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431 Agile White Book – AXA Emerging Markets EMEA-LATAM Chapter 13 AGILE DISTRIBUTED TEAMS V1.0

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Page 1: AWB - 13 - Agile Distributed Teams

431 Agile White Book – AXA Emerging Markets EMEA-LATAM

Chapter 13 AGILE DISTRIBUTED TEAMS

V1.0

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Contents

WHAT I WILL LEARN IN THIS CHAPTER? .................................................................................................................................................................... 434 UNDERSTAND THE CHALLENGE .......................................................................................................................................................................... 435 GET IT RIGHT FROM THE VERY BEGINNING ............................................................................................................................................................. 438

DEFINE GOOD PRACTISES ...................................................................................................................................................... 438

FOCUS ON VERBAL COMMUNICATION ..................................................................................................................................... 439

GET THE RIGHT TOOLS .......................................................................................................................................................... 440

ESTABLISH THE RIGHT PROCEDURES ........................................................................................................................................ 442 FOCUS ON THE TEAM ........................................................................................................................................................................................ 445

PRODUCT OWNER ............................................................................................................................................................... 445

SCRUM MASTER.................................................................................................................................................................. 446

DEVELOPMENT TEAM .......................................................................................................................................................... 446 REINFORCE THE PRACTISES ................................................................................................................................................................................ 447

TECHNICAL PRACTISES .......................................................................................................................................................... 448

DISTRIBUTED GOOD PRACTISES .............................................................................................................................................. 449 TUNE UP MEETINGS & ACTIVITIES ........................................................................................................................................................................ 450

SPRINTS ............................................................................................................................................................................. 450

PLANNING MEETING ............................................................................................................................................................ 451

SPRINT REVIEW ................................................................................................................................................................... 452

SPRINT RETROSPECTIVE ........................................................................................................................................................ 453

PRODUCT BACKLOG REFINEMENT .......................................................................................................................................... 454

DAILY SCRUM MEETING ....................................................................................................................................................... 455

SCRUM OF SCRUMS ............................................................................................................................................................. 456

ARTEFACTS ......................................................................................................................................................................... 457 THE EXPECTED OUTCOME ................................................................................................................................................................................ 458 TAKE AWAY .................................................................................................................................................................................................. 459 CHECKLIST 13.1 ................................................................................................................................................................................................ 460

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Agile Distributed Teams

Being part of a geographically distributed team or

planning to implement one soon offers many

challenges. Agile framework faces this by placing

the focus on many key areas such as close

collaboration and the delivery of high business

value in a sustainable and periodic way.

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What I will learn in this chapter?

AGILE DISTRIBUTED TEAMS

I know how to be prepared for a distributed team.

I know the architecture required.

I learnt how to tune-up the Scrum meetings.

I KNOW HOW TO

PREPARE THE

INFRASTRUCTURE

I AM

READY TO

START THE

PROJECT

HOW TO ESTABLISH THE RIGHT

PROCEDURES FOR THE REMOTE

TEAMS

- Meet People

- Tune up Activities & meetings

- Re-enforce practises

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UNDERSTAND the challenge

Although the Agile framework is being used increasingly for product development, people are still

worried about adopting it because of various concerns, especially related to using it with

distributed teams. That is also supported by the idea that Scrum is only applicable for small and

collocated teams. Fortunately, the Agile Principles and Practices are the same whether you

work in a distributed environment or not.

As we will see, none of them need to be diminished, discarded, or modified, quite the opposite,

they must be reinforced at the core of the company and Teams.

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Don’t forget the 6th principle of the Agile

Manifesto: “The most efficient and effective

method of conveying information to and

within a development team is face-to-face

conversation.”

UNDERSTAND the challenge

The more distant the communication, the more difficult is to get good results if no supporting

practises are used.

The higher up the arrow you are, the richer and easier the communication is. We have also

seen that success rate of distributed product development is increased when communication is

structured and clear for all the parts.

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UNDERSTAND the challenge

Even with close locations, where team members are in the same geographical area and could

easily get together physically, there are many risks, such as:

- People having different priorities.

- Misunderstanding of the requirements.

- Lack of trust.

- Using documentation as a way of conveying information.

- Not having the tools to share the ideas clearly.

People don´t generally have many cultural differences when Teams are nearshore -located in

the same country or in a close place-, but when they are offshore -far away from the main

location-, the story is completely different. Individuals experience additional challenges, such as:

- Cultural differences.

