlog
Prioritizing Your Product BacklogPrioritizing Your Product Backlog
Prioritizing Your Product Backlog
Mike Cohn
 
Planning for Contract Agile Projects
Planning for Contract Agile ProjectsPlanning for Contract Agile Projects
Planning for Contract Agile Projects
Mike Cohn
 
At Least Five Tips to Improve Your Geographically Distributed Agile Team
At Least Five Tips to Improve Your Geographically Distributed Agile TeamAt Least Five Tips to Improve Your Geographically Distributed Agile Team
At Least Five Tips to Improve Your Geographically Distributed Agile Team
Johanna Rothman
 
Agile Software Development
Agile Software DevelopmentAgile Software Development
Agile Software Development
Devasis Roy
 
STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?STC Toronto Agile Intro - How can this possibly work?
STC Toronto Agile Intro - How can this possibly work?
Michael Sahota
 
Advanced Agile Planning - NDC 2014
Advanced Agile Planning - NDC 2014Advanced Agile Planning - NDC 2014
Advanced Agile Planning - NDC 2014
Mike Cohn
 
Planning and Tracking Agile Projects
Planning and Tracking Agile ProjectsPlanning and Tracking Agile Projects
Planning and Tracking Agile Projects
Mike Cohn
 
Agile Estimating - NDC 2014
Agile Estimating - NDC 2014Agile Estimating - NDC 2014
Agile Estimating - NDC 2014
Mike Cohn
 
Introduction to Agile, by J.D. Meier
Introduction to Agile, by J.D. MeierIntroduction to Agile, by J.D. Meier
Introduction to Agile, by J.D. Meier
J.D. Meier
 
User Stories
User Stories User Stories
User Stories
Mike Cohn
 
Achieving the Full Potential of Your Distributed Agile Team (AgileAus 2013)
Achieving the Full Potential of Your Distributed Agile Team (AgileAus 2013)Achieving the Full Potential of Your Distributed Agile Team (AgileAus 2013)
Achieving the Full Potential of Your Distributed Agile Team (AgileAus 2013)
Kurt Solarte
 
Agile planning and project management
Agile planning and project managementAgile planning and project management
Agile planning and project management
Mike Cohn
 
Agile Estimating
Agile EstimatingAgile Estimating
Agile Estimating
Mike Cohn
 
A Gentle Introduction To Agile
A Gentle Introduction To AgileA Gentle Introduction To Agile
A Gentle Introduction To Agile
Michael Sahota
 
Introduction to User Stories
Introduction to User StoriesIntroduction to User Stories
Introduction to User Stories
Mike Cohn
 
Intro to Agile Innovation (Agile 2016)
Intro to Agile Innovation (Agile 2016) Intro to Agile Innovation (Agile 2016)
Intro to Agile Innovation (Agile 2016)
Rich Mironov
 
Ad

Similar to Scaling Agile and Working with a Distributed Team (20)

Leading Self Organizing Teams - NDC 2014
Leading Self Organizing Teams - NDC 2014Leading Self Organizing Teams - NDC 2014
Leading Self Organizing Teams - NDC 2014
Mike Cohn
 
Easy and Effective Remote Collaboration
Easy and Effective Remote CollaborationEasy and Effective Remote Collaboration
Easy and Effective Remote Collaboration
Wrike
 
Agile Network India | Techniques to handle large distributed teams | Milind R...
Agile Network India | Techniques to handle large distributed teams | Milind R...Agile Network India | Techniques to handle large distributed teams | Milind R...
Agile Network India | Techniques to handle large distributed teams | Milind R...
AgileNetwork
 
Facilitating Liberating Structures with Remote teams
Facilitating Liberating Structures with Remote teamsFacilitating Liberating Structures with Remote teams
Facilitating Liberating Structures with Remote teams
Dana Pylayeva
 
Virtual team work
Virtual team workVirtual team work
Virtual team work
Rubina Naz
 
Working better, together: Thoughts on (remote) work processes and technology
Working better, together: Thoughts on (remote) work processes and technologyWorking better, together: Thoughts on (remote) work processes and technology
Working better, together: Thoughts on (remote) work processes and technology
ILRI
 
Use your IBM Collaboration tools smarter to make your work less stressful
Use your IBM Collaboration tools smarter to make your work less stressfulUse your IBM Collaboration tools smarter to make your work less stressful
Use your IBM Collaboration tools smarter to make your work less stressful
Roland Driesen
 
