Making Distributed Agile Teams Work Ravi Narayana. October, 2018

Transcription

1 Making Distributed Agile Teams Work Ravi Narayana October, 2018

2 Introduction Ravi Narayana 23 years of experience in defining technology led enterprise transformation strategy and, leading large complex business and IT transformation programs Worked in different industries - High Tech, Health Care, Manufacturing, Retail, Oil & Gas Engagement Director, Global IT Services Company BE, MBA, PMI Certified Project Manager linkedin.com/in/ravinarayana1 findravi

3 How can you be more responsive with right solutions at lower cost? How can you be Agile? How can you operate as Agile? Why distributed Agile Team? How does servant leadership look like? What are the strategies and models leaders can adapt?

4 Innovative companies with agile leadership Advancing Adaptation and Efficiency Simultaneously Making Innovation More Efficient Balancing Innovation with Product Reliability

5 An organization structure is key for agility People, processes, technology and innovation Functional Projectized Matrix Grouped by Area of Specialization Bureaucracy Silos PMs have control Top-down hierarchy Best of Projectized, Functional Agile Adaptability, Innovation, Velocity People Centered, rapid learning, fast decision >> A New Way of Working >>

6 An agile organization characteristics Why Distributed Agile Team? Shared purpose and vision Focus On Value Players are not always co-located Servant Leadership Co-Located / Distributed Customers are distributed Global business Team Size Rapid Decision Making Empowered Team Global work force Resources from Merger & Acquisitions Technology Learning / Coaching According to Forrester, only 12% of agile development shops at large companies have 100% co-located teams. The survey was based on 1,867 respondents. ¹ ¹ Forrester, Get The Most Out Of Distributed Agile Teams, April 27, 2017, accessed April 17, 2018,

7 Assessing the organization for distributed agile teams Skillset and Expertise Type of work / project Organization Maturity Source: 12th Annual State of Agile Report Organization Capability

8 Distributed agile team strategies and models Choosing the right agile team location model Model 1 Co-located (Local) Model 2 Partially Distributed Model 3 Significantly Distributed Model 4 Fully Distributed Business Knowledge at Distributed Location Not Applicable Medium to High High High Communication Effectiveness Face to Face /Online Phone /Online Phone / Video /Online Phone / Video Nature/Criticality Of Project Urgent / Regulatory / Volatile All Except Urgent / Regulatory / Volatile All Except Urgent / Regulatory / Volatile All Except Urgent / Regulatory / Volatile Organization Agile Maturity Nil to Low Low to Medium Medium to High High

9 Distributed agile team capabilities Agile capabilities of team are critical for organizations who wants to move from Local model to distributed model Build business knowledge and expertise at distributed locations Balanced team composition at distributed locations Balanced distribution of work across distributed locations Consider time zones across distributed locations Use simple and matured communication tools Do a bit more up front planning Create one team, common vision culture

10 Distributed agile team challenges, benefits & metrics Challenges Benefits Metrics 1. Local Business Knowledge 2. Communication & Trust 3. Enterprise Architecture 4. Culture 5. Language Differences 6. Time Zone Differences 1. Access to large pool of experts 2. Lower Costs 3. Speed to market 4. Access to newer markets 5. Acquisitions 6. Expand innovation 1. Team Health & Maturity (Leadership, Culture, Clarity) 2. Delivery and Performance (Features Delivered, Defects, NPS) 3. Business Outcomes (Results)

11 Questions and Answers