I’m working on finishing a talk based on a recent Pragmatic Manager newsletter: Three Tips to Focus to Deliver Better Products Faster. I wrote that newsletter because I’d given several recent talks where the audience told me their “agile” teams could not collaborate. Those “teams” were component teams and they were not near each other. […]
I’m seeing different kinds of “hybrid remote” teams these days. I already wrote about satellite teams (see Five Tips for Your Successful (Hybrid Remote) Satellite Team). Now, I’m also seeing cluster teams. Cluster teams have people in several locations, with collocated people in some locations. (See How To Understand Your Team Type: Collocated, Satellite, Cluster,
You’ve spent the better part of two years organizing for all-remote work. Now, your managers want people back in the office. However, your team won’t all be back in the same time and space. People get to choose which days (and possibly hours) they come into the office. That means you don’t have a collocated
When Mark Kilby and I wrote From Chaos to Successful Distributed Agile Teams, we discussed the fact that we no longer needed physical face-to-face interactions. Instead, we needed high-fidelity virtual interactions. (High-fidelity virtual interactions didn’t exist when the guys got together at Snowbird to write the Agile Manifesto for Software Development.) The Allen Curve explains
Summary: Many of us have horrible experiences with distributed teams where we can find no possibility of collaboration, but it doesn’t have to be that way. Even if a team is distributed, those team members need collaborative opportunities and space. What’s important is the team’s time for collaboration, not time zones. Here are some ways
When I started this series about team brittleness and resilience, I expected to discuss winter weather in the Boston area. Every year, we expect several large snowstorms. And, when it snows hard and long, we should stay off the roads so the plows can clear the snow. The organization and team I wrote about in
Dave, the tech lead, was trying to use an agile approach with his team. Four of the people worked together in a team room in Waltham, Massachusetts, a Boston suburb. Two people worked from their homes in New Hampshire, and one person, the product owner, worked from her home in Indiana. Their agile approach wasn’t