{"id":174,"date":"2008-06-26T14:40:12","date_gmt":"2008-06-26T13:40:12","guid":{"rendered":"http:\/\/www.jurecuhalev.com\/blog\/?p=174"},"modified":"2008-06-26T14:40:12","modified_gmt":"2008-06-26T13:40:12","slug":"eelco-rustenburg-free-the-organization-the-secret-sauce-for-distributed-teams-reboot10-notes","status":"publish","type":"post","link":"https:\/\/www.jurecuhalev.com\/blog\/eelco-rustenburg-free-the-organization-the-secret-sauce-for-distributed-teams-reboot10-notes\/","title":{"rendered":"Eelco Rustenburg &#8211; Free the organization: The Secret sauce for distributed teams [#reboot10 notes]"},"content":{"rendered":"<div class=\"zemanta-img\" style=\"margin: 1em; float: right; display: block;\"><a href=\"http:\/\/www.flickr.com\/photos\/51035555243@N01\/2613383346\/\"><img decoding=\"async\" style=\"border: none; display: block;\" src=\"http:\/\/farm4.static.flickr.com\/3019\/2613383346_61f320710b_m.jpg\" alt=\"Sun Falls on New York City\" \/><\/a><\/p>\n<p class=\"zemanta-img-attribution\">Image by <a href=\"http:\/\/www.flickr.com\/photos\/51035555243@N01\/2613383346\/\">Thomas Hawk<\/a> via Flickr<\/p>\n<\/div>\n<p><a href=\"http:\/\/www.xebia.com\/\">Eelco Rustenburg<\/a> &#8211; Free the organization: The Secret sauce for distributed teams [#reboot10 notes] <a href=\"http:\/\/www.reboot.dk\/artefact-5515-en.html\">[abstract]<\/a><\/p>\n<p>\u00c2\u00a0<\/p>\n<p>Most projects fail and have features that are never or rarely used.<\/p>\n<p>\u00c2\u00a0<\/p>\n<p><strong>What makes a project successful?<\/strong><\/p>\n<p>\u00c2\u00a0<\/p>\n<p>It\u00e2\u20ac\u2122s people. The team makes a real difference in the project success. If you have a team of commited people that know what they do and love doing it, you\u00e2\u20ac\u2122re most like have a great project.<\/p>\n<p>\u00c2\u00a0<\/p>\n<p>What about planning and budgeting?<\/p>\n<p>\u00c2\u00a0<\/p>\n<p>If something is hard, you should do it <strong>often<\/strong>. The idea is to plan a little, inspect and adapt, and then plane some more. This will make sure you start seeing a trend and you can then work around this.<\/p>\n<p>The team is responsible, not the project manager. Frees the team from lying upfront, wasting time on estimating, doing just enough to justify starting for a couple of months.<\/p>\n<p>What\u00e2\u20ac\u2122s happening is that as you are half-way through you see completely new cool things that you couldn\u00e2\u20ac\u2122t imagine before. This makes the whole added value of project bigger, but it also means that the project plan is most likely very wrong at that time.<\/p>\n<p>\u00c2\u00a0<\/p>\n<p><strong>Principles behind the <a class=\"zem_slink\" title=\"Agile Manifesto\" rel=\"wikipedia\" href=\"http:\/\/en.wikipedia.org\/wiki\/Agile_Manifesto\">Agile Manifesto<\/a><\/strong><\/p>\n<p>\u00c2\u00a0<\/p>\n<p>We follow these principles:<\/p>\n<blockquote><p>Our highest priority is to satisfy the customer<\/p>\n<p>through early and continuous delivery<\/p>\n<p>of valuable software.<\/p>\n<p><a href=\"http:\/\/agilemanifesto.org\/principles.html\">[Full manifesto]<\/a>\u00c2\u00a0<\/p><\/blockquote>\n<p>\u00c2\u00a0<\/p>\n<p>Offshoring is a big risk. <a class=\"zem_slink\" title=\"Risk\" rel=\"wikipedia\" href=\"http:\/\/en.wikipedia.org\/wiki\/Risk\">Risks<\/a> are:<\/p>\n<p>\u00c2\u00a0<\/p>\n<ul>\n<li>quality decreasing<\/li>\n<li>control lost<\/li>\n<li>knowledge disappearing<\/li>\n<li>communication lags and problems.