Click the diagram to open the interactive DA Browser, where you can learn more about the decision points and options of this goal.
Strategy #5: Integrate Regularly
Agile teams should integrate regularly, hopefully many times a day, so as to reduce the feedback and thereby increase their productivity. The same is true of geographically distributed teams, although this can prove to be difficult when the team has taken on a complex or large problem – the more complicated the solution, generally the harder it is to integrate. Large or geographically distributed teams often find that they need a sub-team that is specifically tasked with the overall integration and end-to-end testing of the entire solution. Other sub-teams will integrate and test their work to the best of their ability, and ideally this additional team isn’t even needed, however it sometimes proves economical to have this separate team to handle the integration and testing issues that tend to fall through the crack in a “team of teams” situation that is typical of large programs or geographically distributed teams.
In the Scaled Agile Framework (SAFe) this strategy is called an integration team. However, in DAD we typically call this an Independent Testing Team, or Independent Testing and Integration Team, due to the observation that the majority of the effort is actually focused on testing.
Strategy #6: Recognize that Communication is Critical
GDD puts many barriers to communication in place, increasing overall project risk. To overcome these risks you will first need to be aware of them and act accordingly, and second, you’ll need to write more documentation than you would likely prefer. The risks associated with long-distance communication include cultural differences, time-zone differences, and the challenges with written documentation (which is actually the least effective way to communicate information). Make it a habit to ask open-ended questions so that you can determine whether or not the other people truly understand the topic of conversation. Never ask a yes/no style of question because the simple answer of yes can mean a range of things depending on the culture. It may mean “Yes, I heard you”, “Yes, I understand what you’re saying”, or “Yes, I understand and agree with you”. When you’re dealing with people at other locations it is a good practice to ask them to summarize the conversation, in particular to identify key action items and ownership of them, to ensure that everyone agrees with what was discussed. A good approach is to have the team lead on other end to do the summary so that they own it going forward. This of course should be done in as light-weight manner as possible.
Strategy #7: Have Daily Coordination Meetings
A common practice on co-located agile teams is to have daily coordination meetings, sometimes called a stand-up meeting or Scrum meeting. Distributed teams can do this as well, the people in a given geographical location can hold local stand-up meetings and then representatives from each location can hold a shared meeting to coordinate the sub-teams. This strategy is typically called a “Scrum of Scrums” and it works well up to five or six sub-teams although needs to be replaced with a boundary spanner strategy (see below) for larger efforts.
Disparate time zones can be a challenge. Whereas local stand-up meetings are held first thing in the morning, distributed daily stand-up meetings may need to be held at unusual times so as to include people at distant locations. Similarly, coordination between sub-teams needs to occur at times which are respectful to those sub-teams, which can be difficult when the time zone difference is greater than a working day. For example, the time zone difference between Toronto and Pune is currently 10.5 hours, implying that the representative from at least one if not both locations must be on the coordination call at an uncomfortable time for them. To spread out the pain of such calls, and to work in a respectful manner, many teams will choose to rotate the times of the coordination calls.
Strategy #8: Have Ambassadors Travelling Between Far-Located Sites Regularly
Getting the team together at the beginning of the project sets the foundation for communication, but without continual investment in maintaining effective collaboration between teams you run the risk of your sub-teams deviating from the overall strategy. Ambassadors are people who regularly travel between sites, often technically senior people or senior business experts, who share information between the sub-teams. Ambassadors have short engagements away from their home site, typically a week or two in length, because of the pressures it puts on the people doing the actual traveling. As a result you’ll have several people flying between sites at any given time on a reasonable rotation schedule. An implication of this practice is that your local team rooms should accommodate ambassadors by having one or more desks available for them to use when they’re visiting.
Strategy #9: Have Boundary Spanners at Each Site
A boundary spanner is someone who is located on site who focuses on enabling communication between sub-teams throughout the day as well as within their sub-team. On Disciplined Agile Delivery (DAD) teams you’ll find that you have three flavors of boundary spanners – Team Leads coordinate project management responsibilities between sub-teams, Product Owners who are responsible for coordinate requirements management issues between sub-teams, and Architecture Owners responsible coordinating technical issues between sub-teams. These boundary spanners will work closely with their peers, having regular coordination meetings across all sub-teams as well as impromptu one-on-one meetings to deal with specific issues between individual sub-teams.