Synergistic Effects: A Mixed Remote/In-house Team Can Be Better than the Sum ...
Synergistic Effects: A Mixed Remote/In-house Team Can Be Better than the Sum ...Synergistic Effects: A Mixed Remote/In-house Team Can Be Better than the Sum ...
Synergistic Effects: A Mixed Remote/In-house Team Can Be Better than the Sum ...
C4Media
 
Naked Meetings: Using Unseen Structures to Achieve Results
Naked Meetings: Using Unseen Structures to Achieve ResultsNaked Meetings: Using Unseen Structures to Achieve Results
Naked Meetings: Using Unseen Structures to Achieve Results
4Good.org
 
Collaborating Parishes & Schools: Doing Technology Together
Collaborating Parishes & Schools: Doing Technology TogetherCollaborating Parishes & Schools: Doing Technology Together
Collaborating Parishes & Schools: Doing Technology Together
Caroline Cerveny
 
Improving success with Distributed Teams
Improving success with Distributed TeamsImproving success with Distributed Teams
Improving success with Distributed Teams
Greg Robinson
 
Benefit thru-communication-improvement
Benefit thru-communication-improvementBenefit thru-communication-improvement
Benefit thru-communication-improvement
Ashish Belagali
 
Building software: the lessons from open source
Building software: the lessons from open sourceBuilding software: the lessons from open source
Building software: the lessons from open source
Arnaud Porterie
 
Building A Collaborative Infrastructure
Building A Collaborative InfrastructureBuilding A Collaborative Infrastructure
Building A Collaborative Infrastructure
Stuart McIntyre
 
Virtual collaboration
Virtual collaborationVirtual collaboration
Virtual collaboration
Implement Consulting Group
 
Virtual Network Building: Connecting Trauma Experts Through Collaboration Tools
Virtual Network Building: Connecting Trauma Experts Through Collaboration Tools Virtual Network Building: Connecting Trauma Experts Through Collaboration Tools
Virtual Network Building: Connecting Trauma Experts Through Collaboration Tools
Nathalie Reid
 
By 222 social workplace
By 222   social workplaceBy 222   social workplace
By 222 social workplace
dllavoy
 
An Open Source Approach to Collaboration
An Open Source Approach to CollaborationAn Open Source Approach to Collaboration
An Open Source Approach to Collaboration
ifPeople
 
Making remote teamwork productive
 Making remote teamwork productive Making remote teamwork productive
Making remote teamwork productive
Jon Christensen
 
AgileNCR 2019 _ The Soft Side of Software Development.pptx
AgileNCR 2019 _ The Soft Side of Software Development.pptxAgileNCR 2019 _ The Soft Side of Software Development.pptx
AgileNCR 2019 _ The Soft Side of Software Development.pptx
RajaNagendraKumar1
 
Leading Self Organizing Teams - NDC 2014
Leading Self Organizing Teams - NDC 2014Leading Self Organizing Teams - NDC 2014
Leading Self Organizing Teams - NDC 2014
Mike Cohn
 
Easy and Effective Remote Collaboration
Easy and Effective Remote CollaborationEasy and Effective Remote Collaboration
Easy and Effective Remote Collaboration
Wrike
 
Agile Network India | Techniques to handle large distributed teams | Milind R...
Agile Network India | Techniques to handle large distributed teams | Milind R...Agile Network India | Techniques to handle large distributed teams | Milind R...
Agile Network India | Techniques to handle large distributed teams | Milind R...
AgileNetwork
 
Facilitating Liberating Structures with Remote teams
Facilitating Liberating Structures with Remote teamsFacilitating Liberating Structures with Remote teams
Facilitating Liberating Structures with Remote teams
Dana Pylayeva
 
Virtual team work
Virtual team workVirtual team work
Virtual team work
Rubina Naz
 
Working better, together: Thoughts on (remote) work processes and technology
Working better, together: Thoughts on (remote) work processes and technologyWorking better, together: Thoughts on (remote) work processes and technology
Working better, together: Thoughts on (remote) work processes and technology
ILRI
 
Use your IBM Collaboration tools smarter to make your work less stressful
Use your IBM Collaboration tools smarter to make your work less stressfulUse your IBM Collaboration tools smarter to make your work less stressful
Use your IBM Collaboration tools smarter to make your work less stressful
Roland Driesen
 
