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Was sind die Voraussetzungen, um mit einem geografisch verteilten Entwicklungsteam erfolgreich zu sein? Als unabhängiger Experte auf dem Gebiet der methodischen Softwarentwicklung führt uns Frank H. Ritz kurz an die universell gültigen Prinzipien agiler Methoden heran und zeigt, wie diese Nearshoring-Teams effektiver und effizienter machen. Er wird als Schwerpunkt das Thema "Nearshoring Readyness" aufgreifen und zeigen, was es braucht um mit verteilten Teams erfolgreich arbeiten zu können. Er ist der Meinung, dass das meiste davon sowieso getan werden muss. Wir orientieren uns dabei an einer Checkliste, die er bereit gestellt hat.
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Nearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] Page 1
Nearshoring Readynessthings you always and anyway need to do ...
23.Oct 2012, Frank H. Ritz, [email protected]
Nearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] Page 2
Electrical Engineer
Experienced in computerscience
Requirements Engineering
Project managerBusiness manager
Methodology & value drivenDo the right things right → sustainable
Diploma, certifications Electrical
Engineering Electronics RUP / CE CPRE-FL OUCP-F HSPTP cand. PMI-ACP
1 great son Sailor, Skipper
History: C++/Java for mission critical apps
7 companies (co-)founded
Who am I
Frank H. Ritz, 55
Nearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] Page 3
Agility, 12 Principles
Flexible software development Try to deliver the best
actual valued
software for the given budget
The Manifesto for Agile Software Development defined in 2001
Methodologies Scrum Crystal DSDM XP Lean ...
PMI-ACP
Nearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] Page 4
Agility
Emphasized close collaboration between the programmer team and business experts
Face-to-face communication (is more efficient than written documentation)
Frequent delivery of new deployable business value
Tight, self-organizing teams Ways to craft the code and the team
such that the inevitable requirements change is not a crisis.
Active conflict management based on Review, Retrospective Culture
Scope is flexible e.g. on fixed price project, no compromise of quality
Nearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] Page 5
Scrum, an agile methodology
Backlog Priority managed User Storys =
Requirements Priorized for Product and Sprint Measured: ∑ Story Points per Story
Story Points are individual per team !
Sprint good between 2-4 weeks Daily standup meetings e.g. 1-3
min. duration per team member Target is to produce better value
by shippable product increments
Nearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] Page 6
Scrum in a Nutshell (small teams)
Roles Product Owner Development Team Scrum Master
Artifacts Backlog
Product Backlog (initial, living)
Refine incomplete User Stories
Sprint Backlog per Sprint
Shippable Increment (DoD for Team ok)
Events Sprint Planning
Product Backlog → Sprint Backlog
Sprint Daily Scrum Sprint Review (Presentation of Increment) Retrospective (Efficiency, Effectiveness)
Retrospective SprintReview
Product Increments
Sprint1 Sprint2 Sprint n-1 Sprint nSprint1 Sprint2 Sprint n-1 Sprint n
Staging Org. Sprint1 Sprint 2 Sprint n-1 Sprint nSprint1 Sprint 2 Sprint n-1 Sprint n
“Only if you understand your people, you know
as many you can demand”
Nearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] Page 7
things you always and anyway need to do - Management
Nearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] Page 8
things you always and anyway need to do - Project
Nearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] Page 9
Nearshoring Readyness
Culture
1 2 3 the better the management &
engineering processes, the better the alignment and quality is
the better the communication features and variants, the better the performance is
the better the culture and understanding, the better the results and motivation is
Mangement
Communication
Anything to do else ?
Why agile ?
Nearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] Page 10
Readyness catalog - management scenario
● Company stable, ambitious● Vision is clear, deliverable● Mission for project clear● Expectations are clear and
proven realistic (expertise)● Problem can be solved
nearshore● Right management in place
● Complete orientation of team● Quick alignment to process● Accurate reporting capabilitiy● Team can be build● Collaboration base● Cultural understanding● Feedback for quick results● Understand as many you
can demand
● Improves Management of Nearshore team
● Results, Solutions● Feedback
Question Readyness
enables
Nearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] Page 11
Readyness catalog – communication scenario
● Remote com., work@home● Videoconferencing / Webinar
culture technical established● Task planning online● Daily standup online● Stakeholder conferences● Communication culture is
open, clear minded, trustful
● Team building onsite and / or nearshore possible
● All management and team meetings can be held online
● Stakeholder can be involved● Communication barriers are
not a technical problem● Face-to-Face online com.
● Open, clear and trustful Communication possible
● Team building ● Shares knowledge
Question Readyness
enables
Nearshoring Readyness 23.Oct 2012, Frank H. Ritz, [email protected] Page 12
Readyness catalog – culture scenario
● Right management in place to experience culture
● Tight meeting schedule● Timezone offset acceptance● Fully integration in company● Learning organization● Costs and time for cultural
exchange incl. visits, travel
● Understanding each other● Integration of nearshore
team● Respect and await for other
behaviour and solutions● Better understanding needs
of the business● Human factors enthusiasm
● Improves Understanding● Problem space● Business needs● Human factors
Question Readyness
enables
