Scaling Agile For Enterprises with Distributed Engagement Models
I would like to share my experience in consulting and managing a distributed team - Identification of strategies for a transformation of "a lifeless program to a Successful Program " and journey from "Collective Inception to Collective delivery"
This becomes challenging especially with a complicated -distributed engagement model for our client which is a reputed and huge enterprise with presence in every corner of the world.
In a complete globalized world, the major bottleneck for a huge enterprise is the effective functioning of globally distributed teams despite using Agile,lean.
In my presentation, I am going to share the approaches that we tried to address the pain points including the following:
- Not even able to plan the Iteration planning meeting - Iteration planning not producing the outcome despite hours of planning meeting
- Manage dependencies between teams for a collective delivery
- Communication channel between teams (Change how you communicate/coordinate)
- To bring the organic coherence between teams despite the cultural difference
- To also worry about the unknown interfaces & disastrous scenarios
- Different team communities with different process and practices impacting the other team’s delivery
- To sustain the work ecosystem for all the teams
- Inoffensive collective Retrospective for a constructive learning
- Major Natural pain point – “its not the distance, it’s the time zones”
- Above all, Conflict Resolution
Eg: one part of approach which we tried was "Mountaineer-Diver Model".
Impacts of above are listed below:
- Dynamic Dependecy resolution between teams ( instead of long hours of call for each dependency)
- Collective , Objective planning for all the teams by matching the dependencies so that the delivery is not affected and also "All teams walking in same speed"
- More common understanding and project focus in all teams (Frustration with the team members reduced)
- All members from different teams directly interact and work even they are distributed ( as they spend some time physically working together as "integration teams")
- As a result of above -> 2 key metrics improved :
- Velocity of all teams improved
- Development and Testing complete even before the deadline -> Delivery before the scheduled date
- Very less time spent in meetings for conflict & dependency resolutions, planning , etc..
"Project execution was the key success".
This will help in approaching the issues pragmatically , dynamically and also help understand how its better to make a hybrid out of multiple tools rather than using only one single process tool.
Outline/Structure of the Case Study
- Introduction setting the context about the Business & Engagement models involved in the pursuit
- Explaning each of the bottlenecks in the distributed and larger scale and our approaches
- Mountainer Diver Model
- Integration team
- Reduce the time in meetings
- Multiple roles taken by many
- Our excercises on Building trust
- Thundering the voice of customers , users, clients
- No Estimates pilot
- Feature/Business value driven delivery rather than Quantified delivery
- Feedbacks on this kind of transformation from Business Stakeholders , Tech Stakeholders and Client
- How the approach turned out hybrid
- Summary and Conclusion
At the end of the session, audience will get to know the following:
- Make the journey of "Collective Inception to Collective Delivery" successful
- Build not only your teams but also other tech partner's distributed teams
- Reduce the geographic gap by trust between teams and solidary between teams
- Think for your own project's situation and challenges rather than implementing blindly relying on one single process as a solution tool to the problem
- Always be dynamic in solving , changing approach
In Short - "Scaling Agile to the next step of solving larger problems with larger teams and not only with small teams".
Iteration Managers, Business Analysts, Project /Delivery Managers, anybody who is related to these roles
schedule Submitted 5 years ago
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- Building trust between distributed teams: cross-pairing, align on core work hours across time zones, joint showcases and retrospectives (shared responsibility)
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