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February 2016Working with Remotely Distributed Teams on an Agile/Scrum ProjectDr. Scott S. Elliott

2016

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Scott S. Elliott

Former Engineer & Executive for HP Test & Measurement (now Keysight Technologies) Led New Product Development & ManufacturingSpeaker, Consultant, Coach and Board MemberFounded and led TechZecs LLC for 15 yearsPhD EE from the University of CaliforniaContributing Author

scott.elliott@techzecs.com +1.415.830.5520

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Learning Points Burn-Down

Backlog ofPointsOne Hour Sprint

We will introduceSome simple, graphicaltools

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Agile Development Terminology (Scrum)Backlog & GroomingBurn Down ChartCustomer Owner or Product OwnerInformation Radiators Planning Poker ReleaseRetrospectiveScrum SprintStand-Up MeetingStory PointsTimeboxingTask BoardUser Stories & Epics

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Typical Sprint Agenda (2-4 Weeks)Before SprintOverall Project Goals & StatusResults of previous Sprint(s)Collect & Prioritize User Stories

Sprint Planning (1/2 day)Desired Sprint Outcome (Scoping)Estimate Task Durations (Story Points) & RiskPlot dependencies / Critical PathPrioritize the Backlog & Plot Burn Down TargetDuring SprintDaily Stand-upsMonitor the progress (Burn Down)Do the work individually or in teams

End of SprintReview objectives and accomplishmentsReview overall ProjectConduct Sprint Retrospective

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Software Scrum Team (Typical)Scrum MasterProductManagerArchitectCoderCoderTesterRuns Sprint ProcessLeads Stand-upsLeads RetrospectivesKeeps metricsDefines Requirements & User StoriesLeads Release MtgsDefines Solution ArchitectureTop-level InteractionsImplementation PlanningExecutionRegression TestingSolution Verification

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Partner Management BasicsThe Partner Relationship LifecycleRoles & ResponsibilitiesQualifying and Monitoring PartnersSetting up a Distributed Agile TeamDistributed Team Meetings

Teaming with Distributed Partners

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The Partner Management Lifecycle

QualificationEngagementSymbiosisLeverageDisengagementPartnershipActivity

Search

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Roles & Responsibilities in the Partner LifecycleEach phase of the Lifecycle may require different leadership rolesConfused roles can cause confused expectations in any phaseRoles can be clarified with a Circle-Dot chart

Role 3Role 4Role 2Role 1Process or PhaseLead/Co-LeadInvolved

Informed

Not Involved

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Circle-Dot Diagram for R&Rs

Process/PhaseRole

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The Procurement Specialist forms a team to qualify potential partnersChoose 6 to 8 parameters that are important for project success; example:Proven Programming capabilitiesWork in an Agile/Scrum environmentExcellence at test and debugBuilt-in quality documentationReasonable cost of partnershipBusiness stability

Visit Partner and perform due diligence on the above parameters

Qualifying & Monitoring the Partner

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Here are 6 axes0 to 5 scaleAcceptability criteria definedQualifying & Monitoring Tool

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Qualifying & Monitoring the Partner

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Partner Communications Map ToolExecPro-cureFMPLTLSME1SME2

AccountManager

ContractManager

ResourceManager

LeadProgram.2

LeadProgram.1RelationshipHealthComplianceBusinessCompetence &AvailabilityDailyTechnicalDailyTechnicalTechnicalCoordTechnicalProgressSchedule &BudgetResourceCoordPartnerPerformancePrime Co.DevelopmentPartner

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Webinar Points Burn-Down

Backlog ofPointsOne Hour Sprint

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Project Planning & Execution for Distributed Agile DevelopmentNeedsSeamless Communication tools with Global Visibility ofThe latest Prioritized Customer StoriesOverall Project BoundariesSprint BoundariesSprint Burn DownTask Queue and Priorities*Everyone elses plan*The Critical Path*Near Critical Paths*Resource Availability*Ability for each team member to easily update his/her plans and progress*Recalculation of Critical Path after updates*

For a co-located team, these communications happen at the daily stand up meetings and frequent side conversations

For a globally distributed team, the * items are much more difficult to coordinate (even co-located)

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Tool Set for Distributed Agile DevelopmentRecommended Tools:Standardized web meeting tool forF2F CommunicationScreen or App sharingMeeting documentation

Recommend Zoom, Webex or GoToMeeting

In addition Chat software can be handy for quick side conversations (Skype, Google Chat, WeChat, Jabber, etc.) Standardize!

