How Can A Pm Manage Global Disconnected Agile Scrum Teams

In the current global climate, where competition and cost drives the agenda of organisations big and small, more and more organisations are adopting a project based approach to new initiatives and investments.

With the initiatives becoming more complex and specialist, organisations have no option, but to look at a global and diversified workforce to both fulfill the need and in the shortest time possible. To add to the challenge, such pool of resources and teams are often disconnected both geographically and spatially to start contributing to the project from day 1.

These new constraints are different to the normal cost, quality and time constraints PMs are familiar with, but nonetheless very important if the PM would like to keep within the cost, quality and time limits. Such constraints imply that a PM can not afford to go through the normal Norming - Forming cycle to get the team on board and working together to deliver the project.

To solve this dilemma, good communication remains the key and it needs to be orientated towards the project objectives. A PM therefore needs to connect the team in the shortest possible time and convert them from a individual contributors to team players.

Some of the techniques by which a PM may achieve this are - Share the whole picture with the team and how they fit in (planning) - Discuss with the team all the work that needs done (estimating) - Verify with the team the priority of the work (scheduling) - Confirm visibility into who is doing what (clarifying R&R) - Provide ability to accept work assignments on teams own availability (resource management) - Always communicate effectively - keep strict time limits and agenda avoid interruptions by having slots during the day for non-planned work (conflict management)