Remote Work Tools

  • Skills Matrix

  • Agile Release Trains

  • Scrum of Scrums

Techniques

  • Organize teams so that all core actions for a job can be done within the team.

    • WARNING: Teams that need an outside person to finish work will always have impediments slowing them down. 

  • Usually it takes multiple team members, with a variety of skills, working together; sometimes it takes multiple teams working together. 

    • TIP: If the work is too large for a small team, use techniques like Story Splitting to divide the work between multiple teams. 

  • Smaller sub-teams (e.g. 5-12 members) are often more effective because they allow for more communication between team members. 

  • Team membership needs to be stable for optimal operation, the building of trust, and more-effective communication.

    • WARNING: Team members need to be allocated 100% to a team; partial allocation slows all teams down. 

    • TIP: If you need a team member to work with another team temporarily, don’t move the person; move the work to the team with the needed person. 

Guidance

P3.2 Cross-Functional Teams

Remote Work Tools

  • Knowledge Base

  • Code Libraries

  • Brown Bag Lunch Presentations

  • Communities of Practice

Techniques

  • Leverage and share the combined experience and knowledge of the entire organization in a central location. 

    • CAUTION: Lack of sharing can result in “reinventing the wheel,” duplication of work as team members solve the same problems from scratch, resulting in slower delivery. 

  • Your best, brightest, and most-innovative employees can’t participate in all teams, but their shared ideas can.

  • Allow everyone to contribute to the knowledgebase, not just senior team members. 

  • Report back to the knowledgebase on the effectiveness of techniques in other teams; not every idea will work in every setting.

  • Research and share better practices outside of your organization for greater effectiveness.

Guidance

P3.3 Shared Better Practices 

Remote Work Tools

  • Technical Debt Backlog

  • Refactoring

  • Design Thinking

Techniques

  • We prioritize and compromise to meet timelines; set aside time in the future to clean up compromises.

    • WARNING: If you never have time to revisit old decisions, chances are you are working at 100% capacity; research shows that working at 100% is less-productive than 80% capacity and even 60% capacity. 

  • Sometimes we make better decisions for the long term when looking back in the future; now is the second-best time to clean up your work. 

  • Often once we understand how the pieces of the system fit together, it gets simpler; look for patterns and redesign around them.

Guidance

P3.1 Implementation Debt

  • Confusion

  • Disgruntled Employees

  • Impediments & Delays

  • Lack of Communication

  • Late-breaking Requirements

  • Low Output

  • Rework

  • Siloed “Not My Job” Thinking

  • Unhappy Stakeholders

Problems Experienced Without These Practices

ation

Product

P3.

Implement