Building High Performance Distributed Scrum Teams

(anonymous)

Working with distributed teams is a necessity driven by globalization and outsourcing in today’s business world. Being effectively agile with these distributed teams is always a challenge. The challenges multiply when such teams consist of team members from different cultures working thousands of miles apart. Organizations are required to have teams that perform despite of challenges faced by such teams. They need to adapt to stay in business. But to get ahead in business, only adaptation doesn’t
help, they need innovation as well.
The session doesn’t cover any theoretical part of Agile but an “all practical”
approach that has been tried, tested and verified. This session talks about how challenges with distributed teams can be transformed into opportunities for building high performance Scrum teams in distributed environment. The session shares best practices and lessons learnt with execution of Scrum in highly distributed team covering over seven different locations across geographies.
The session will closely look at common challenges faced by distributed Scrum teams and how a simple restructuring of such teams can resolve many of these challenges. The session will put forward effective ways of building high team synergy in a cross cultural environment. The session will also cover few simple ways of using Lean techniques to identify potential improvement areas and to make impactful improvements.

 

 
2 favorite thumb_down thumb_up 6 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

(anonymous)

The session will be done in discussion mode where presentation and Q&A goes hand-in- hand for effective understanding and sharing of contents. The session will include real life examples for justifying the approaches mentioned during the presentation. There will also be few ice-breaker relevant stories and questions to keep the audience engaged.

The flow of the session will be as follows:
1. Common distributed Scrum team structures and associated challenges.
2. Restructuring distributed scrum teams for positive impact.
3. Creating team synergy in cross-cultural environments.
4. Making teams self organized.
5. Going beyond adapting, towards innovating.
6. Common focus areas for improvements.

The ideal duration for presentation will be 1 hour based on available time slot.

 

Learning Outcome

(anonymous)

The participants will learn, using a practical example, ways to make their
distributed Scrum teams very high performing teams. They will realize how putting people over processes can do wonders to the output given by their team. The participants will gain lot of insight into execution of Scrum in distributed model
and ways to transform challenges posed by distributed model into opportunities. The session will make audience realize how small changes can make big impact on the performance of the team.
The participants will get insight into following areas giving them key takeaways for building high performance distributed Scrum teams.


1. Common distributed Scrum team structures.
2. Challenges with distributed Scrum team structures.
3. Restructuring distributed scrum teams for positive impact.
4. Creating team synergy in cross-cultural environments.
5. Making teams self organized.
6. Going beyond adapting, towards innovating.
7. Applying Lean.
8. Common focus areas for improvements.

 

Target Audience

The audience can range from an individual working as a part of Scrum team to an individual at leadership role making decisions on IT strategy including outsourcing.

schedule Submitted 4 years ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Pavel Dabrytski
    By Pavel Dabrytski  ~  4 years ago
    reply Reply

    Hi Manish,

    love your topic, and would love to learn more.

    in order to increase your chances to get accepted I would suggest to do in 45 minutes.

    In process section, you need to add more info for each point (1 to 9), just description what you will talking about in 2-3 sentances, also add duration for each of them.

    Also is it a lecture type presentation? Do you plan any interactions with the audience?

    If it is a lecture, people generally struggle to focus for more than 45 minutes.

    tip: it is better to edit the proposal itself instead of putting info into comment replies. This way we can save reviwers time.

    Thank you very much for submitting you proposal to Agile India!

    Regards. Pavel.

  • Ravi Kumar
    By Ravi Kumar  ~  4 years ago
    reply Reply

    Hi Manish,

    Thanks for the submission.

    There a lot you are trying to cover and there is not enough clarity in what exactly one would lear/take away from the experience your are sharing. It is quite difficult to justify 90 min presentation for the participants to sit through. I would strongly suggest the following.

    1. Shorter more crisp synopsis that will reduce the time slot.
    2. Choose a practice or few that you have implemented in a unique way which has produced some significant positive results.
    3. Add some of the links to some similar talks/presentations/blogs that would help the participants get some more insights attract them to your session.

    Thanks and regards,

    Ravi

    • Manish Sinha
      By Manish Sinha  ~  4 years ago
      reply Reply

      Hi Ravi,

      Thanks for your suggestions! 

