Dana Pylayeva, will host the coaching track at the summit, where we explore some of the hard lessons we need to be aware of when adopting coaching in our practice
Ayodeji Ishola, hosts a track on the state of Agile in the African continent, and will be showcasing talks that address the cultural specific aspects of Agile in Africa
Mariana Trigo, will have 6 sessions on career advice for Scrum Masters and hiring advice for those hiring Scrum Masters. She’ll have a special focus on how you can get into the Scrum Master role even if you don’t have a tech background.
Yves Hanoulle, the co-author of the Tips from The trenches audiobook, hosts a track on Hybrid work, very topical now that we have our teams remote most of the time
Martin von Weissenberg, will share patterns of scaled agile. Not the frameworks we always hear about, but rather practical, down-to-earth advice for specific needs when we scale agile
Accepting and learning to deal with Social Complexity in Agile adoption
Aligning teams is not only the challenge we face as Scrum Masters working with remote teams. There’s also the stakeholder side, and aligning stakeholders is even harder than aligning the teams we work with.
We discuss some tactics, as well as a key metric to keep our eye on: “the velocity and quality of decisions that happen around the teams.”
Scrum team consequences due to missing alignment
When teams and stakeholders are not aligned, we can see decisions being delayed, or even ignored. All of this leads to a direct impact on the team’s ability to deliver. Luke shares with us some anti-patterns and some tips he’s collected over the years.
We learn how important it is for Scrum Masters to keep tabs on the communication, and alignment between different departments (not only between teams), and we discuss how sometimes the solution is “more meetings”, leading to the inevitable meeting overload anti-pattern.
We also discuss and describe some of the anti-patterns that emerge when teams and departments lose alignment.
Solving the lack of alignment
When it comes to helping departments and teams get aligned, Luke suggests we try what he calls “sensemaking meetings”. These are meetings that help us find answers to questions and improve shared group understanding of a topic or situation. But there’s another goal for sensemaking meetings: to build the necessary interpersonal networks that are needed to solve future problems.
Solving meeting overload: an experiment
Just like many of us have experienced, Luke also experienced moments when there were too many meetings. In this segment, he suggests we try an experiment he tried before: cancel all meetings for 2 weeks. We discuss why you may want to try that experiment, what were some of the consequences of trying that experiment, and the good things that happened once people started to realize that some meetings were actually useful and necessary.
Dealing with unreasonable expectations
There’s another aspect of remote work that leads to problems at the team level. The fact that work gets hard when remote, and that stakeholders are now more distant from the teams, leads often to unreasonable expectations. These expectations can cause problems at the team level, through high levels of stress, and between teams and stakeholders because of missed expectations. In this segment, we discuss the dynamics that lead to unreasonable expectations and what we can do to help both teams and stakeholders adjust their expectations to the reality of remote work.
About Luke Szyrmer
Luke is the host of the Managing Remote Teams podcast. Luke has managed or participated in fully remote teams for almost a decade. He has lead programs of widely distributed teams. Over the last 9 years, he has lead teams building software, running marketing and sales, and launched a bestselling book. Remotely. In many cases, with people he never met or spoke to in person.
In this episode, we interview David Horowitz who’s the CEO of Retrium, a company that builds tools to help you facilitate remote retrospectives. The links to Retrium’s Retrospectives Academy below are affiliate links, if you prefer to follow a link that takes you to Retrium’s site, but does not give anything back to the podcast, you can. Just follow this link: Retrium.com. On the other hand, if you want to help us grow this podcast, you can follow the links below or this link to Retrium’s Retrospective’s Academy.
As David started his Scrum Master journey, he was faced with a big challenge. He struggled with remote retrospectives. No wonder, he ended up creating and being the CEO for a remote retrospectives company. He experienced the pain first-hand!
As he got started experimenting, he found the Lean Coffee format to be effective (see our Lean Coffee episodes). However, he found that even when the format worked well, there was something else missing.
The collaboration that can be had when the team is in the same room simply isn’t the same when we are all remote, and sometimes even without video!
From that survey, the early results are conclusive, one of the biggest challenges you are facing right now is to help your teams coordinate their work, and collaborate effectively after transitioning to #Remote work.
So, to help you adapt to this new #Remote work reality, we collected the following strategies and tools for helping #Remote teams coordinate and collaborate effectively.
Many of us have started to work from home while our children are also at home, which presents additional challenges. Here’s a collected list of tips from our listeners on Twitter. You are not alone! Many others like you are working from home with kids!
Stay calm, be empathic with your colleagues
One of the most important rules when working from home is to respect each other, we are all in the same situation, we are all getting started in our #Remote work journey. A simple practice that will help you with this is to tell your self: “We are all figuring it out,” she said. “It might get a little messy.” Yes! It will, sometimes, get messy. But it will also improve over time.