- Time-zone differences.

- Language barriers.

- Lack of bonds.

- Partial communication (i.e. hearing a voice but not seeing a face)

- Placing themselves in lower “levels” of a hierarchy as a result of being in the remote

place.

Infrastructure and other resources are mainly needed in order to provide a great experience for

everyone. Unfortunately, people in those places might feel uncomfortable asking for an

investment in tools or resources to improve the quality of communication. This is mainly as a result

of a misunderstanding of the value obtained from those tools versus its costs.

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GET IT RIGHT from the very beginning

DEFINE GOOD PRACTISES

When a team is spread across various locations, a common set of practices has to be

established first in order to achieve the necessary levels of collaboration. It is very

important you emphasis on the areas that improve interaction between people.

As communication is the main key to a successful project, I recommend you to:

- Setup and keep a constant eye on an early communication procedure in the

development cycle, including all the necessary resources.

- Keep doing all Scrum meetings, such as the Daily Scrum, Retrospective, etc.

- Establish a common language between the parties.

- Make an early investment in face-to-face meetings to build the initial sense of Team.

(i.e. having the Product Owner traveling to the offshore place). This is an essential expense

to ensure better early communication.

You will see many factors that influence these recommendations later on this chapter.

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GET IT RIGHT from the very beginning

FOCUS ON VERBAL COMMUNICATION

Verbal communication in distributed Teams is one of the most important areas to improve. We

have seen that it can be limited as a result of:

- Members not being fluent in the same language.

- Accent and dialect limitations.

- Cultural differences (work ethics, intellectual property, different ideas about commitment,

etc.)

Making communication very concise, clear and giving simple instructions is always something

to work on. Written communication can also be greatly beneficial if it supports a verbal

message.

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GET IT RIGHT from the very beginning

GET THE RIGHT TOOLS

Even before teams start working on the product, infrastructure should be set up and fully

working in order to achieve predictable results. There are 6 actions that you should prepare well

in advance:

Install webcams, comfortable and high-quality headsets plus microphones on each PC.

Install an easy-to-use tool to allow people to establish a multi-user web-conference without leaving their seats.

Setup an always-on videoconference in each team’s location. A high-resolution wide-angle webcam and large screen is the most appropriate option.

This piece of equipment acts as a window between the two Teams and enables instantaneous conversations and collaboration. Additional cameras can be installed, for example, pointing at the Board/Kanban and the Continuous Build/Integration status.

Install a desktop-sharing software with virtual whiteboard capabilities in each computer and make sure people from the Team are able to create new users without

calling in an expert.

We also recommend you to check some of the available tools such as TelePresence, LifeSize, Google Hangouts, ReadyTalk, and GoToMeeting. Scrum Teams also benefit from the use of other tools such as ScrumWorks, Flowdock, Linoit, NoteApp and PlanningPoker (.com).

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GET IT RIGHT from the very beginning

Tools that offer a decentralised code management and track bugs and requirements are also needed (check this with the Scrum Team).

Set up a dedicated room with videoconferencing capabilities in order to support the

required meetings (Daily Scrum, Sprint Planning, etc.).

Organise a face-to-face workshop for the whole Team where you explain how to

use the different tools and don’t forget to re-do it when new members join the Scrum

Team.

Open the checklist “Distributed teams Infrastructure” to review the previous requirements.

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Don’t forget to rotate repeating meetings to

accommodate the schedules of all attendees!

GET IT RIGHT from the very beginning

ESTABLISH THE RIGHT PROCEDURES

In a distributed environment, adapting is mostly about removing the sense of being

distributed. It is important for you to instruct each person about the additional communication

responsibilities required when working with offshore teams. For that to happen, individuals should

make sure that the following steps are followed:

A communication procedure is defined.

a. Establish core hours

These are those hours where teams overlap/can be bothered. Remember that time

difference can be considerably different in distributed Teams. The goal of the

team should be to create the best possible product and for this to happen, the sub-

teams should be able to work together. When the workday for one sub-team is over,

the other should be able to continue working without about issues. For this to

happen efficiently, both teams must work together, and possibly overlap, to share

work without quality suffering. The most important aspect to remember for all

teams is to respect the time of other teams.

b. Make an agreement on communication channels.

c. Wherever possible, conversations should take place live rather than via email.

Establish a preferred way to document a conversation. We recommend you to

place the outcome in a visible place near the Team´s board

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GET IT RIGHT from the very beginning

Role’s availability is established.

