This podcast interviews Rini van Solingen about scrum and agile software development in distributed settings where the team is spread across different locations, different buildings or even different countries and continents.
Some estimates say that 80% of Software development projects are now global. According to these trends, if you work in or manage a co-located team, it will not last long. There are two approaches to global projects: outsourcing and distributed teams. My concern is distributed teams, where team members can work from a location of their choice.
Have you worked on a distributed team where management apparently thought it should hobble local members to make everybody equally frustrated and ineffective? The Agile Manifesto principles say that: 1) Business people and developers must work together daily throughout the project. 2) The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
In this blog post, Joseph Little proposes a set of suggestions and questions that should help you to think on how you should make decisions about distributed scrum.
The article “Distributed Teams and Agile” by Craig Knighton shares experiences and a model to organize and operate distributed Agile teams. It conveys a simple main message: Agile is the best way to manage distributed software development teams.
After acting as scrum master for several months on a distributed team with people in six different locations, three different time zones and two different countries, Jon Archer offers ten tips to help get past those inevitable awkward silences in Scrum teleconferences.
“After working for some years in the domains of large, multisite, and offshore development, we have distilled our experience and advice down to the following: Don’t’ do it.” “Scaling Lean & Agile Development – Thinking and Organizational Tools for Large-Scale Scrum”, Craig Larman & Bas Vodde, Addison -Wesley