      This is actually a case study where I was the Scrum Master in a highly distributed team and made lot of changes with Agile setup that I inherited thereby acheiving great results. There are multiple topics mentioned as I will be covering whatever I did related to that point.

      But as suggested, this can be condensed into one hour session.

      Regards,

      Manish Sinha

  • Sudipta Lahiri
    By Sudipta Lahiri  ~  4 years ago
    reply Reply

    Hi Manish

    I like the overall theme but do agree with Ravi... even 90min seems short to do justice to all the 7 points that you have mentioned. If you stick to only the basics, then it will become a very familiar content for anyone who is verse with Agile/Scrum. So, I think one should take the Top 3 where you think you will have the most impact and drill deep into the same.

    Also, can you pls give some background of yourself, is this based on a particular case study or your general accumulated experience?

    Regards
    Sudipta.

    • Manish Sinha
      By Manish Sinha  ~  4 years ago
      reply Reply

      Hi Sudipta,

      This is actually a case study where I was the Scrum Master in a highly distributed team and made lot of changes with Agile setup that I inherited thereby acheiving great results. There are multiple topics mentioned as I will be covering whatever I did related to that point.

      I have done this presentation in past and this easily takes 90 minutes with Q&A going on during presentation.

       

      Please let me know if you have other questions.

       

      Thanks,

      Manish 

  • Naresh Jain
    By Naresh Jain  ~  4 years ago
    reply Reply

    Manish, request you to respond to the comments below.


  • Liked Amoli Upadhye
    keyboard_arrow_down

    Amoli Upadhye - Scale up Agile - Cheers to complex, systems integration mega - projects!

    20 mins
    Experience Report
    Intermediate

    Large systems integration projects form a large majority in typical corporate IT departments. With growing agile methodology adoption and its proven success rate in small / mid – sized projects there is a strong interest in case studies where teams have scaled Agile for XL size project execution

    Such large integration projects warrant natural complexities and teams rely on scaling existing agile practices to be able to up their game. As these projects are high risk / high value candidates, it is critical that project teams deliver them smoothly while rallying various stakeholders involved.

    This session would describe how agile principles can be elastic enough to help teams achieve just that!

    It describes exactly which agile principles have helped me (more than others) to influence my Product Owner-ship on my big, fat COTS application product tied to many upstream / downstream systems and even more stakeholders

  • Liked Yashasree Barve
    keyboard_arrow_down

    Yashasree Barve - Why can’t Enterprise have all the Fun? –Tales from Enterprisy DevOps Land

    45 mins
    Case Study
    Intermediate

    In the age of continuous deployments, where Googles and Facebooks of the world push newer features every now and then, without any down time to millions of users! Enterprises and Users of internal IT systems within Enterprise are still stuck with old time consuming processes that take ages to churn out new features to business. Why can’t Enterprises have this fun!


    This is a story of an Enterprise that adopted and got mature in its Agile Adoption. The sponsors could see value every sprint, but it took time to translate this value to end users. Drive to sustain agility as well as getting things out to end users quickly needed to take a great momentum.


    Experimenting with DevOps came as a natural extension to this Agile-Scrum adoption. We would like to talk about the how the idea of DevOps implementation in this Enterprise originated, the various challenges met at the initial stages, carving the road map and our journey. We would highlight the benefits that we reap out of this effort as well as share best practices from what we have learnt.

  • Liked Prerna Kale
    keyboard_arrow_down

    Prerna Kale - Cent Cent Business Value! A Sneak Peek at sprints from evolving design/UI, getting right priorities to delivering $$

    Prerna Kale
    Prerna Kale
    Senior Product Owner
    TCS
    schedule 4 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

     

    We want to share experience of working on a complex project, with deadlines set upfront and all players distributed. Perhaps argued as a complex combination to have but yet we were right there, on time enabling the new tool there. Reporting systems often have evaluation cycle that have imperative timelines to start and freeze, hence working for a huge system was not easy. Right agilist mindset with right agile practices helped us meet this. As a Product owner I jostled with eight experts using one system with some variation for their own service lines. We want to show how we leveraged the benefits of distributed teams balanced the challenges, kept the UI flexible enough to accommodate 8 expert reviews, and how our evolving architecture designed a system that had the most used and important features for the users to try hands on..