If you are using Scrum, it is imperative for the Product Owner to communicate to

the Team that it is acceptable to call her if they have quick or urgent questions,

without requiring any pre-scheduling, otherwise members could keep crucial

questions hidden under the carpet for days. This practise should be emphasised to

help remove the burden of sending emails. A good way to reinforce it is by making

the Product Owner’s information available in the following way:

Antonio Fernandez (Product Owner)

Call me if you have questions.

Desk: +34 12345678 mobile: +34-987-654-321

Skype: [email protected]

Office hours: Mon-Fri, 9.30am-7pm Spanish Time

Malta Time= 10.30pm-8pm

For urgent call me on my mobile

Mon-Fri 9:30am-9:30pm

CE Time = 10.30am-10.40pm

A facilitator is chosen on each side.

Having a facilitator in each location is highly recommended when you have

distributed meetings: it makes things run smoother and removes any additional

roadblock before the event happens. In one place the Scrum Master can take it,

while in the other, a Team member or another person with can be designated.

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GET IT RIGHT from the very beginning

Meetings are planned for longer time-boxes.

Virtual meetings take slightly longer. Everyone should understand it beforehand

and accommodate the times accordingly. A good Scrum Master is creative and

thinks about new ways to get individuals engaged in the meeting, such as using the

Round Robin technique, Pass the (electronic) Pen, etc.

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FOCUS on the Team

PRODUCT OWNER

If the Product Owner is in a different geographic location, he should be actively involved and

committed. He should be clearly available and make sure the Team understand that they can call

him and ask questions if needed (review the “Establish the roles´ availability” section).

You should always avoid:

Having a Proxy Product Owner as they will rarely have the depth of domain expertise or

the decision-making authority.

Handling questions to the Product Owner by email unless they support a conversation.

Having the Scrum Master as the person responsible of compiling and emailing questions

to the Product Owner or back to the team. This creates an unnecessary bottleneck.

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FOCUS on the Team

SCRUM MASTER

Many of the new responsibilities are related to maintaining the optimal conditions for the

Team and continuously removing the sense of being distributed. The Scrum Master needs

to be creative and think of new ways to enforce the Agile and Scrum principles and values.

Another area is to make sure that all facilities and tools are fully working before a meeting. A

strong emphasis on coordinating everyone in order to remove local and remote roadblocks is also

required.

DEVELOPMENT TEAM

When the team is split between several locations – for example, some members located in

Barcelona and others in the Casablanca, the challenges are often multiplied. In here, the level of

coordination, cooperation, and teamwork that is necessary to deliver working software is

even more demanding.

This is what we love:

- Spend periods of time working side-by-side with each other.

- Being co-located for the entire first two Sprints of the project.

- Defining Team Working Agreements when co-located and having quality time to do a

couple of retrospectives (Check Chapter 7 for more details about Agile Retrospectives).

- Setting our code standards & good development practises, Definition of Done

(DOD), Quality, Coding Conventions, and core hours.

It is good practise to regularly send a team member to travel to the other location to work side-by-

side with their colleagues. Another idea to improve interaction is to organise Brown Bags

session. A Brown Bag is a very short training or seminar taught during lunchtime by one member

to the whole Team about something she recently learnt (technology, tool, etc.). Implementing

these practises could be so much cheaper than its alternative: a low in morale and unproductive

Team.

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REINFORCE the practises Agile Practises in distributed projects are not removed but adjusted to the new reality; all roles,

meetings, and artefacts are always present. The main difference is that they need to be

implemented in a way that overcomes differences between time-zones, geographical locations and

cultures. Technical practises are also needed in order to align people and reduce technical debt.

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All the Extreme Programming (XP) Practises

including Continuous Integration and

Deployment are extremely helpful in here.

REINFORCE the practises

TECHNICAL PRACTISES

There are a number of practices that are important for the Team´s success. Firstly, all team

members need to have the same development environment (IDE’s, plug-ins, code quality

checking configurations, Continuous Integration, etc.). It removes ambiguities and reduces

problems caused by inconsistencies between the locations. Secondly, all the Extreme

Programming (XP) practises should be widely implemented (check Chapter 11) to ensure good

quality code and alignment. A shared community can be created and maintained by the team in

order to share their selected best practises.

Remember that frequent and small increments are an excellent practise as they are more

manageable than the big ones.

