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'Watchful Waiting' May Be an. Appropriate Treatment for ELBW Infant with Hepatic Mesenchymal Hamartoma. Ãzgül SalihoÄlu, MD; Emrah Can*, MD; Sinem ...
1Hematology Research Center, 2Neonatology Research Center,. Shiraz University of Medical Sciences, Shiraz, Iran. Received: Dec 31, 2012; Accepted: Jan 13 ...
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Distributing a lean organization: Maintaining communication while staying agile (LESS 2010, Helsinki) Sebastian Meyer, Eric Knauss, Kurt Schneider {sebastian.meyer,eric.knauss,kurt.schneider}@inf.uni-hannover.de Software Engineering Group Leibniz Universität Hannover
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Motivation • There are just little few developers who are skilled in every aspect/technology of software development. – It is a common practice to build teams consisting of specialists – Specialists needs to be integrated from outside or inside the company
• Not in all cases a co-located team can be formed – Integrating these teams can turn into an extreme overhead
• Communication is one of the major keystones in agile development • We wanted to understand communication in a (distributed) agile project to understand which additions are absolutely necessary for distributing teams – And how they change the agile character Sebastian Meyer: Distributing a lean organization (LESS 2010)
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Project Setup (I) • We used our XP-Lab as a base for the observations – Two 4h Spikes (Tuesdays) – One get-together to kickoff the project – Working one 40h week (Tuesday – Friday + Monday)
• For the distribution, we made use of the GloSE-Lab – A distributed lab between (in this case) two universities – Part of the Global Software Engineering project in Germany
• We built two teams: – A dispersed team with 4 students at each site – A co-located team with 7 students – All students where in the Master program
Sebastian Meyer: Distributing a lean organization (LESS 2010)
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Project Setup (II) • To connect to the remote site, we used: – – – –
Skype A dedicated video conference system A distributed MindMap A desktop/document sharing tool
• Coaches and on-site customer where located in Hannover
• Both teams worked on Android Projects in Java – Using Eclipse with integrated Android tools – SVN for code sharing
Sebastian Meyer: Distributing a lean organization (LESS 2010)
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The GQM Tree • We used the GQM method with the following goal: Understand the communication in distributed XP from the viewpoint of an XP coach and the developers M1.1: Measure how much time it takes to setup and initiate each communication channel
Q1: How much Coordination Overhead is needed in a dispersed XP-Project?
M1.2: Measure which activity uses which channel
M1.3: Count how often each activity is done
M2.1: Count the number of stand-up meetings during the project
Understand communication
Q2: Does a dispersed project need more communication than a co-located one? M2.2: For each stand-up meeting measure its length.
Q3: In relation to forced rituals: Do developers contribute in communication situations and do they initiate communication by themselves?
M3.1: Count Skype and video calls initiated by the developers
Q4: Do dispersed teams document more information items per story card than colocated teams?
M4.1: Count the number of documented information items per story card in each team.
Sebastian Meyer: Distributing a lean organization (LESS 2010)
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Question 1 M1.1: Measure how much time it takes to setup and initiate each communication channel Q1: How much Coordination Overhead is needed in a dispersed XPProject?
M1.2: Measure which activity uses which channel
M1.3: Count how often each activity is done
Sebastian Meyer: Distributing a lean organization (LESS 2010)
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Hypothesis for Question 1 • Hypothesis 1: We assume that communication in a dispersed XP project needs considerably more technical and organizational effort than in the co-located case and has influence on the question, whether the project stays in time and budget.
Sebastian Meyer: Distributing a lean organization (LESS 2010)
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Measurements for Question 1
Sebastian Meyer: Distributing a lean organization (LESS 2010)
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Question 2
Q2: Does a dispersed project need more communication than a co-located one?
M2.1: Count the number of stand-up meetings during the project
M2.2: For each standup meeting measure its length.
Sebastian Meyer: Distributing a lean organization (LESS 2010)
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Measurements for Questions 2 • Hypothesis 2: We assume that one stand-up meeting per day is enough, as in the co-located case but that it will take more time (approx. 50 % more) compared to a co-located setting.
Date
25.06.10
26.06.10
27.06.10
28.06.10
31.06.10
Length
19:48 min
31:29 min
26:00 min
27:32 min
37:52 min
• Average length of dispersed meeting: • Average length of co-located meeting:
Sebastian Meyer: Distributing a lean organization (LESS 2010)
28:32 min ~15 min
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Question 3
Q3: In relation to forced rituals: Do developers contribute in communication situations and do they initiate communication by themselves?
M3.1: Count Skype and video calls initiated by the developers
Sebastian Meyer: Distributing a lean organization (LESS 2010)
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Measurements for Question 3 • Hypothesis 3: We assume that the developers contribute less than in a co-located project. Furthermore, we expect very few self-initiated communication situations. Rituals like planning poker or 5-point-evaluation improve the situation • Skype calls initiated by developers: • Video conferences initiated by developers:
16 0
• Co-located team and parts of the distributed team that where on the same location communicated a lot • Few communication between the distributed locations
Sebastian Meyer: Distributing a lean organization (LESS 2010)
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Question 4
Q4: Do dispersed teams document more information items per story card than colocated teams?
M4.1: Count the number of documented information items per story card in each team.
Sebastian Meyer: Distributing a lean organization (LESS 2010)
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Measurement for Question 4 • Hypothesis 4: We assume that they document about 50 % more than in a co-located setup. Video channels decrease amount of documented information items and allow to value interactions over documents.
Co-Located Team
Dispersed Team
Requirements total
135
127
Documented Req.
54
28
Not documented Req.
81
99
Contradiction!
Sebastian Meyer: Distributing a lean organization (LESS 2010)
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Problems • We assume that the company wants to be lean – Needs a clear commitment
• A technical difficult communication channel that needs complex and expensive systems that are not available all the time requires much more organizational overhead – Example: Video conference room must be available when needed – This is not necessarily a problem of the used tools
• While our XP course is as realistic as possible, it‘s still a university course with very limited time • Both sites were in the same time zone Sebastian Meyer: Distributing a lean organization (LESS 2010)
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Conclusions (I) • Our goal was to understand the communication in distributed XP from the viewpoint of an XP coach and the developers • The communication needs are not very different from the colocated case • We could detect, that the co-located parts of the dispersed team communicated more – Inter-site communication seems to have a higher border
• The use of a dedicated video conference system was a great help – For group calls – For planning games and contact with the customer – We even had distributed lunch Sebastian Meyer: Distributing a lean organization (LESS 2010)
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Conclusions (II) • To effectively distribute agile teams, we needed: – voice and video communication – tools for sharing desktops, story cards, whiteboards, and tracking information.
• Supposedly simple technologies like whiteboards or story cards are very difficult to substitute in a distributed settings. • Setup time remains a major issue – The addition of many small time amounts to setup and keep the channels running adds to the coordination effort of managing the different skills in an agile team.
• Distributed communication feels much more intense Sebastian Meyer: Distributing a lean organization (LESS 2010)