    Introspecting and sharing how we ensured Cent Cent business Value:

    - Kick off the project with eight stakeholders that got the ball rolling
    - Identifying the 30 % that was core to the business
    - Inspecting, and adapting to constant changes with modular designs
    - Getting stakeholder agree on priorities
    - Release Backlog with stories and design with validated acceptance criteria
    - Managing challenges and ensuring meeting needs seamlessly with truly distributed teams (Distributed PO/Designer/Architect/ Team/ Stakeholders)

    How important is it to dig the core 20-30% in projects with deadline upfront and ways to do that.. Prioritization techniques that enabled mutual agreement on the needs. Backlog with designs that reduced the development time. How work effectively with distributed teams, by building trust, keeping motivation and sharing the definition of done- yes we lived it and did it! We want the audience to explore it all with us and be open to take up and successfully meet the projects with distributed agile teams and tight deadlines yet agile :)

  • Liked Manik Choudhary
    keyboard_arrow_down

    Manik Choudhary - Making of Innovative Solutions: Lean Start-Up and Design Thinking Practices

    Manik Choudhary
    Manik Choudhary
    Manik Choudhary
    SAP Labs
    schedule 4 years ago
    Sold Out!
    45 mins
    Case Study
    Advanced

    Content :

    I will showcase Real Case Study on how Innovative Solutions can be developed using a mix of tools and techniques from Lean Start-Up ,    Design Thinking, User Story Mapping and Lean & Agile Development.

    - Lean Canvas is 1-page document that describes Business Model.

    - Design Thinking is an iterative innovation approach to develop the “Right Product”. Various phases of DT are 1. Understand 2. Observe 3. Define 4. Ideate 5. Prototype 6. Validate.

    - User Story Mapping helps teams get a common understanding of requirements from the user's point-of-view and facilitates creation of clearer backlog items.

    - Lean is right way to reduce waste and to efficiently and rapidly deliver high quality products.

    Summary :

    How the tools and techniques from Lean Start-Up, Design Thinking, User Story Mapping and Lean Development helped us in developing Right Innovative Solution in the right way.

     

  • Liked Sarika Nagvekar
    keyboard_arrow_down

    Sarika Nagvekar - Learn the knack of implementing distributed scrum in workplace

    45 mins
    Case Study
    Intermediate

    Nowadays most of the projects have more than one team working on them also the team members are distributed at varoius sites.
     
    The knowledge of working with agile distributed team is essential in the current scenario.
    In this session We would like to focus on a case study for gaining more insights on how to scale and how to work with agile distributed teams.

    - Manage cordination with two or more teams.

    - Conduct iteration planning and syncrozise work, irrespective of the number of teams.

    - Probe the varoius challenges facing distributed teams and resolve them. (Example Lack of Communication, Minimum Team Overlap, Requirements Discontinuity, Cultural Barriers).

    - Achive good team allocation, how to interacte with team members, and how to coolaborate and choose the best meeting timings across all time zone.

    - Apply immediate practical advice, where ever the teams are distributed.

  • 45 mins
    Talk
    Beginner

     Prioritization, Accountability, Inspect-and-adapt, Rhythm, Feedback, Collaboration, Self-Organization, Focus form the key principles of Scrum Methodology. And it is the Scrum Ceremonies which help ensure that this essence of Scrum remains intact through following of the above principles. Scrum Ceremonies give project teams a wholistic framework to ensure smooth Scrum implementation and effective project delivery.

    The key Scrum Ceremonies are as listed below

    • Release Planning & Sprint Planning ( consisting of Backlog creations and grooming and Estimation )
    • Daily Scrum
    • Sprint Review
    • Sprint Retrospective

    The scope of this presentation is to share:

    • Deeper understanding of objectives behind each ceremony
    • Benefits of each ceremony
    • Challenges and Common Mistakes related to each ceremony
    • Effective techniques of conducting the ceremony to get best advantage out of it
  • Liked Prajakta Thakur
    keyboard_arrow_down

    Prajakta Thakur - Avoiding Common Scrum Mistakes : A Chicken & Pig Story

    45 mins
    Experience Report
    Beginner

     

    Scrum Team’s success depends totally on how the Product Owner, the Scrum Master and the Scrum Team perform their responsibilities well.