It is vital that the required knowledge, capabilities and skill levels are evenly distributed across

both locations as an imbalance can result in less value produced each Sprint. The following

tools/practises are also something that will make the product development more fluent:

- A shared Continuous Integration server with a visible build status.

- Use of Test-driven development.

- Instant Messaging client available.

- Shared digital whiteboard for design and architecture discussions.

- Team wiki with project standards and personal details.

- Shared bug tracker.

- Team calendar, showing release dates, Sprint dates, holidays, etc.

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REINFORCE the practises

DISTRIBUTED GOOD PRACTISES

There are 5 good practises that can make your distributed Team shine:

Always search for new ways to remove the sense of being distributed and

find the means to emphasise the Agile Values and Principles.

Minimise the impact of distribution. Effective distributed Agile development is

about finding the right mix of talent at every location.

Distribute Work Evenly. Make sure all team members understand their role and

have fairly equal workloads. A retrospective meeting is a good place to discover and

analyse how load affects them.

Set-up an effective pair programming scheme. Make sure individuals are able

to pair with someone remotely on a daily basis. If this solution isn’t possible, try to

replace pair programming with an equivalent practise.

Be aware of the different cultures and communication styles. Team members

are exposed to different situations during the life cycle of a large distributed project.

Being aware of cultural differences can help everyone understand how they work.

People can have different ideas about authority and that needs to be taken into

account during interactions. For example, it is fine to say “No” in Western countries

even to someone with higher authority. In many Indian and Asian cultures, the

appropriate response in the same situation would be “Yes” because one represents

more authority.

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Organise a first and second sprint with

everyone co-located for members to build

trust. This consolidates relationships and

facilitates the huge amount of information

initially conveyed.

TUNE UP meetings & activities

SPRINTS

A shorter sprint (2 weeks) is always recommended as it allows people to increase the number of

feedback loops for the company. One good option is to start with this size and adjust it later.

You can expect lower performance in the first iterations as people require some quality time to get

used to the way they work, distance and tools but it should improve shortly after it.

Remember that trust is one of the main barriers when working remotely. If you are using Scrum

and you build a strong human relationship between all the members (e.g. Product Owner and

Team), issues can be sorted out easily.

Picture is extracted from blog http://jackass-3d-contest.wonderhowto.com/inspiration/trust-fall-0119323/

However, if the trust isn’t there, concerns will accumulate over time and translate into negative

events about the other party. It is tremendously difficult to undo these thoughts about others once

they have taken hold; at that point, the relationship has reached their lowest point, and every

interaction between individuals will be difficult and minimally productive and people will start

spending time documenting interactions rather than building software.

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TUNE UP meetings & activities

PLANNING MEETING

Another issue in distributed teams is the fact that they have less available time due to lack

of time zone overlap. In order to successfully manage that, you should:

- Split the Planning session into 3 shorter sessions over a couple of days (walk through

items & questions, break down and estimate items, follow up questions and forecast)

- Maintain a reasonable workday If one team stays up too late.

- Make sure Product Backlog Refinement is done regularly and in a convenient way for

everyone.

It is important that the Product Owner clearly explains the product Vision and Scope and make it

available and visible to all the members of the Team.

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Remember to plan the Sprint Review for a

time when the entire Team (including

offshore/nearshore people) can participate

and join in on discussions.

TUNE UP meetings & activities

SPRINT REVIEW

Sprint Review serves the Product Owner and Team to inspect and adapt what has been

produced in the current Sprint. As adapting is an on-going and slow process, it can take a few

sprints until rework is reduced.

It is a good idea for locals and remote people to demo the features. Take into account that having

just the local team showing everything can create negative feelings for the offshore members.

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TUNE UP meetings & activities

SPRINT RETROSPECTIVE

A retrospective helps the Team, Product Owner, and the Scrum Master grow, mature and

improve their processes. It is clear that the more distributed the team, the more issues there will

be. As much as you can, try to identify problems as quickly as possible and test a practical

solution during the Sprint. If the Product Owner is remote, having her in person during some

retrospectives is an option that always brings good results. If that is not possible at all, focus on

having a visual retrospective where people can clearly see the other´s facial expressions and

body language during the different phases.