<\/li>\n<\/ul>\n<p>\u00c2\u00a0<\/p>\n<p>Opportunities:<\/p>\n<p>\u00c2\u00a0<\/p>\n<ul>\n<li>Talent<\/li>\n<li>Scale<\/li>\n<li>Money<\/li>\n<\/ul>\n<p>\u00c2\u00a0<\/p>\n<p><strong>Distributed agile @ work<\/strong><\/p>\n<p>\u00c2\u00a0<\/p>\n<p>The challenge, 20 man years, abut 100k lines of code and took more then a year. It was also distributed.<\/p>\n<p>\u00c2\u00a0<\/p>\n<p>The approach:<\/p>\n<p>Bring the team from <a class=\"zem_slink\" title=\"India\" rel=\"wikipedia\" href=\"http:\/\/en.wikipedia.org\/wiki\/India\">India<\/a> for 6 weeks on site into Europe &#8211; <a class=\"zem_slink\" title=\"Netherlands\" rel=\"geolocation\" href=\"http:\/\/maps.google.com\/maps?ll=52.35,4.86666666667&amp;spn=10.0,10.0&amp;q=52.35,4.86666666667&amp;t=h\">Holland<\/a>. Daily sychnorized meetings for 5 meetings, if we need to improve something we can do that.<\/p>\n<p>\u00c2\u00a0<\/p>\n<p><strong>But what went wrong?<\/strong><\/p>\n<p>\u00c2\u00a0<\/p>\n<p>\u00c2\u00a0<\/p>\n<ol>\n<li>Expectations<\/li>\n<li>Culture<\/li>\n<li>Language<\/li>\n<li>Context<\/li>\n<li>Quality<\/li>\n<\/ol>\n<p>\u00c2\u00a0<\/p>\n<p>If you look at India, if they are building a road they are doing this rapidly, because they are in this high road economy. So when they build things, they don\u00e2\u20ac\u2122t care about things around the road. But in Holland, they developed stuff for some much longer that they can obsess over more details.<\/p>\n<p>Quality issue was not that they wanted to do less quality, but that definition was different. Moving teams around helped with that.<\/p>\n<p>\u00c2\u00a0<\/p>\n<p>Timetables, they didn\u00e2\u20ac\u2122t know this concepts, so the culture was a problem until they learned.<\/p>\n<p>\u00c2\u00a0<\/p>\n<p><strong>India compared to Netherlands<\/strong><\/p>\n<p>\u00c2\u00a0<\/p>\n<p>Growing is cool\u00c2\u00a0 vs. Small companies are cool<\/p>\n<p>Quality is high when it works flawlessly vs. Quality is high when there are no flaws<\/p>\n<p>Yes means: \u00e2\u20ac\u0153I understand what you say\u00e2\u20ac\u009d vs. Yes means: \u00e2\u20ac\u0153I agree with what you say\u00e2\u20ac\u009d<\/p>\n<p>Shaking head means \u00e2\u20ac\u0153I am thinking\u00e2\u20ac\u009d vs. Shaking head means: \u00e2\u20ac\u0153I disagree\u00e2\u20ac\u009d<\/p>\n<p>Growing economy makes money a big driver vs. Satisfied economy makes fun\/fulfillment bigger driver<\/p>\n<p>\u00c2\u00a0<\/p>\n<p><strong>How to deal with this<\/strong><\/p>\n<p>\u00c2\u00a0<\/p>\n<p>Focus on agile principles<\/p>\n<p>The team knows \u00e2\u20ac\u00a6 challenge them<\/p>\n<p>Communication and interaction above all<\/p>\n<p>Just enough process<\/p>\n<p>\u00c2\u00a0<\/p>\n<p>There are no remote teams. There is just one team.<\/p>\n<p>\u00c2\u00a0<\/p>\n<p><strong>Scrum overview<\/strong><\/p>\n<p>\u00c2\u00a0<\/p>\n<p>Product backlog -&gt; sprint backlog is determined by the team and priorities -&gt; 2-4 week iterations, every day we\u00e2\u20ac\u2122ll sync with the team -&gt; Potentially shippable product increment<\/p>\n<p>\u00c2\u00a0<\/p>\n<p><strong>Specifically in this case<\/strong><\/p>\n<p>\u00c2\u00a0<\/p>\n<ol>\n<li>Shared goal &#8211; shared code base, shared product backlog<\/li>\n<li>One language<\/li>\n<li>Planning meetings together with video skype calls<\/li>\n<li>Flying people around<\/li>\n<li>Talk about remote team member<\/li>\n<li>Daily standups with video<\/li>\n<li>Retrospectives<\/li>\n<li>Management by trust and letting go<\/li>\n<\/ol>\n<div><\/div>\n<fieldset class=\"zemanta-related\">\n<legend>Related articles<\/legend>\n<ul