    Product Owner’s is a multi-faceted role. A PO undertakes a range of responsibilities like maintaining product backlog; prioritizing items as per business value or return on investment; conveying vision and goals to the team, engaging customer, participating in scrum ceremonies, monitoring product progress, liaising with team for effective delivery and so on.

    Scrum Master has the onus to protect the team from outside interference, help the team resolve impediments , guide the team and PO to effectively adopt Scrum Processes, monitor the project without command and control

    Whereas a cross functional Scrum Team of Developers, Designers, Architects, Testers,etc. have to undertake functions like Analysis, Estimation, Design, Development, Testing, Deployment in an effective manner. They have to self-manage and self-organize to achieve committed deliverables and hold accountability for the success of each iteration

    Type of product, product lifecycle stage, project size, domain knowledge of the team are various factors which further govern what all responsibilities a Scrum Team needs to shoulder. With such huge gamut of responsibilities to be managed, it is bound that a Scrum Team commits mistakes.

    This session attempts to showcase some of the common mistakes, which Scrum Teams commit and ways to avoid these mistakes. Awareness of these common mistakes or lessons learnt will help teams to prevent such scenarios and ensure effective delivery.

  • Liked Angeline Aggarwal
    keyboard_arrow_down

    Angeline Aggarwal - Being Agile in a Non-agile World

    45 mins
    Talk
    Intermediate

    Software projects are all about collaboration – within teams, with external teams, external agencies, etc.Executing a project as a stand-alone team even in a sterile agile environment can be challenging. But what happens when you have to additionally collaborate with other non-agile teams to accomplish project goals?

    Non-agile teams follow different processes, have different priorities and most of all have a different mindset. How, as a Product Owner, can you plan sprint goals and milestones, get these teams to buy-in to your project vision and take time out to prioritize and help accomplish your project goals.

    In my session, I will share my experience in working with non-agile teams. I will explore the challenges that both teams face, and share practices and solutions that, if adopted, could make the end-result a win-win for all teams involved.

  • Liked Yashasree Barve
    keyboard_arrow_down

    Yashasree Barve - What Works and What Not! A Portfolio Lead Retrospects

    20 mins
    Case Study
    Beginner

    Enterprises are complex, and so are the development groups within those. Being agile definitely enables the software development groups to deliver high value and high quality software with speed for even within an Enterprise.

    However legacy applications along with the overall Enterprise landscape pose its own challenges that are outside of the scrum framework to solve. Multiple Small scrum teams though working on separate applications need to be cohesive with a big picture. As a portfolio lead, who owns multiple applications and teams related to a portfolio within an Enterprise is a Chicken in scrum terminology. The expectation from the role is that of leader, scrum master as well as an Architect providing technical and functional oversight to the teams within the portfolio. The idea is to be a leader and not a manager in the true spirit of scrum.

    This session is about a retrospective of my work life as a Portfolio Lead who takes care of multiple scrum teams, and applications. I would like to speak about the top 3 challenges faced such as Scaling Production Support / Knowledge Retention for applications delivered through Scrum, Impact of Organizational Transformation initiatives on the scrum teams, and Multiple Stakeholder Expectations / Conflict Management through real life examples of my work. I would retrospect what I did, and discuss and debate what worked well, and what did not during this journey of mine.

  • Liked Yashasree Barve
    keyboard_arrow_down

    Yashasree Barve - Seven tales from an Ever-invigorating Agile Development Group

    45 mins
    Case Study
    Intermediate

    The constant quest in one’s mind to find Nirvana, of excelling the way we work, is never ending. Starting to do scrum is only the beginning of 'Being agile'. 'Being agile' attributes to constantly re-inventing and improving the way we develop software.

    We would like to present a case study of a development group that has adopted agile, and not shied away from trying newer things to keep scrum adoption true to the spirit of agile. We would discuss seven most powerful initiatives we practised over last 6 years to keep our developers and business excited about being agile and maximizing business value delivered. These initiatives defined the way we constantly evolved, got the new joinees of this group into the culture of agility and ensured that we are relevant to the need of hour.

    This talk would comprise of motives behind thinking about these initiatives, vision, road map as well as the way we executed them by engaging our whole development group. We would also like to highlight challenges we faced, and the benefits we derived out of these initiatives.