Seamless Communication tools with Global Visibility ofThe latest Prioritized Customer StoriesOverall Project BoundariesSprint BoundariesSprint Burn Down

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Best Practices for Web-based MeetingsSpecify who needs to attendInvestigate for cultural diversity and sensitivity for participantsDecide upon the type of meeting:Determine agendaDefine topicsAllow for enough time for each agenda itemSet break times to accommodate telephone calls, restroom trips, and refreshmentsSet start time and end timeSelect communication method and specify infrastructure requirementsPrepare materialsBESTPRACTICE

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Best Practices for Web-based MeetingsNo Speakerphone Conference Call!Poor quality communicationRemote folks are second-class participants with no visual cues

BESTPRACTICE

Ask everyone to use his/her PC in a quiet place with headset same footing!

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Webinar Points Burn-Down

Backlog ofPointsOne Hour Sprint

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Remote, Cross-Cultural TeamingEvery region & company has a unique cultureWorking symbiotically is not automaticSteps to build a NEW working cultureGet everyone physically together at least once if practical, then Either F2F or Remote:Discuss the cultural norms of each party differences and similaritiesIce-breaking exercisesDevelop guidelines for the new culture

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Collocated Scrum SpaceReference Epics and Product BacklogPrioritized Story & Task Backlog (readiness & criticality)WIP & WhoCompleted StoriesGANTT with Critical PathProgress Metrics (Burn-Down)

Capacity?

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Tool Set for Distributed Agile DevelopmentShared, Distributed Project Planning ToolsDynamic resource & work visibilityPrioritized Task QueueVisibility of Critical and Near Critical PathsCapacity for backlog tasksTeam Member planning and updating done by team members

Seamless Communication tools with Global Visibility ofTask Queue and PrioritiesEveryone elses planThe Critical PathNear Critical PathsResource Availability (Capacity)Ability for each team member to easily update his/her plans and progressRecalculation of Critical Path after updates

Also need shared file systems forControlling documents, code, drawings Shared WikisSharePointSecure Cloud storage sitesEtc.

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The Daily Web Huddle15 minutes or so, depending on team size, at a mutually agreed time.

Agenda - Each person answers three questions:What did you do since the last Huddle?What will you do before the next Huddle?What obstacles are you facing?

Rules:No discussionConcise, crisp updatesAnything requiring further discussion goes on Parking Lot for assignment to subgroupsEveryone show up and dont skip days!

BESTPRACTICE

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Playbook Tool Distributed Project Management

Outline Created by Project ManagerCritical and Near Critical Paths displayed Automatically & DynamicallyDetails Supplied by Team Membershttp://playbookhq.co/

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Playbook Distributed Project Management

PlanViewPrioritized BacklogHuddle ViewResourceAvailabilityhttp://playbookhq.co/

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Webinar Points Burn-Down

Backlog ofPointsOne Hour Sprint

Q&A

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SummaryPartner Management BasicsThe Partner Relationship Lifecycle*Roles & Responsibilities* Qualifying and Monitoring the Right Partner*Setting up a Distributed Agile TeamDistributed Team MeetingsTools for Agile Partner Projects*

*Some simple, graphical toolsProvided

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For your kind attentionScott ElliottTechZecs LLCSan Franciscoscott.elliott@techzecs.com+1.415.830.5520

Connect with me on LinkedIn!https://www.linkedin.com/pub/dr-scott-elliott/0/15a/a09

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