Be understanding with your colleagues, give the example and say also to them at the start of your next call: “We are all figuring it out,” she said. “It might get a little messy.”
Use your mute button generously, but accept when the noise comes from the other side! Have a post-it ready to remind your colleagues they are not on mute. Be kind, though 🙂
Pay attention to your children. You’ve gained time, give it to them
I work from my home office. Have lunch together and engage mine with some books and other electronics to play games and learn new things. I am signing her up for an online class (fun class) tomorrow. It also helps with bonding as I save about 2 hours of commute time daily
Talk to your partner/spouse. Agree on how you will help each other
Many of you are working from home with your spouse or partner. You are probably both in the same situation, so talk early about how to handle the situation.
Daniel suggests ~2 hours shifts, talk about it, and agree on what would work for you.
We’re setting shifts a bit more flexibly according to meeting schedules but yeah, more or less 2 hours each. And 100% agree on the second part. Also important to adjust them externally to workmates and clients.
Another tip is to share your work meetings calendar with your spouse/partner and try to help each other. You may try to book meetings when one of the adults in the house is not having another meeting (if possible).
In any case, don’t forget: be empathic with your spouse/partner too! You are both going through the same experience.
Anna has a slightly different approach, she suggests short bursts (more likely to work with smaller children), it’s a bit like the famous Pomodoro technique (which some already call Mozarella technique because “Pomodoro” apparently have been trademarked ??♂️)
That is a great challenge, not with older kids, but with the youngest. What we are trying now is something like Pomodoro but with longer breaks work. We ask for uninterrupted time for 30-45 mins. And then reconnect. And repeat…
Remember, this is what being empathic towards others and yourself means! However, you are an Agilist! You also know that you will be adapting and improving over time. Stay with it.
Create a routine of reflection, individually and with your partner/spouse. And if your kids are old enough include them in that reflection. They will benefit from your example and will learn to be deliberate about reflecting and adapting to novel situations in their lives.
Help your children learn and practice skills at home, it’s a win/win!
The final tip comes from Paul:
Drawing, how to draw things from internet he has his ipad and practices different drawings. Reading different kind of books. Also watching the plants grow :))
Do your children already want to practice a skill? Maybe playing the piano or guitar? Or learn how to draw? Help them out. Buy them an internet course, and let them practice. Those skills will be beneficial immediately for you, and in the future for them! It’s a win/win!
What other techniques and approaches have worked for you? Share your learnings below in the comments!
I’ve worked remotely since 2014. Sometimes for weeks at a time. Most of that time as a Scrum Master or Agile Coach, so I’ve had to learn a few things about working with remote teams. Here are some of those tips that I’ve collected
Get used to booking 15 min sessions with colleagues
When we work remotely, it is quite normal to have more meetings. That’s how we synchronize our timetables. There are fewer opportunities to meet colleagues in the corridor, kitchen, or while walking out to lunch or a coffee break.
So, I started booking 15min session with colleagues, to be able to interact with them, but not completely disrupt their day (or mine).
Here are the rules I follow:
Book the 15min session just before or after a meeting they already have in the calendar (to avoid breaking up their un-interrupted time)
If I need a decision, I send an email ahead with the topic and a few possible decisions (3 is a good number)
Keep discussions short, if no solution can be found, book another call while talking to my colleagues
My goal with these 15min sessions is to keep in touch and get work done in short bursts. Turns out (based on my experience) that most 1h meetings can be avoided by having short 15min sessions to make decisions. However, sometimes that’s not enough, and we book another session for later that day or the day after.
One of the hardest lessons for me to learn though, was the need to have breaks. When working remotely, all my colleagues are literally a few keystrokes away. There’s no physical barrier (thought there might be a mental one, more on that later). This means you end up having back-to-back meetings, and not getting up from your seat, which may make you feel productive, but will negatively impact your health and creativity.
In my experience, having a 10-15min break every 2 hours is a good rule of thumb, although sometimes I do get up and walk around more often than that. To keep me active in those breaks I either play a game (I’m a big FIFA fan) or do exercise (I bought rubber bands to do strength when traveling or at home).
I’ve learned that a 10-15 min break will help me be more creative when I get back to the “zone”.
Create a routine
I’ve developed my own routine over time, and I expect you will too. Over time, I learned that sitting down right after breakfast is my best strategy. I have breakfast and get right down to the most important tasks (I keep all my tasks in Evernote. Although I’ve tried other tools, I feel text files are my best tool).
After the first work burst, I’ll walk around, play a game and think of the next tasks.
I usually have meetings only in the afternoon (I’m a morning) person, and in the evening. Between the morning and afternoon slots, I have a longer break, maybe an hour or so.
