1. Symptoms of dysfunctional distributed teams Jason Novack BigVisible Solutions

2. Minority of Agile teams are co-located Distance impacts Agile differently than Waterfall © 2010 BigVisible Solutions, Inc. All Rights Reserved

3. [Symptom #1] Penny wise, pound foolish © 2010 BigVisible Solutions, Inc. All Rights Reserved

4. [penny wise, pound foolish] Focus on labor rate instead of labor cost http://jrothman.com/blog/mpd/2010/03/wage-cost-and-project-labor-cost.html © 2010 BigVisible Solutions, Inc. All Rights Reserved

5. [penny wise, pound foolish] No budget for travel No tools to help team members bridge the distance gap © 2010 BigVisible Solutions, Inc. All Rights Reserved

6. [Symptom #2] Lack of Collaboration © 2010 BigVisible Solutions, Inc. All Rights Reserved

7. [lack of collaboration] Antiquated distributed workforce strategy Time zones too far apart Imbalanced mix of skill sets across location (Centers of Excellence) No face to face time (actual or virtual) © 2010 BigVisible Solutions, Inc. All Rights Reserved

8. [lack of collaboration] © 2010 BigVisible Solutions, Inc. All Rights Reserved

9. [Symptom #3] Lack of empowerment © 2010 BigVisible Solutions, Inc. All Rights Reserved

10. Inability to self-organize © 2010 BigVisible Solutions, Inc. All Rights Reserved

11. [lack of empowerment] Teams don’t create their own plans or determine what can or should be released Inability to influence or contribute to product direction © 2010 BigVisible Solutions, Inc. All Rights Reserved

12. [Symptom #4] Poor Communication © 2010 BigVisible Solutions, Inc. All Rights Reserved

13. [poor communication] Plans, dates or milestones are broadcast from management or program headquarters Inadequate communication channels with the “Mothership” © 2010 BigVisible Solutions, Inc. All Rights Reserved

14. [poor communication] © 2010 BigVisible Solutions, Inc. All Rights Reserved

17. Getting it right can be hard © 2010 BigVisible Solutions, Inc. All Rights Reserved

18. But it will hurt if you don’t © 2010 BigVisible Solutions, Inc. All Rights Reserved

19. Locations and time zones Talent Spread Travel Team ownership Communication Develop a Strategy © 2010 BigVisible Solutions, Inc. All Rights Reserved

20. [develop a time zone strategy] Have fewest number of locations involved in a team as possible – create critical masses Double digit time differences are deal breakers Local Product Owners or PO proxies are needed © 2010 BigVisible Solutions, Inc. All Rights Reserved

21. [develop a talent strategy] Mix of resources at each location to foster collaboration No one is located by themselves © 2010 BigVisible Solutions, Inc. All Rights Reserved

22. [develop a travel strategy] Have team come to one location to kickoff the project and run a few iterations Do travel rotations over the duration of the project © 2010 BigVisible Solutions, Inc. All Rights Reserved

23. [develop a team ownership strategy] Ensure teams are responsible for creating their own plans Program management should roll team plans up, not down © 2010 BigVisible Solutions, Inc. All Rights Reserved

24. [develop a communication strategy] Encourage teams to speak up Share lessons with each other Distribute ownership across teams Make it ok to talk about failures © 2010 BigVisible Solutions, Inc. All Rights Reserved

26. Jason Novack is a Senior Agile Coach with BigVisible Solutions, a coaching and agile enablement consultancy. He has over 12 years of experience in software development in various management roles including the last 5+ years practicing and coaching Agile approaches including Scrum, XP and Kanban. Jason has vast experience ranging from a ramping up a single co- located team to running a globally distributed set of teams within a single program to major Agile transformations across the entire enterprise. He has experience in several major industries including Financial Services, Trading Systems, HR Outsourcing and Online Gaming. Jason has a deep passion for empowering and enabling teams to achieve results they never knew were possible. His diverse experience in both business and technical areas coupled with a straightforward and inquisitive nature help him find problem areas and replace them with simple yet innovative solutions. Through his leadership skills, Jason is able to effectively provide teams with the knowledge, tools and techniques they need to learn Agile and to have it stick. Jason has received certifications from the Scrum Alliance as both a Certified Scrum Master (CSM) and a Certified Scrum Product Owner (CSPO). © 2010 BigVisible Solutions, Inc. All Rights Reserved