Synergistic Effects: A Mixed Remote/In-house Team Can Be Better than the Sum ...
Synergistic Effects: A Mixed Remote/In-house Team Can Be Better than the Sum ...Synergistic Effects: A Mixed Remote/In-house Team Can Be Better than the Sum ...
Synergistic Effects: A Mixed Remote/In-house Team Can Be Better than the Sum ...
C4Media
 
Naked Meetings: Using Unseen Structures to Achieve Results
Naked Meetings: Using Unseen Structures to Achieve ResultsNaked Meetings: Using Unseen Structures to Achieve Results
Naked Meetings: Using Unseen Structures to Achieve Results
4Good.org
 
Collaborating Parishes & Schools: Doing Technology Together
Collaborating Parishes & Schools: Doing Technology TogetherCollaborating Parishes & Schools: Doing Technology Together
Collaborating Parishes & Schools: Doing Technology Together
Caroline Cerveny
 
Improving success with Distributed Teams
Improving success with Distributed TeamsImproving success with Distributed Teams
Improving success with Distributed Teams
Greg Robinson
 
Benefit thru-communication-improvement
Benefit thru-communication-improvementBenefit thru-communication-improvement
Benefit thru-communication-improvement
Ashish Belagali
 
Building software: the lessons from open source
Building software: the lessons from open sourceBuilding software: the lessons from open source
Building software: the lessons from open source
Arnaud Porterie
 
Building A Collaborative Infrastructure
Building A Collaborative InfrastructureBuilding A Collaborative Infrastructure
Building A Collaborative Infrastructure
Stuart McIntyre
 
Virtual Network Building: Connecting Trauma Experts Through Collaboration Tools
Virtual Network Building: Connecting Trauma Experts Through Collaboration Tools Virtual Network Building: Connecting Trauma Experts Through Collaboration Tools
Virtual Network Building: Connecting Trauma Experts Through Collaboration Tools
Nathalie Reid
 
By 222 social workplace
By 222   social workplaceBy 222   social workplace
By 222 social workplace
dllavoy
 
An Open Source Approach to Collaboration
An Open Source Approach to CollaborationAn Open Source Approach to Collaboration
An Open Source Approach to Collaboration
ifPeople
 
Making remote teamwork productive
 Making remote teamwork productive Making remote teamwork productive
Making remote teamwork productive
Jon Christensen
 
AgileNCR 2019 _ The Soft Side of Software Development.pptx
AgileNCR 2019 _ The Soft Side of Software Development.pptxAgileNCR 2019 _ The Soft Side of Software Development.pptx
AgileNCR 2019 _ The Soft Side of Software Development.pptx
RajaNagendraKumar1
 
Ad

More from Mike Cohn (9)

User Stories for Agile Requirements
User Stories for Agile RequirementsUser Stories for Agile Requirements
User Stories for Agile Requirements
Mike Cohn
 
Getting Agile with Srum
Getting Agile with SrumGetting Agile with Srum
Getting Agile with Srum
Mike Cohn
 
Advanced Agile Planning
Advanced Agile PlanningAdvanced Agile Planning
Advanced Agile Planning
Mike Cohn
 
Getting Agile with Srum
Getting Agile with SrumGetting Agile with Srum
Getting Agile with Srum
Mike Cohn
 
Advanced Topics in Agile Planning
Advanced Topics in Agile PlanningAdvanced Topics in Agile Planning
Advanced Topics in Agile Planning
Mike Cohn
 
Agile and Scrum for Video Game Development
Agile and Scrum for Video Game DevelopmentAgile and Scrum for Video Game Development
Agile and Scrum for Video Game Development
Mike Cohn
 
Agile Estimating
Agile EstimatingAgile Estimating
Agile Estimating
Mike Cohn
 
Agile Product Management
Agile Product ManagementAgile Product Management
Agile Product Management
Mike Cohn
 
Experiencing Agility From Requirements to Planning
Experiencing Agility From Requirements to PlanningExperiencing Agility From Requirements to Planning
Experiencing Agility From Requirements to Planning
Mike Cohn
 
User Stories for Agile Requirements
User Stories for Agile RequirementsUser Stories for Agile Requirements
User Stories for Agile Requirements
Mike Cohn
 
Getting Agile with Srum
Getting Agile with SrumGetting Agile with Srum
Getting Agile with Srum
Mike Cohn
 
