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Posted by Kurt Christensen on Feb 13, 2007
Swedish consulting firm Softhouse recently published the second part of an interview with Jeff Sutherland [pdf], in which he describes how one company (SirsiDynix) used Scrum to integrate with an offshore development team in St. Petersburg, Russia. Jeff relates a key decision of CTO Jack Blount:...he wanted complete geographical transparency. Mainly to optimize the project, but also he wanted to build a positive competitive dynamic between the teams where every member of every team on either shore, knew that somebody off shore could do their work tomorrow. So, he decided something that is very unique and there was a lot of controversy about. He decided that every team would be half in Utah and half in St Petersburg.Martin Fowler and others have written about the difficulties of merging an agile process with offshore teams, and so some might be surprised to learn about an unqualified agile offshore success story. According to Jeff, two things helped the distributed Scrum teams at SirsiDynix work effectively with one another. One was the use of automated planning and tracking tools:
When you have many teams, every team needs to oversee the state of other teams, in particular when you have outsourced teams it’s even a bigger problem. So, you need some automated tool where all the data flows in and everybody can see it all the time.The other enabling factor was the organization of the teams:
It is really crucial to have all the product owners, in the Scrum sense, very close to the customer. And you want the product owners close to the teams. Now, what SirsiDynix did... is that all the Scrum masters were in Utah, all the product owners were in Utah, and all the architects were in Utah. So they had very tight centralized control over the product and the product direction.
Learning to be a Good Product Owner: Foundation Skills
Technical Debt and Design Death
Since the Architects/product owners/ scrum masters were in Utah does it mean that the team in Russia was just being fed with architectural decision taken and they were not involved in the process?
Were there any issues because of the Scrum master being geographically distributed? Did the team in Russia have to wait for a while for getting the impediments resolved?
Though the results seem encouraging the one team concept seems to be missing within teams.
Jeff Sutherland's case study on this team might provide the details you seek:
www.infoq.com/news/SirsiDynix-Case-Study
Lacking trackbacks I'm abusing the comment mechanism. This post was featured in the most recent Carnival of the Agilists: www.notesfromatooluser.com/2007/02/carnival_of_....
Thanks, Mark :-)
deb
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