Because I usually have evening meetings, I break up the afternoon with a walk outside to go shopping or go running.
That’s my routine, but you should think about what works for you. Are you a morning person? Or are you more productive in the afternoon?
Set up a workplace you are proud of (you will be on video often!)
When I started to work remotely, I used whatever space was available at home. That’s great for when you get started, but over time you will feel a bit out of place, or get tired of setting up and tearing down your workspace. Recently I’ve bought a green screen and a good camera to be able to create a space that I’m proud of. In the picture to the right is my “morning” workspace. I feel like I’m in a real office, and so do my colleagues!
If you have a sufficiently powerful computer, ZOOM will handle the lack of green screen, so there’s no need to invest in that. And if you use Skype you can blur the background so that your presence pops-up on video. Pro tip: surprise your colleagues with the “coolest” office you can find online! PS: I use PIXABAY and Google image search to scout the net for office spaces.
Track your work, keep yourself accountable
Over time, I’ve had to learn to be even more organized when working from home than when I had an office to go to. Working from home means that you have less of the implicit signs from people coming to talk to you, or having coffee break chats. #Remote workers are both in charge of their work, but also have less information available to make the right priority calls. Because of that, I’ve started to write down what I want to achieve when I start working. I have a “today’s tasks” note on Evernote, and keep all my work there. I write down everything I need to achieve for that day and will jot down future ideas on a future date.
I start my day by writing down the date and listing the tasks/achievements for the day (see image). During the day that list will change, and I’ll also write down tasks/achievements under future dates.
My system is loosely based on David Allen’s Getting Things Done system. If you don’t have a task management system, start now. Start with pen and paper, and slowly try out and adopt a digital tool.
I might write a longer post about my time-management and work-management system. I’ve developed it over quite a few years and learned what works for me (and what does not).
These were 5 simple tips that I’ve learned work for me. What works for you? What questions do you have? Share your experiences and lessons learned below.
At the time I write this blog post, there’s the #covid19 epidemic going on. What this means in practice is that many of you will have changed recently to work with a #Remote team, so we are putting together a set of resources for all of our listeners jumping, head first, into working with #Remote teams.
In this post, I’m putting together a few ideas and lessons learned on remote retrospectives, and how to get started in your #Remote work journey.
One of the key differences to co-located teams they highlight is how distributed team members need to develop their “affiliation” to each other and form a team even when they are not meeting each other in the corridor.
Mark shares a few ideas, like setting up a #water-cooler channel in your favorite chat application. My self, I love to have coffee sessions with my colleagues. Set up a calendar invite, make everyone optional, prepare a coffee cup and chat with your colleagues.
In this episode, we explore in detail some of the most common anti-patterns Darren sees in the Product Owner role, and we discuss why a PO training is not necessary for a great PO.
The Great Product Owner: Business knowledge and outcome focus
To be a great Product Owner, it isn’t necessary to have attended a certification course. However, it is necessary to have a good connection to the business and a sharp focus on outcomes (impact) over output (more work). In this segment, we discuss what happens when you have those characteristics in your PO.
The Bad Product Owner: 3 Anti-patterns PO’s should avoid
There are many sides to a failed Product Owner role. In this episode, Darren shares with us some of the most common anti-patterns that he’s witnessed in his career as a Scrum Master.
Are you having trouble helping the team working well with their Product Owner? We’ve put together a course to help you work on the collaboration team-product owner. You can find it at:bit.ly/coachyourpo. 18 modules, 8+ hours of modules with tools and techniques that you can use to help teams and PO’s collaborate.
About Darren Smith
Darren, aka the Naked Scrum Master, has been helping teams and organizations be better than they were by exposing dysfunction and helping people to remove obstacles from their path so they can be happier and more fulfilled in their working lives.
In this episode, we explore the story of a team that was scattered and working outside the office. We then explore the anti-patterns that made those team members feel like outsiders in their own team. Finally, we talk about the antidote, what to do to make the team feel like a team, no matter where they are.
Featured Book for the Week: The culture code, Daniel Coyle
In The Culture Code by Daniel Coyle, Rik found a definition of the characteristics of successful groups. What makes them tick and got some inspiring stories that help him be a better coach for his teams.
About Rik Pennartz
Rik is an agile coach, who’s worked during the last years at the Volksbank, the Dutch Railways and ABN AMRO bank. Rik also teaches various agile courses such as Professional Scrum Master, DevOps fundamentals and Leading SAFe.
Scrum Masters all over the world make a significant effort to get better at facilitating retrospectives… Until they have to host a Distributed Retrospective. At that point, we learn that all you learned about facilitating retrospectives is still useful, but not nearly enough!
Preparing, hosting, and facilitating a Distributed Retrospective is a completely different challenge.
The 4 things that you need to make Distributed Retrospectives work