1. High Performing Distributed Teams Debunking the Agile myth that it can’t work

2. Mark Spitzer  Agile Coach mark@spitzercoaching.com @mspitzer Kirsten Maitland  Agile Coach kirsten@ciguidance.com @ciguidance

4. Why Do We Have Distributed Teams?

10. According to Forrester 34 million Americans work from home. This number is expected to reach a staggering 63 million or 43% of the US workforce by 2016.

11. Teleworkers are 50% more productive than their office bound counterparts.

12. King for a Day

13. For Against

14. How Should We Structure our Teams?

15. Scenario 1: PO is Remote What are the risks to this approach?

16. Try This… What is needed to be successful?

17. Definitely Do This…

18. Do Not Split Between PO and SM

19. Or Split Between Manager and PO

20. Or Split Between Team and PO

21. Scenario 2: SM is Remote What are some potential risks with this team structure?

22. Try This…

23. What About the Anchorage Team?

24. But That Costs Money! “Numerous studies have found the average productivity increase to be 37% for teams that moved to agile.”

25. Scenario 3: The Team is Split

26. Try This…

27. And This…

28. Do not…

30. How Do We Coordinate Our Work?

31. Daily Scrum

32. Sprint Planning

33. Sprint Review

34. Retrospective

35. Backlog Refinement

36. Summary Schedule

37. How To Communicate Effectively?

38. Quality of Communication

39. Modes of Communication

43. Encourage Telephone Wiki page Speed dial programmed for each team member Sticker with acceptable hours to call

44. Encourage Video Easy to use video – skype with wide angle high resolution video Polycom phone Equip each team member with headset with microphone 24/7 video stream between sites Virtual whiteboard

45. Encourage Synchronization Identify rotating proxy to attend Daily Standup Team meetings should all use video, no exception Use other tools, such as Facebook and Blogs to easily communicate Carve out time in each meeting for some team building

46. Exercise Break into groups of 4 – 1 person is responsible for facilitation (SM) – 1 person will describe requirements to another team member (PO) – 1 person receives requirements to work on them (Dev) – 1 person needs to test requirements (QA)

47. Exercise Continued 1.Dev separates from the team, preferably outside of the room (but take phone) 2.QA also separates from the team (also take phone) 3.SM meets with PO and shows him a picture that would like recreated 4.PO calls developer and describes picture (without saying what it actually is)

48. Exercise Continued 5.Dev e-mails QA with instructions on how to recreate image 6.QA recreates image and reviews with entire team

50. Cost

51. Benefit

52. How Do We build Trust?

53. - Stephen M. R. Covey, Author of The Speed of Trust “When trust goes up, speed goes up and cost goes down”

56. Make Remote Employees First Class Citizens

58. Invest time for bonding to maintain and strengthen relationships - virtual water cooler

59. Work Through Cultural Differences Visit each others location Set expectations: “It’s okay to raise problems” Support team members when they raise impediments Press the team to ask questions

60. Establish Shared Goals

61. Get to Know Each Other Add example Personal Map Values exercise Trust sheet

62. How Much Should We Spend?

68. One Step Further

70. Virtual Water Cooler Github #toasts forum Corporate / dept facebook page Informal calls

71. Mark Spitzer  Agile Coach mark@spitzercoaching.com @mspitzer Kirsten Maitland  Agile Coach kirsten@ciguidance.com @ciguidance