Advanced Agile Planning
Advanced Agile PlanningAdvanced Agile Planning
Advanced Agile Planning
Mike Cohn
 
Getting Agile with Srum
Getting Agile with SrumGetting Agile with Srum
Getting Agile with Srum
Mike Cohn
 
Advanced Topics in Agile Planning
Advanced Topics in Agile PlanningAdvanced Topics in Agile Planning
Advanced Topics in Agile Planning
Mike Cohn
 
Agile and Scrum for Video Game Development
Agile and Scrum for Video Game DevelopmentAgile and Scrum for Video Game Development
Agile and Scrum for Video Game Development
Mike Cohn
 
Agile Estimating
Agile EstimatingAgile Estimating
Agile Estimating
Mike Cohn
 
Agile Product Management
Agile Product ManagementAgile Product Management
Agile Product Management
Mike Cohn
 
Experiencing Agility From Requirements to Planning
Experiencing Agility From Requirements to PlanningExperiencing Agility From Requirements to Planning
Experiencing Agility From Requirements to Planning
Mike Cohn
 

Recently uploaded (20)

The USA’s Most Innovative Startup Company of 2025.pdf
The USA’s Most Innovative Startup Company of 2025.pdfThe USA’s Most Innovative Startup Company of 2025.pdf
The USA’s Most Innovative Startup Company of 2025.pdf
insightssuccess2
 
How to Transform your Marketing Using AI
How to Transform your Marketing Using AIHow to Transform your Marketing Using AI
How to Transform your Marketing Using AI
Client Marketing Ltd
 
IT Support Company Profile by Slidesgo.pptx
IT Support Company Profile by Slidesgo.pptxIT Support Company Profile by Slidesgo.pptx
IT Support Company Profile by Slidesgo.pptx
ahmed gamal
 
21 Best Website To Buy Verified Payoneer Account With All Documents.pdf
21 Best Website To Buy Verified Payoneer Account With All Documents.pdf21 Best Website To Buy Verified Payoneer Account With All Documents.pdf
21 Best Website To Buy Verified Payoneer Account With All Documents.pdf
Topvasmm
 
Best Ever Guide To Purchased Verified Wise Accounts ( Personal & Business ).pdf
Best Ever Guide To Purchased Verified Wise Accounts ( Personal & Business ).pdfBest Ever Guide To Purchased Verified Wise Accounts ( Personal & Business ).pdf
Best Ever Guide To Purchased Verified Wise Accounts ( Personal & Business ).pdf
Topvasmm
 
The Importance of Influencer Relations in BPO.pptx
The Importance of Influencer Relations in BPO.pptxThe Importance of Influencer Relations in BPO.pptx
The Importance of Influencer Relations in BPO.pptx
Duncan Chapple
 
Brandon Flatley - A Skilled Musician
Brandon Flatley - A Skilled MusicianBrandon Flatley - A Skilled Musician
Brandon Flatley - A Skilled Musician
Brandon Flatley
 
TechnoFacade Innovating Façade Engineering for the Future of Architecture
TechnoFacade Innovating Façade Engineering for the Future of ArchitectureTechnoFacade Innovating Façade Engineering for the Future of Architecture
TechnoFacade Innovating Façade Engineering for the Future of Architecture
krishnakichu7296
 
NewBase 05 May 2025 Energy News issue - 1785 by Khaled Al Awadi_compressed.pdf
NewBase 05 May 2025  Energy News issue - 1785 by Khaled Al Awadi_compressed.pdfNewBase 05 May 2025  Energy News issue - 1785 by Khaled Al Awadi_compressed.pdf
NewBase 05 May 2025 Energy News issue - 1785 by Khaled Al Awadi_compressed.pdf
Khaled Al Awadi
 
2025 May - Prospect & Qualify Leads for B2B in Hubspot - Demand Gen HUG.pptx
2025 May - Prospect & Qualify Leads for B2B in Hubspot - Demand Gen HUG.pptx2025 May - Prospect & Qualify Leads for B2B in Hubspot - Demand Gen HUG.pptx
2025 May - Prospect & Qualify Leads for B2B in Hubspot - Demand Gen HUG.pptx
mjenkins13
 
