Need an expert?
You are more than welcomed to leave your contact info and we will be in touch shortly
Diaverum runs clinics in 14 countries, and requested a business critical system that would manage a team where the members are located far away from each other.
The assignment required the following questions to be answered:
There are quite a few project models and methodologies focused on a predictable delivery, but only a few, if any, of them works well with a geographically spread team.
One of Kanbans very interesting aspects is the flow of work between different roles in the project. This adds some benefits in a distributed development organization where handover between roles need to follow each development package. It also clarifies the need to be specific concerning relevant documentation. Over-documentation is as bad as missing documentation and relevance is of course very important to minimize time spent on short-lived information.
We defined our Kanban v1 process in an open-source tool named Redmine. The first version was up and running within a day of the process adaptation workshop and has been improved continuously since then.
Short phone meetings where used in handover from one process stage to another with participants from all interested parties in that development package. All relevant documentation used where either in document repository for persistent information, or in the Redmine Backlog item for all short-lived information.
Redmine became the focal point for most of the information flow in the team. Most areas where covered by to-do lists, time reporting, code review, and linking code change all the way back to the business requirements. One of the critical success factors was the transparency where all members of the team where able to track the progress and participate in the project.
The geographical aspect of a project can lead to very positive but not always anticipated effects. During the most hectic part of the project we were present in Lund (project manager and test team), Denver Colorado (business analyst), Gothenburg (developers), Hua Hin Thailand (developer) and Munich (project sponsor and steering group). The most famous change was a defect that affected most of those cities, which took less than two hours from start to end including decisions, BA work, development, code review, test and delivery.