Agile 2008 Conference, Growing and Sustaining an Offshore Scrum Engagement, Edward Uy & Nikos Ioannou

1. Growing and Sustaining An Off-Shore Scrum Engagement Edward Uy & Nikos Ioannou Kelley Blue Book

2. Migrating From SharePoint to a Better Scrum Tool Edward Uy & René Rosendahl Kelley Blue Book

3. Agenda KBB Background Five Dysfunctions of a Team Starting Small Growing the Teams Hyderabad, India Beijing, China Learnings Q & A 3

4. Background KBB has been working with Scrum since 2005 Began expansion to all development teams in 2007 Moderate Scrum experience level Currently 18 teams/200 users 5 Dysfunctions of Team introduced in 2006 Primary development efforts KBB.com Dealer Products Some internal tools and systems

5. The Five Dysfunctions of a Team Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust The Five Dysfunctions of a Team By Patrick Lencioni

6. The Five Dysfunctions of a Team Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Avoidance of Accountability The need to avoid interpersonal discomfort prevents team members from holding one another accountable for their behaviors and performance. Absence of Trust The fear of being vulnerable with team members prevents the building of trust within the team. Inattention to Results The pursuit of individual goals and personal status erodes the focus on collective success. Lack of Commitment The lack of clarity or buy-in prevents team members from making decisions they will stick to. Fear of Conflict The desire to preserve artificial harmony stifles the occurrence of productive, ideological conflict.

8. Each person on the team “answers” 3 questions for the team

9. Where did you grow up?

10. How many siblings?

11. Describe a challenge you had to overcome in your youth

12. “Mini-360s”

14. Starting Small

16. China team: small internal web based tools for supporting KBB.com

18. Software deliverables met business expectations and timeliness

20. Setting-up a combined on-shore/off-shore team

21. The process – adjusting over time

22. Weekly combined code review sessions

23. Interdependent stories from the epic backlog

24. Common development environment

25. Automated build/deploy processes and testing

26. Daily combined scrum calls followed by a technical call

27. SharePoint discussion board

29. Need for fast turnaround on smaller enhancements

30. Need for frequent releases to production

31. No more large epic work in the product backlog

32. On-shore team was stretched to meet aggressive timelines

33. Resulted in poorly written stories

34. And there was minimal technical support time available to support the offshore team

35. The Impact to the off-shore teams performance

36. Results did not meeting product owner expectations

37. Low quality work without the onshore support

39. On-shore Team travelled to India to re-introduce Scrum and the Five Dysfunctions of a Team model

42. Beijing Team – Adjusting (调节) Changed the focus of work to site optimization, UI compliance, testing automation More frequent exchanges and longer stays Technical standards Scrum Training 5 Dysfunctions reinforcement Stories are more well-written and clear Vendor is providing English language training after hours to continually improve skills

43. Beijing Team - Adjusting Resulted in: Getting issues out faster during calls or SharePoint discussion boards All team members now feeling like they can provide input at Planning Meetings, Daily Scrums, Reviews and Retrospectives Better team deliverables and velocity Beijing team members want to work on KBB teams

44. Additional Team Building Discoveries Vendors wanted to please the client Off-shore teams didn’t reveal issues quickly enough and resulted in poor daily Scrum and retrospective meetings None of the off-shore team members had ever had direct contact with the client before; this structure was new to them, and therefore the leads ending up being the spokes person for the team Continual reinforcement of Scrum principles and 5Ds is necessary for everyone - on-shore and off-shore teams We had to make sure company values and attitude toward Scrum and 5Ds were embraced Support of off-shore takes time and it is important to make sure the time is allocated!

45. Final Thoughts We’re a small technology shop We are focused on making every interaction as effective as possible. Off-shore teams need to understand KBB culture and what is important to us Its more than Client – Vendor relationship. It is an extension of an on-shore team. We make adjustments all the time and will continue to do so.

46. Thanks! Edward Uy euy@kbb.com Nikos Ioannou niouannou@kbb.com