Dr Tran Quoc Bao the first Vietnamese CEO featured by The Prestige List - Asi...
Dr Tran Quoc Bao the first Vietnamese CEO featured by The Prestige List - Asi...Dr Tran Quoc Bao the first Vietnamese CEO featured by The Prestige List - Asi...
Dr Tran Quoc Bao the first Vietnamese CEO featured by The Prestige List - Asi...
Ignite Capital
 
Banking Doesn't Have to Be Boring: Jupiter's Gamification Playbook
Banking Doesn't Have to Be Boring: Jupiter's Gamification PlaybookBanking Doesn't Have to Be Boring: Jupiter's Gamification Playbook
Banking Doesn't Have to Be Boring: Jupiter's Gamification Playbook
xnayankumar
 
Strategic Enterprise Management - Unit I.pptx
Strategic Enterprise Management - Unit I.pptxStrategic Enterprise Management - Unit I.pptx
Strategic Enterprise Management - Unit I.pptx
PrekshyaRana
 
TNR Gold Investor Elevator Pitch - Building The Green Energy Metals Royalty a...
TNR Gold Investor Elevator Pitch - Building The Green Energy Metals Royalty a...TNR Gold Investor Elevator Pitch - Building The Green Energy Metals Royalty a...
TNR Gold Investor Elevator Pitch - Building The Green Energy Metals Royalty a...
Kirill Klip
 
Luxury Real Estate Dubai: A Comprehensive Guide to Opulent Living
Luxury Real Estate Dubai: A Comprehensive Guide to Opulent LivingLuxury Real Estate Dubai: A Comprehensive Guide to Opulent Living
Luxury Real Estate Dubai: A Comprehensive Guide to Opulent Living
Dimitri Sementes
 
Introduction to MEDDPICC eLearning PDF.pdf
Introduction to MEDDPICC eLearning PDF.pdfIntroduction to MEDDPICC eLearning PDF.pdf
Introduction to MEDDPICC eLearning PDF.pdf
shonkoop
 
How To Think Like Rick Rubin - Shaan Puri.pdf
How To Think Like Rick Rubin - Shaan Puri.pdfHow To Think Like Rick Rubin - Shaan Puri.pdf
How To Think Like Rick Rubin - Shaan Puri.pdf
Razin Mustafiz
 
AlaskaSilver Corporate Presentation May_2025_Long.pdf
AlaskaSilver Corporate Presentation May_2025_Long.pdfAlaskaSilver Corporate Presentation May_2025_Long.pdf
AlaskaSilver Corporate Presentation May_2025_Long.pdf
vanessa47939
 
Mr. Kalifornia Portfolio Group Project Full Sail University
Mr. Kalifornia Portfolio Group Project Full Sail UniversityMr. Kalifornia Portfolio Group Project Full Sail University
Mr. Kalifornia Portfolio Group Project Full Sail University
bmdecker1
 
waterBeta white paper - 250202- two-column.docx
waterBeta white paper - 250202- two-column.docxwaterBeta white paper - 250202- two-column.docx
waterBeta white paper - 250202- two-column.docx
Peter Adriaens
 
The USA’s Most Innovative Startup Company of 2025.pdf
The USA’s Most Innovative Startup Company of 2025.pdfThe USA’s Most Innovative Startup Company of 2025.pdf
The USA’s Most Innovative Startup Company of 2025.pdf
insightssuccess2
 
How to Transform your Marketing Using AI
How to Transform your Marketing Using AIHow to Transform your Marketing Using AI
How to Transform your Marketing Using AI
Client Marketing Ltd
 
IT Support Company Profile by Slidesgo.pptx
IT Support Company Profile by Slidesgo.pptxIT Support Company Profile by Slidesgo.pptx
IT Support Company Profile by Slidesgo.pptx
ahmed gamal
 
21 Best Website To Buy Verified Payoneer Account With All Documents.pdf
21 Best Website To Buy Verified Payoneer Account With All Documents.pdf21 Best Website To Buy Verified Payoneer Account With All Documents.pdf
21 Best Website To Buy Verified Payoneer Account With All Documents.pdf
Topvasmm
 
Best Ever Guide To Purchased Verified Wise Accounts ( Personal & Business ).pdf
Best Ever Guide To Purchased Verified Wise Accounts ( Personal & Business ).pdfBest Ever Guide To Purchased Verified Wise Accounts ( Personal & Business ).pdf
Best Ever Guide To Purchased Verified Wise Accounts ( Personal & Business ).pdf
Topvasmm
 
