Its increasingly common that Agile software development teams are distributed across multiple offices, in different countries, all working remotely on the same product or project. But how do you make this work well? There seem to be a number of readily accepted tenants of conventional wisdom to help deal with leading distributed teams, from seeming good ideas “teams must be co-located” to ones that are purely economic “offshore teams can be run at a far lower cost”.
Videos on Scrum and Agile Project Management
This presentation explores some uncomfortable realities about many present approaches and attitudes to product ownership in Agile and Scrum teams. Then, it journeys into the past to discover the top secret superpower that all teams working towards agility have, but often forget.
It is “those skeptical people” who are most annoying. They don’t seem to listen to our ideas. They usually start raising objections before we have even finished describing what we are thinking. They have a counterargument for every argument. What’s to be done with “those people”? In this presentation, Linda Rising pulls patterns from the Fearless Change collection plus the latest research in neuroscience to help you in the challenges you face with resistance.
Design Sprints have changed the way businesses create new products and services. But how do they relate to Agile development sprints? And how can the two be connected so that Scrum teams deliver higher quality products in less time?
Organizations invest in agile processes, tools, training, and coaching, but how much are they getting back? Has product delivery improved? How much happier are users and the business customers? Are employees empowered and enabled? Traditional metrics might give you insight into improvements of operational efficiency, but the real conversation is about the value created for your organization by the improved processes. Without measuring value, the success of any agile initiative is based on nothing more than intuition and assumption.
Agile development starts with small Scrum teams tackling small problems. After some initial successes the organization gets more ambitious, and tries to get more teams tackling bigger problems. At some point these endeavors run headlong into organizational finance and governance structures from a different era, designed with huge projects in mind, and it usually doesn’t end well.
Marc Andreessen famously said “software is eating the world”. Yet most of our software development project teams and organizations simply are not set up for us to take part in this revolution. Why? Our organizational surroundings are directly responsible for inefficient design and delivery – locally-optimized silos, opaque and ossified power structures, multi-layered middle management, command-and-control executives – the failings are well known.