Yes, of course we can, and in many ways, now we need to be more agile than ever as we try new approaches, learn and adapt how we work. However, let's address the co-location question and look at agile practices in remote work situations.
I am excited to be presenting on the Enterprise Agile track at the Agile 2018 conference in San Diego, August 7. I have worked with several organizations this year that had issues with work dependencies between teams. My session called “Two-Pizza Team Heartburn Relief: Solutions to Team Dependencies” highlights the shift to global rather than local optimization.
We will investigate dependency problems through animations and simulations and then explore some candidate solutions. Each brings their own issues – if these problems were solvable they would have been already, but the suggestions do help considerably. Here is the description from the conference program:
Small teams are great - until they cause bigger problems than they solve. Small teams can communicate more effectively than large teams. They can leverage face-to-face communications more readily and share tacit knowledge without the need for so much written communication. However, for large endeavours, using many small teams present their own problems. Work dependencies between teams can cause major delays through costly hand-offs, mismatched priorities, and blocked tasks.
This workshop introduces strategies for structuring teams to reduce hand-offs and dependencies that create blocked work and delays. By investigating the (lack of) flow through multiple teams we can diagnose the cost of hand-offs and culprits of delays. We examine tools for making hand-offs and dependencies visible to highlight and bring collective attention to the problems. We then explore resolution patterns and work structures that maximize small team communications but limit negative aspects of managing multiple, inter-dependent project teams.
- Understand the time and cost penalties of team dependencies and hand-offs
- Gain tools for making dependencies, queues, and blocked work visible
- Learn how and when to balance small team benefits with more dependency issues
- Share implementation patterns and strategies to maximize team throughput
- Examine the pros and cons of larger teams, feature teams, and product vs. project development.
That probably sounds more technical than it really is. It is a workshop to show people how teams often get stuck with work items when they rely on work from other groups. It combines anecdotes and experiences from 20+ years of agile consulting along with some insights from Troy Magennis on dependency delays, and Dominica DeGrandis, author of Making Work Visible.
Through case studies and exercises, we explore the hidden impacts of well-intentioned small teams. First, we’ll explore the “mostly harmless” two and three team dependencies, and then see the impacts when five or six dependant teams try to get work done. Please come along if you are attending the conference and have issues with dependencies between teams.
I have an old-fashioned Edison bulb desk lamp. It’s to remind me to focus (and because I like steampunk, industrial design). A 40-watt incandescent bulb will barely light a room, but a 40-watt laser can cut through aluminium, leather, and wood. It is the same amount of light energy, just focussed instead of being diffused.
The same principle applies to our attention, work and teams. Diffused and scattered there is not much impact. Focussed and concentrated that energy is very impactful. Removing distractions and focussing on a single deliverable at a time allows us to complete our work faster with fewer defects.
Aligning a team to a common vision and purpose directs their energy towards it. No longer diffused to fulfil a dozen competing demands, effort is channelled to the shared goal. Distractions come in many forms. Fancy tools, cool architecture, requests from different groups. If we do not pay attention to focus, our laser beam team becomes an Edison bulb, it is busy and glowing, but not very effective.
So, be cautious of distractions. Monitor time and energy directed to the project goal compared to energy directed to peripheral activities. Work life is like a greased pole with a 40-watt Edison bulb at the bottom and a 40-watt laser at the top. We must always be striving upwards to focus because as we relax we slide down towards distraction.
(Also visible in the picture is my “Do The Work” Post-it. another reminder to focus and a pointer to work on the same topic by Seth Godin and Stephen Pressfield. I guess I could get a 40-watt laser too, but that would scorch the cat rather than amuse it. Plus yes, it is snowing here and yes, my windows are old)