The Importance of Influencer Relations in BPO.pptx
The Importance of Influencer Relations in BPO.pptxThe Importance of Influencer Relations in BPO.pptx
The Importance of Influencer Relations in BPO.pptx
Duncan Chapple
 
Brandon Flatley - A Skilled Musician
Brandon Flatley - A Skilled MusicianBrandon Flatley - A Skilled Musician
Brandon Flatley - A Skilled Musician
Brandon Flatley
 
TechnoFacade Innovating Façade Engineering for the Future of Architecture
TechnoFacade Innovating Façade Engineering for the Future of ArchitectureTechnoFacade Innovating Façade Engineering for the Future of Architecture
TechnoFacade Innovating Façade Engineering for the Future of Architecture
krishnakichu7296
 
NewBase 05 May 2025 Energy News issue - 1785 by Khaled Al Awadi_compressed.pdf
NewBase 05 May 2025  Energy News issue - 1785 by Khaled Al Awadi_compressed.pdfNewBase 05 May 2025  Energy News issue - 1785 by Khaled Al Awadi_compressed.pdf
NewBase 05 May 2025 Energy News issue - 1785 by Khaled Al Awadi_compressed.pdf
Khaled Al Awadi
 
2025 May - Prospect & Qualify Leads for B2B in Hubspot - Demand Gen HUG.pptx
2025 May - Prospect & Qualify Leads for B2B in Hubspot - Demand Gen HUG.pptx2025 May - Prospect & Qualify Leads for B2B in Hubspot - Demand Gen HUG.pptx
2025 May - Prospect & Qualify Leads for B2B in Hubspot - Demand Gen HUG.pptx
mjenkins13
 
Dr Tran Quoc Bao the first Vietnamese CEO featured by The Prestige List - Asi...
Dr Tran Quoc Bao the first Vietnamese CEO featured by The Prestige List - Asi...Dr Tran Quoc Bao the first Vietnamese CEO featured by The Prestige List - Asi...
Dr Tran Quoc Bao the first Vietnamese CEO featured by The Prestige List - Asi...
Ignite Capital
 
Banking Doesn't Have to Be Boring: Jupiter's Gamification Playbook
Banking Doesn't Have to Be Boring: Jupiter's Gamification PlaybookBanking Doesn't Have to Be Boring: Jupiter's Gamification Playbook
Banking Doesn't Have to Be Boring: Jupiter's Gamification Playbook
xnayankumar
 
Strategic Enterprise Management - Unit I.pptx
Strategic Enterprise Management - Unit I.pptxStrategic Enterprise Management - Unit I.pptx
Strategic Enterprise Management - Unit I.pptx
PrekshyaRana
 
TNR Gold Investor Elevator Pitch - Building The Green Energy Metals Royalty a...
TNR Gold Investor Elevator Pitch - Building The Green Energy Metals Royalty a...TNR Gold Investor Elevator Pitch - Building The Green Energy Metals Royalty a...
TNR Gold Investor Elevator Pitch - Building The Green Energy Metals Royalty a...
Kirill Klip
 
Luxury Real Estate Dubai: A Comprehensive Guide to Opulent Living
Luxury Real Estate Dubai: A Comprehensive Guide to Opulent LivingLuxury Real Estate Dubai: A Comprehensive Guide to Opulent Living
Luxury Real Estate Dubai: A Comprehensive Guide to Opulent Living
Dimitri Sementes
 
Introduction to MEDDPICC eLearning PDF.pdf
Introduction to MEDDPICC eLearning PDF.pdfIntroduction to MEDDPICC eLearning PDF.pdf
Introduction to MEDDPICC eLearning PDF.pdf
shonkoop
 
How To Think Like Rick Rubin - Shaan Puri.pdf
How To Think Like Rick Rubin - Shaan Puri.pdfHow To Think Like Rick Rubin - Shaan Puri.pdf
How To Think Like Rick Rubin - Shaan Puri.pdf
Razin Mustafiz
 
AlaskaSilver Corporate Presentation May_2025_Long.pdf
AlaskaSilver Corporate Presentation May_2025_Long.pdfAlaskaSilver Corporate Presentation May_2025_Long.pdf
AlaskaSilver Corporate Presentation May_2025_Long.pdf
vanessa47939
 