class=\"zemanta-article-ul\">\n<li class=\"zemanta-article-ul-li\"><a title=\"Open in new window\" href=\"http:\/\/www.infoworld.com\/article\/08\/04\/28\/Agile-programming-is-no-hooey_1.html?source=rss&amp;url=http:\/\/www.infoworld.com\/article\/08\/04\/28\/Agile-programming-is-no-hooey_1.html\">Frankly Speaking: Agile programming is no hooey<\/a> [via\u00c2\u00a0Zemanta]<\/li>\n<li class=\"zemanta-article-ul-li\"><a title=\"Open in new window\" href=\"http:\/\/www.computerworld.com\/action\/article.do?command=viewArticleBasic&amp;articleId=9046399&amp;source=rss_topic63\">Extreme Programming inventor talks about agile development<\/a> [via\u00c2\u00a0Zemanta]<\/li>\n<li class=\"zemanta-article-ul-li\"><a title=\"Open in new window\" href=\"http:\/\/www.computerworld.com\/action\/article.do?command=viewArticleBasic&amp;articleId=317249&amp;source=rss_topic63\">Agile Reality<\/a> [via\u00c2\u00a0Zemanta]<\/li>\n<li class=\"zemanta-article-ul-li\"><a title=\"Open in new window\" href=\"http:\/\/www.blogherald.com\/2008\/05\/10\/minnebar-distributed-teams\/\">Minnebar: Distributed Teams<\/a> [via\u00c2\u00a0Zemanta]<\/li>\n<li class=\"zemanta-article-ul-li\"><a title=\"Open in new window\" href=\"http:\/\/www.vnunet.com\/vnunet\/news\/2220067\/cisco-looking-global-blood\">Cisco looking globally for new blood<\/a> [via\u00c2\u00a0Zemanta]<\/li>\n<\/ul>\n<\/fieldset>\n<div class=\"zemanta-pixie\" style=\"margin-top: 10px; height: 15px;\"><a class=\"zemanta-pixie-a\" title=\"Zemified by Zemanta\" href=\"http:\/\/reblog.zemanta.com\/zemified\/e849256e-8940-4235-8b47-d9bb0c41835a\/\"><img decoding=\"async\" class=\"zemanta-pixie-img\" style=\"border: none; float: right;\" src=\"http:\/\/img.zemanta.com\/reblog_c.png?x-id=e849256e-8940-4235-8b47-d9bb0c41835a\" alt=\"Zemanta Pixie\" \/><\/a><\/div>\n","protected":false},"excerpt":{"rendered":"<p>Image by Thomas Hawk via Flickr Eelco Rustenburg &#8211; Free the organization: The Secret sauce for distributed teams [#reboot10 notes] [abstract] \u00c2\u00a0 Most projects fail and have features that are never or rarely used. \u00c2\u00a0 What makes a project successful? \u00c2\u00a0 It\u00e2\u20ac\u2122s people. The team makes a real difference in the project success. If you [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[117,14],"tags":[301,302,305,303,304],"class_list":["post-174","post","type-post","status-publish","format-standard","hentry","category-conferences","category-tech","tag-computer-science","tag-india","tag-offshoring","tag-project-manager","tag-projects"],"acf":[],"jetpack_featured_media_url":"","jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/www.jurecuhalev.com\/blog\/wp-json\/wp\/v2\/posts\/174","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.jurecuhalev.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.jurecuhalev.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.jurecuhalev.com\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.jurecuhalev.com\/blog\/wp-json\/wp\/v2\/comments?post=174"}],"version-history":[{"count":0,"href":"https:\/\/www.jurecuhalev.com\/blog\/wp-json\/wp\/v2\/posts\/174\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.jurecuhalev.com\/blog\/wp-json\/wp\/v2\/media?parent=174"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.jurecuhalev.com\/blog\/wp-json\/wp\/v2\/categories?post=174"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.jurecuhalev.com\/blog\/wp-json\/wp\/v2\/tags?post=174"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}