distributed team management : presented by hugo messer

How to manage a distributed team

successfully By

Hugo Messer

Agile & scrumare not enough

1.About Hugo2.Pitfalls3.Solutions4.Distributed Agile Path5.Workshop

About Hugo

2004: TRIP TO INDIA

bridge-global.com

2008

INDIA

Ekipa.co

Ekipa.co/ebooks

Ekipa.co/academy

The European MarketPitfalls

US versus THEM

Pitfall 1

Pitfall 2: preparation

●Thinking about ‘HOW’

●Addressing Culture

Pitfall 3: The black box

The European MarketSolutions

1.Focus on people

Build ONE TEAM

2. Empathy

Stimulate empathy on 4 levels

3. Alignment & openness

Distributed Agile path

Marketing & Sales Strategy

Culture& CommunicationDelivery

Agile

Let teams figure out stuff

Team = client + you

Strategy: re-design your business

Business model canvas

Business model canvas

3 & 4 June, Kiev

15 & 20 April, 10-11.30 CET

28-29-30 April, 5-7 pm CET

The culture map

Agile collaboration: distributed team canvasThe Distributed team canvas

Challenge board20 minutes

Canvas60 minutes

Group presentation 10 minutes

Timeboxes

How do we take a project from A to Z?Agile & scrum

process

The team = onshore + offshore

temperature

How do we measure performance?

Metrics

Onshore = offshore

Measure team + individual

Scrum roles

Meddlers game

responsibilitiesWho does what & where?

Process manager

Intercultural ambassador

daily retrospectives

agenda

facilitator

When and how will we meet?

Communication rhythm

audio video

Conference app

Project management tool

Version

control

Document sharing

A-synch chat

What tools do we use and how?

tools

Team canvas

Travel plan

Moving motivators

Team spiritHow do we become ‘one

team’?

Culture map

training

cultureWhat’s the impact of cultural differences?

Coding standard

s

standardsWhat standards and rules do we have?

Client: Software product firm from GErmanySize: 600 people, 200 developersProvider: solutions company with 150 programmers

Case: The german client engaged a new team of 5 programmers from the provider in Ukraine. They have 4 people from Germany in the team. The client teams all work agile, a mix of scrum and kanban. The german client has no previous nearshoring experience.Goal: make one integrated team so they can scale to 5-10 teams

Scenario 1Client - provider team

Company: Software product firm from GErmany with own team in KievSize: 200 people, 90 developers, 50 German, 40 Ukrainian

Case: There are 10 teams of 9 people. Each team has 5 Germans, 4 Ukrainians. The teams have been working for 6 months with their new colleagues in Kiev. But things don’t work out well enough. Teams have low velocity, Germans are complaining about ukraine team members, scrum is hard to scale distributedly, ukraine team members don’t really participate in the meetings.Goal: make the collaboration better

Scenario 2Product team, 1 company

get in touchwww.hugomesser.com

hugo@ekipa.co@hugomesser

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