Mr. Kalifornia Portfolio Group Project Full Sail University
Mr. Kalifornia Portfolio Group Project Full Sail UniversityMr. Kalifornia Portfolio Group Project Full Sail University
Mr. Kalifornia Portfolio Group Project Full Sail University
bmdecker1
 
waterBeta white paper - 250202- two-column.docx
waterBeta white paper - 250202- two-column.docxwaterBeta white paper - 250202- two-column.docx
waterBeta white paper - 250202- two-column.docx
Peter Adriaens
 

Scaling Agile and Working with a Distributed Team

  • 1. Mike Cohn Norwegian Developer’s Conference 6 June 2012 Scaling Agile with a Distributed Team 1
  • 2. © Copyright Mountain Goat Software ® Scaling Issues Dependencies Iteration planning meeting Coordinating teams 2
  • 3. © Copyright Mountain Goat Software ® Proactively manage dependencies Use rolling lookahead planningA Code the… Tasks Est. Integrate with the… Test the… 8 16 8 Code the… Design the… 12 8 Iteration4 Iteration5 Iteration6 3
  • 4. © Copyright Mountain Goat Software ® Share team membersB Feature team 1 Feature team 3Feature team 2 Component team •Be cautious of sharing team members •There are drawbacks to the increased multitasking 4
  • 5. © Copyright Mountain Goat Software ® Two types of interfaces to worry about Unattended interfaces At least one team is aware of the interface, but no one is doing anything about it Unidentified interfaces An interface that exists but that no one has discovered yet 5
  • 6. © Copyright Mountain Goat Software ® Use an integration teamC Takes on the unattended interfaces While on the look out for unidentified ones Can be a virtual team with part-time members Common up to perhaps a dozen teams Larger projects will have a full-time team Maybe more than one Not a dumping ground for poor performers 6
  • 7. © Copyright Mountain Goat Software ® Scaling Issues Dependencies Iteration planning meeting Coordinating teams 7
  • 8. © Copyright Mountain Goat Software ® Scale up the iteration planning meeting Iteration planning meeting is the hardest to scale Other meetings require less coordination Two general approaches 1.Stagger by a day 2.The big room 8
  • 9. © Copyright Mountain Goat Software ® The Big Room 9
  • 10. © Copyright Mountain Goat Software ® “I require medical assistance.” Nautical Meaning Our Meaning “We require assistance.” “We need the product owner.” “We need the architect.” “We require a tug.” “We require a pizza.” “We are dragging anchor.” “We are on a break.” 10
  • 11. © Copyright Mountain Goat Software ® Scaling Issues Dependencies Iteration planning meeting Coordinating teams 11
  • 12. © Copyright Mountain Goat Software® Communities of practice Development team 1 Development team 2 Development team 3 Programming Community Test Community UI Community ScrumMaster Community A group of like- minded or like- skilled individuals 12
  • 13. © Copyright Mountain Goat Software ® Characteristics of communities Self-organizing Organic Can span projects Not a full-time job There’s often a “community coordinator” Typically 5-20 hours/month 13
  • 14. © Copyright Mountain Goat Software ® Five types of communities Unrecognized Invisible to the organization and possibly even to its members. Bootlegged Visible but only to a small, select group of insiders. Legitimized Officially sanctioned as a valuable entity. Supported Provided with resources (time, money, facilities, people). Institutionalized Given an official status and responsibilities in the organization. 14
  • 15. © Copyright Mountain Goat Software ® Creating an environment for communities Design for evolution.1 Open a dialogue between inside and outside participants 2 Invite different levels of participation.3 Have both public and private events.4 Focus on value.5 Combine familiarity with excitement.6 Create a rhythm for the community.7 15
  • 16. © Copyright Mountain Goat Software® Daily Scrums Scrum of Scrums 2–3/week Scrum of Scrum of Scrums 1/week 16
  • 17. © Copyright Mountain Goat Software ® Agenda • What has my team done since we last met that might affect other teams? • What will my team do before we meet again that might affect other teams? • What problems are my team having that other teams might be able to help with? Three questions (15 minutes at most) • Discuss items kept on an Open Issues Backlog Discussion (as long as needed) 17
  • 18. © Copyright Mountain Goat Software ® Distributed teams •Decide how to distribute •Create coherence •Change how you communicate 18
  • 19. © Copyright Mountain Goat Software ® Team 1 Team 2 Collaborating collocated teams Each team has all needed skills Teams in different locations work independently but collaborate to coordinate their work 19
