Date post: | 22-Nov-2014 |
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Technology |
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Multi-site, multi-cultural agile development
Our experience; challenges and solutions applied
Ágiles 2009 – Florianópolis, Brazil
About us
Emilio Gutter
Co-Founder at 10Pines
Agile coach and CSP
Alejandra Alfonso
Agile Practice Lead at Baufest
Agile coach and CSM
Agenda
Why bother with distributed agile?
Case study: multi-site agile transformation
Cultural aspects of an agile transformation
The melting ice
“If the intent of the Agile Manifesto is
to guide teams to maximize the value
they can produce for the Business,
then they must take into consideration
the Business’ operating model.” M.Gelbwaks – Ágiles 2008 – Bs. As., Argentina
“[…] we have to step outside of the narrow boundaries of "classically" defined Agile. In a certain sense it is sort of we drop an iceberg in an ocean and […] that iceberg has melted and become part of the ordinary ocean.” A.Cockburn – Agile 2009 – Chicago, US
Case study: multi-site agile transformation
Product Owners
Req. Analysts
QA leaders
Scrum Masters
Developers
Architects UX specialists
3 pilot projects spanning 3 countries and 4 cities Over 40 people involved Only the first step in a big scale agile transformation
Core practices
Short, time-boxed
iterations
Planning game
Daily standup
Review session
Retrospective meeting
User stories
Acceptance criteria Definition of Done Unit and Acceptance Tests automation
Continuous integration
Team structure
GIVEN: key roles are unevenly distributed in all sites AND there is technical specialization on each site AND the workload for each specialty is uneven
WHEN: the Team grows with new team members
THEN: find an effective way to split it into sub-teams
Advanced topic:
Feature vs Component teams
Didn’t work Fixed & collocated sub-teams, isolated from key roles
What Worked
Organic , cross-site
virtual sub-teams
(with shared Velocity)
Push to broaden
team members skills
Challenges Team activities involving 2 or more sites
Collaboration GIVEN: key people is remote AND English is nobody’s native language
WHEN: you should build a new revolutionary product with a complex technology THEN: find an effective way to communicate and collaborate while keeping the process lightweight
What Worked On-site chartering Visual and electronic tools combined Frequent trips; team bonding activities Review “stories’ readiness”
Advanced topics:
Usability design and incremental development
Planning horizons; just-in-time vs look-ahead
Cultural aspects - Discussion
Where does
“motivation” come
from?
Does “center vs
periphery” mindset
affect building a
“whole team”?
Merci beaucoup!