This is a guest post by Prasad Chaudhari, freelance java consultant. He was appointed as a project manager for the project mentioned below and played a role of ScrumMaster.
Locally, we have six scrum teams: five software development teams, and one IT operations team. Each team has a sprint backlog, scrum board and burn-down chart. Automated tests and continuous integration are part of the daily business.
Our company has a universal understanding and acceptance of the Lean and Agile Value Chain, beginning with rough user concepts and ending with customer delivery. Without this basic building block, as the theory of constraints suggests, there will either be many unfinished stories in progress (i.e., because operations cannot make regular releases), or developers will starve for stories (because the business is unable to prioritize).
Last year, we decided to grow our software development capability by adding another scrum team in India. After a few iterations, reflections and process adaptations, the remote team became productive. We’ve been successfully running agile offshore for over a year now, and I’d like to share our key learnings.