John Okoro (Auspicious Agile) & Hugo Messer (Ekipa.co) & Savita Pahuja. Distributed Agile in Large Scale Teams

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2 John Okoro (Auspicious Agile) & Hugo Messer (Ekipa.co) & Savita Pahuja Distributed Agile in Large Scale Teams

3 Agenda Kahoot: test your knowledge Introduction to our Distributed Agile Approach Using Agile Scaling Approaches with Distributed Teams How leadership impacts distributed Enterprise Agile teams

4 What is Distributed

5 What is Distributed

6 Test Your Distributed Knowledge! Facilitated by Savita Pahuja

7 Introduction to the Distributed Agile Approach Making distributed agile work is a balancing act, pushing the right buttons at the right time There is no path to success Our Approach gives guidance for all levels

8 Our Distributed Agile Approach

9 Introduction to the Distributed Agile Method Within each bubble, we provide: Questions: analyze your pain points Virtues: spread the right behavior Practices: implement stuff

10 Culture: Questions Questions Do we have an 'us versus them' paradigm? How does each culture perceive hierarchy? How much 'self organisation' do we expect?

11 Us versus Them US versus THEM

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13 Self organisation

14 Culture: Virtues Empathy: accept differences, 'jam' with them Openness: discussing the impact of cultural differences Awareness: becoming aware of the differences

15 Culture: Practices

16 Empathy Plan

17 The culture Canvas

18 Distributed Agile Scaling There are many Agile scaling methods today LESS, SAFe, Disciplined Agile 2, RAGE, NEXUS, SoS, They do a good job of teaching us approaches to use Agile in the enterprise What they don t teach us is how to work as a distributed team In the most recent State of Agile survey 86% said they had at least some distributed Agile teams

19 Shu Ha Ri & Distributed Scale When using an Agile Scaling Framework with distributed teams the framework should be Shu The framework should provide guidance, but the organization should evolve beyond the guidance

20 Selecting a Framework that works distributed

21 Organization Virtues to Consider Virtues Agility: keeping an open mind in respect to models; avoid bureaucracy Self organization: let teams figure out stuff Collocated teams are simpler Direct access to stakeholders: avoid the middle man (a product owner facilitates teamuser interaction instead of being 'in between', no team leads, no hierarchy) wiki is key; sharing knowledge, visions, feedback using the right tools Cross-functional teams at different locations Aligned agile transformation vision at different locations

22 Some Examples from a SAFe Case Study might be good to not call it case study, so we leave in the middle whether we were involved in this or not. I think it would be strongest to have a case that we were part of, but unfortunately I Accenture SAFe Case Study gives some good examples of how one might distribute teams at scale

23 Some Examples from a SAFe Case Study is there a way for us to link our virtues or Good practices idea - on I will leadership add some directly virtuesto the case study? Otherwise people might not see the connection between our story and the case? Virtue - Cross-functional teams at different locations

24 Some Examples from a SAFe Case Study Virtue: Collocated teams are simpler Virtue - Self organization: let teams figure out stuff

25 Some Examples from a SAFe Case Study Virtue: Direct access to stakeholders: avoid the middle man

26 Some Examples from a SAFe Case Study Virtue: Agility: keeping an open mind in respect to models; avoid bureaucracy

27 Leadership and the Distributed Agile Team

28 Leadership and the Distributed Agile Team

29 Leadership and the Distributed Agile Team

30 Leadership and the Distributed Agile Team Questions Is there a common leadership team / structure across the different team locations? Does the leadership culture reward and value collaboration? Is decision making delegated to the lowest practical level in the distributed Agile organization? Is leadership empowering and encouraging of distributed Agile teams? Do Agile teams trust their organizational leaders and believe that they say what they mean and mean what they say? Does the organization s leadership cast a clear vision and strategic themes / imperatives that are shared with and known by all team members in all locations?

31 Leadership and the Distributed Agile Team Practices A Lean / Agile servant leadership approach Empower distributed Agile teams to deliver value Allow those close to the work to make relevant decisions about their day to day work Cast clear organizational and product vision for Agile teams, so that teams can enjoy a high level of alignment and autonomy Funding and allocating budgets to distributed Agile teams to "spend" on their product backlogs When there are multiple Product Owners across locations use a Product Management Group or Chief Product Owner and "Delegate Product Owner" structure to align them

32 Distributed Agile Scaling Virtues Empowerment: motivate people to self-organize and take decisions Servant leadership: mentor and coach instead of control Share: openly share vision and strategy across locations Trust: Make mutual trust between distributed teams and leaders a centrepiece of the working relationship (no us vs them ) Evaluate and Reward: Team progress and contribution toward organizational goals across all distributed Agile team locations Growth Mindset instead of Fixed Mindset: Ability to lead distributed Agile teams and empower the teams to continuously learn

33 Thanks! Check out our GitBook at and provide your comments and inputgitbook.com/book/hugomesser/distributed-agile-how-teams-workacross-the-globe/details Hugo Messer - Ekipa Arjan Franzen John Okoro - Auspicious (Twitter) Savita Pahuja

34 Appendix

35 Distributed Agile Scaling Lorem ipsum dolor sit amet, consectetur adipiscing elit Sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip Ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptat

36 Questions How does 'team' relate to 'organogram/hierarchy'? What's the DNA of our team (why, what, how)? Are we doing retrospectives?

37 Virtues learning oriented organization, (not power or truth (bureaucratic)) management coaches teams, does not direct them Retrospect Good connection between team members

38 Practices

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