Scrum with Outsourced and Distributed Teams

1. Best Effort Agile
Scrum with Outsourced and
Distributed Teams
MARK SAWERS, ALEXANDRA RAMIN
JUNE 2017

2. Hypothesis
SCRUM CAN WORK IN NON-IDEAL CONTEXTS, WITH ADAPTATIONS
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3. Scrum Review
 Theory: transparency, inspection, adaptation
 Values: commitment, courage, focus, openness and
respect
 Artifacts: product backlogs, increments, definition of done
 Ceremonies: sprint, planning, scrum, review, retro
 Roles: product owner, product team, scrum master
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Source - http://www.scrumguides.org/scrum-guide.html

4. What works?
 Most of the role aspects:
 Single P.O. who owns backlog, priority and releases
 P.O. clearly expresses PBIs/test criteria, and is final accepter
 Product team owns estimates and sprint commitment
 Scrum Master is servant-leader, coach, process enforcer
 And in particular:
 Small team
 Small batch sizes
 Iterative/Incremental everything
 Definition of Done
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5. What doesn’t work?
 Co-located team
 Self-organizing team
 Flat, cross-functional team
 Neutral Scrum Master
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6. Agenda
 About Us
 Context
 Lessons Learned
 People
 Process
 Product
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7. About Us
 Mark Sawers
 20+ years in Software Engineering
 Dev Mgr @ Starwood Hotels (Marriott), CTO @ WebomateS
 Certified ScrumMaster, practicing Scrum ~2 yrs
 https://linkedin.com/in/marksawers
 mark at sawers dot com
 Alexandra Ramin
 20 years in Marketing Operations and Project Management
 Marketing Operations Mgr @ Starwood Hotels (Marriott)
 Certified Scrum Product Owner, practicing Scrum ~2 yrs
 https://www.linkedin.com/in/alexandraramin/
 alexandra dot ramin at starwoodhotels at com
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8. Context
 Product used daily by all Starwood guests, on property
associates and Marketing staff representing 1K+ properties
 ~20 person product development team, split into 3 teams
 Adopted Scrum ~2 years ago
 Outsource partner staffs 100% of talent
 80% IST, 2 US EST locations
 Results
 Doubled release freq., Halved defect density, Integrated releases
 Challenges
 Predictability, Staff turnover (not new)
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9. Lessons Learned
PEOPLE
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10. Small Teams, Big Wins
 Small batch sizes, narrower focus
 Bridge teams with epic-level grooming, pre-planning
and scrum of scrums
 Have one ScrumMaster lead coordinated activities, e.g.
tax cycle
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11. Right People, Right Attitude
 Engaged business owner
 Developers/Testers that work well without detailed
requirements
 For each location, a senior developer and tester to lead
juniors
 Engaged product technical manager
 Disciplined, principle-focused and product-
knowledgeable Scrum Master
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12. Lessons Learned
PROCESS
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13. Story != Task
 The project-oriented planning habit is very hard to kick
 Decomposition preference, in order:
1. By user-visible function
2. By architectural component
3. By activity
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14. How to Miss Commitments
 If there isn’t enough information on a user story, don't add details or acceptance criteria
during grooming
 Develop first, then ask questions
 Assume an existing feature was broken by some story and raise a defect
 “Good enough” is never ok, make it perfect
 Change stories mid-sprint
 Add stories mid-sprint without removing comparable ones that have not been started
 Finish the story regardless of a change in business context
 Keep to the sprint commitment, regardless of business or technical impediments or
changes
 If it's not working, keep doing it
 Run experiments but ignore feedback
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15. Iterate and Increment each story
 Grooming - medium sized stories, reviewed by team,
good acceptance criteria
 Acceptance Criteria early, Test Plan reviews early (day
1-3) and with whole team
 Iterative business previews for early feedback
 Spikes for uncertainty
 Spikes to realize dependencies, e.g. on a shared
services team
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16. Over-plan your sprint
 Prevent team overloading by mapping the story points to a schedule
 Dates for each story: dev complete, test plan complete, test exec start,
UAT start
 Aim for UAT start at the latest day 9
 Stagger test execution and UAT start
 Lightweight tasks: dev, test plan, test exec, uat start with day #
 If a team is over capacity and one is underutilized, split the work, but
assign a lead
 Limit change to sprint scope mid-sprint. If you need to add, then
reprioritize and move items, don’t just add work.
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17. Reality check the release
 Go-no-go meeting on day 8 of last implementation
sprint
 Only promote those that are QA complete and can
reasonably be UAT complete by day 10
 Be realistic about what can make it into the release so
that code doesn’t have to be backed out
 Stick to your decisions after the go-no-go and don't
squeeze in more stories when they are completed
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18. Keep retros fresh
 Change up the format / tools periodically
 Actively engage team members that are not
participating
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19. Over-communicate process
 Operating Agreements: Release patterns, Tooling,
Entry/exit criteria, PBI types, states, usage
 Docs, Presentations, KTs
 Reinforce process during daily standups (e.g. is the
capacity correct, are task hours estimated and spent
updated, is the task/story status correct, was definition
of done met)
 Publish schedules for multi-day efforts
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20. Schedule carefully
 Find best available slots for all time zones, and perhaps
revisit twice a year on daylight savings switches
 Line up meetings so as many can attend as possible
(P.O., tech mgr, tech leads, BA, etc.)
 Prioritize if there are conflicts
 For each ceremony type, keep the start times the same
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21. Use multiple information radiators
 Agile planning tool
 Daily email with per story, sprint and release status
 Objective status measures/colors: Green-Yellow-Red
 Daily email during tax cycle
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22. Lessons Learned
PRODUCT
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23. Automate to reduce cycle times
 No one should lift a finger to get code from their IDE to a
server
 Automate the hell out of your regression suite – reduce tax
cycle
 You can’t test everything
 Use business input to test the most important / most used
features. Preferably using product usage data, not guesses
 Periodically review these, since your product usage typically
changes over time.
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24. Design in product agility
 Flexibility: Feature toggles for staggered multi-
subsystem releases
 Configurability: DB-stored app properties
 Extensibility: Data driven business rules
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25. Thank you
mark at sawers dot com
alexandra dot ramin at starwoodhotels at com
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