In my previous post (only italian language, sorry) I hypothesized an immediate possible strategic response to the Coronavirus black swan and its present and future impact on our economies. In today’s post, however, I describe how Agile processes and mindsets support remote work even if remote work – sometimes improperly defined agile work – does not support the Agile approach. No pun intended :).
Agile and remote working
Today, here in Italy, it’s almost one month of COVIT19 epidemic and pandemic. Those who had the chance, my teams first, moved to remote working. The benefits of remote working for employees and businesses have long been known. These include cost-cutting, no commuting, autonomy and flexibility of employees, being close to loved ones and also, alas, in recent times, fewer opportunities for contagion. There are also widely known disadvantages. For example isolation, the lack of social interactions, lack of boundaries between work and private life etc.
However, there is a little-known disadvantage: remote work is an Agile antipattern, something that instead of improving the quality of Agile processes, makes it worse.
Remote working anti-patterns
Who says that? The very definition of Agile, with the Agile Manifesto of 2001, clearly states face-to-face interaction between individuals as the preferred way of working.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation
Studies measured increases in productivity of co-located teams and the reasons for this improvement.
Those who worked in highly productive co-located teams immediately understand the advantages of co-location: easier team management, better communication quality, non-verbal communication, easier interactions, greater pairing and cross-training opportunities, etc. Remote working, on the other hand, inhibits or reduces, in some cases greatly, the advantages that result from co-location.
Agile supports remote working
Does it mean that it remotely working Agile teams are not possible? Of course, not. Examples of displaced Team Agile are quite common and have multiplied in recent weeks. Consider for instance, a Scrum Team with, In order of decreasing efficiency:
- The Product Owner is displaced with respect to the Team. This rather common solution remains highly efficient,
- Some members of the Dev Team are colocated,
- the Scrum Master is co-located with the remaining team members.
The solution #3 is typical of these weeks where socialization is reduced to prevent the contagion from COVID19 and while being the least efficient, still benefits greatly from the Agile approach.
Agile can give structure to remote interactions, help in defining shared daily goals and a clear purpose for iterations and sprints, as well as constant feedback from the market. The loss of focus is thus avoided and a “normality” is restored even in emergency conditions such as that dictated by COVID19
Recurring, structured and time-boxed events typical of Agile frameworks, promote interaction, alignment and cooperation between team members. Explicit formalization of priorities favors better understanding of the activities to be carried on as well as decision making process. Transparency, continuous improvement, simplicity and other Agile principles continue to be valid in creating value also in a remote working context.
In essence, teleworking does not help Agile work, but Agile can provide a great context for achieving objectives avoiding loss of focus and vision for remote workers.