Extracted from the book Agile Retrospectives – Making Good Teams Great - Esther Derby and Diana Larsen

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TUNE UP meetings & activities

PRODUCT BACKLOG REFINEMENT

In the same way as a non-distributed refinement activity, teams find particularly important to

dedicate time during the Sprint (typically 5-10% of their availability) to improve the Product

Backlog. The structure is the same as the “Full Product Refinement” explained in chapter 6

“Agile Planning” but, as the Team is distributed, the dedicated room explained should be used.

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TUNE UP meetings & activities

DAILY SCRUM MEETING

If the Team is in a different location than the Product Owner, you should hold the Daily Scrum

meeting live via webcam each day, at a core-working hour (comfortable time for everyone). If

there are no working hours that overlap, you should:

- Organise the meeting at an hour that is inconvenient for one side or the other (if one

side needs to stay 2 more hours, they should be able to come late the day after)

- Allow them to rotate.

- Use Virtual Kanban or Webcam pointing to the board can be used to display progress.

- Have someone write a quick summary and email everyone.

If no overlap is possible, the Daily Scrum meeting should be recorded with a video camera

and emailed to the other Team and played at their next Daily Scrum meeting. This activity should

be repeated in reverse.

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TUNE UP meetings & activities

SCRUM OF SCRUMS

Scrum of Scrums can be used to synchronise multiple Teams. Each Daily Scrum meeting ends by

designating one member as "ambassador" to participate in a “special” Daily Meeting -called the

Scrum of Scrums- with ambassadors from other teams. Depending on the project context,

ambassadors may be technical contributors or each team's Scrum Master.

The Scrum of Scrums meeting proceeds otherwise as a normal Daily Scrum, informing the

rest of members about progress and detecting impediments. The Scrum of Scrums will track

these items via a backlog of its own, where each item contributes to improving between-team

coordination.

Another technique widely used is having one member visiting another team´s Daily Scrum. In

here, the person acts as an observer only, just taking notes and looking at the progress. This is

particularly useful when you have a team depending on the outcome of another or when the

features produced by a Team might have an impact in another Team.

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TUNE UP meetings & activities

ARTEFACTS

As we have seen, written artefacts are used as long as they are brief and support live

conversations. Distributed teams generally use electronic Kanban boards, shared Product Backlog

files (i.e. Wiki or a Google docs) with clear conditions of satisfaction attached and pictures in the

form of sketches. Some teams find also useful to have a demo server where the Product

Owner can review functionality on a daily basis. Simplicity must be the objective.

Finally, always remember when you create virtual meetings to include a brief explanation of why it

is needed, the points to be discussed and the outcome expected. You can also include here

something to be read by people before the meeting begins.

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THE EXPECTED outcome

After using the advice and tools detailed, you should expect to get:

A larger pool of people available.

Teams performing as if they were local and following Agile & Scrum values and

principles.

A great level of synergies and morale.

People feeling confident and trusting each other.

All requirements and decisions flowing instead of being stuck as a result of geographical

distances.

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TAKE AWAY

REMEMBER

IT infrastructure and project management tools need to be fully integrated with overseas offices.

Focus on improving communication & collaboration as an on-going activity.

Test-Driven development and Continuous Integration are vital tools.

Team experienced in Agile methodologies can perform initially better.

DEEPEN YOUR KNOWLEDGE

Agile Distributed Teams – Scaling agile

BENEFITS

Access to larger pool of great and scarce technical people.

Cost savings while keeping quality.

Have different points of view that can make products richer.

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Distributed Teams Infrastructure

Checklist 13.1

Version 1.0

DATE: __________

Audience and Context

This checklist will help to person responsible for Agile change to ensure, that infrastructure has the

right set-up for distributed teams.

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Task

Comments

1. Before the project starts

Webcams were installed on each PC and are working.

Comfortable and high-quality headsets with microphones were installed on each PC.

An easy-to-use software or online tool to allow people establish a multi-user web-conference is available and users were created.

An always-on videoconference using high-resolution wide-angle webcam and large screen between team’s locations were set up.

Additional cameras pointing to the Kanban and Continuous Build status were set up.

A desktop-sharing software with virtual whiteboard capabilities was install in each PC.

I made sure that people from the Team would easily be able to create new users without the need to call me.

I installed a decentralised code management.

I checked with the Team and installed the required tool to track bugs and requirements.

A dedicated room with videoconferencing capabilities in order to support the required meetings was set up following the picture in the manual.

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Task

Comments

I organised a face-to-face workshop for the whole Team on how to use the different tools and we tried them all.

I created a document and explained the Team what happened when a new member joined the Team.

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