  • 20. © Copyright Mountain Goat Software ® Deliberately distributed teams Each location has all needed skills We could form collaborating collocated teams But we choose not to Individuals in different cities work together as one team Team 1 Team 2 Team 1 Team 2 20
  • 21. © Copyright Mountain Goat Software ® Distributed teams •Decide how to distribute •Create coherence •Change how you communicate 21
  • 22. © Copyright Mountain Goat Software ® Creating coherence Coherent is from the Latin cohaerent “sticking together” We want a team that will stick together So we’ll Acknowledge big cultural differences Acknowledge small cultural differences Strengthen functional and team subcultures Build trust by emphasizing early progress 22
  • 23. © Copyright Mountain Goat Software ® Create coherence Big cultural differences Attitudes toward power, individualism, achievement, uncertainty, and long-term vs. short-term employees in these areas Smaller cultural differences Holidays Working hours ❶ Acknowledge cultural differences 23
  • 24. © Copyright Mountain Goat Software ® More ways to create coherence Early emphasis on relationship building encourages subgroups to form around surface-level attributes† Defer relationship building until team members have ❸ Build trust by emphasizing early progress †Gratton, Voigt, and Erickson. “Bridging Faultlines in Diverse Teams.” Establish a shared vision Establish working agreements ❷ Strengthen functional and team subcultures 24
  • 25. © Copyright Mountain Goat Software ® Distributed teams •Decide how to distribute •Create coherence •Change how you communicate 25
  • 26. © Copyright Mountain Goat Software ® Get together in person Seeding visits Ideally, whole team meets in person at start Stay together an iteration or more when possible Contact visits Whole team, Quarterly, face-to-face Traveling Ambassadors Individuals who travel more frequently among locations to ensure good working relationships 26
  • 27. © Copyright Mountain Goat Software ® Change how you communicate Add back some documentation Cannot rely as much on talking Add detail to the product backlog Encourage lateral communication 27
  • 28. © Copyright Mountain Goat Software ® It’s not the distance, it’s the timezones London CapeTown San Francisco 8,600 km - 5300 miles 9,700km-6000miles 16,400 km - 10,200 miles 8 hours 10 hours 2hours 28
  • 29. © Copyright Mountain Goat Software ® Useful advice for all meetings Include time for small talk Share the pain Make sure everyone knows who is talking 29
  • 30. © Copyright Mountain Goat Software ® Everyone on the phone at once Can lead to good discussion if people remain engaged in a day approach used when collocated Pros People mentally disengage during long calls Only feasible with workdays Iteration Planning—Approach #1 The Long Phone Call Cons 30
  • 31. © Copyright Mountain Goat Software ® First call: understand what the product owner wants built Second call the next day: Subteams share commitments Can be a more Can be used whenever work hours can be made to overlap even a little Pros Usefulness varies based on how widely distributed the team is Not all knowledge is shared with everyone, leading to misunderstandings Takes two days Iteration Planning—Approach #2 Two Calls Cons 31
  • 32. © Copyright Mountain Goat Software ® Everyone on the phone at once Similar to what is done with collocated teams so there’s nothing new to learn Discussions involve the whole team Everyone hears all issues, leading to greater commitment Pros Can be extremely inconvenient for some Not sustainable if people are forced to work outside of normal work hours Daily Standup—Approach #1 Single Call Cons 32
  • 33. © Copyright Mountain Goat Software ® Everyone emails a written report or updates a wiki with status information Variation: A local group meets and others email updates Sustainable over the long term Helps overcome language problems Pros No guarantee updates are read may lay dormant Doesn’t take advantage of daily interaction to improve relationships and knowledge sharing Reduced feeling of accountability to teammates Daily Standup—Approach #2 Writing the meeting Cons 33
  • 34. © Copyright Mountain Goat Software ® Have separate regional phone calls, e.g., western hemisphere and eastern hemisphere Follow these with a written summary shared between teams Or have one person from each region also participate in the other calls Pain of off-hours calls is greatly reduced Allows local subteams to share information most relevant to them Pros meeting to another may be incorrect or incomplete Can lead to us/them feelings Not everyone is involved in all discussions in timely manner Daily Standup—Approach #3 Regional Meetings Cons 34
  • 35. © Copyright Mountain Goat Software ® [email protected] www.mountaingoatsoftware.com twitter: mikewcohn (720) 890-6110 Mike Cohn 35