Presented at Agile 2009 (Chicago), Agile Eastern Europe (2009)


This paper describes a journey from 2004 to 2008 when SoftwarePeople in Denmark, together with a partner from Bangladesh, established a subsidiary company more than 7000 km away from Denmark. We hired 20 people in one week in Bangladesh and started to use CMMI processes to integrate development teams between the two locations with the goal of receiving a CMMI level 3 certification in 1.5 years. After some challenging time we stopped the CMMI project and switched back to Agile and Lean techniques with more collaboration. Here we describe our experience with implementing global big bang Scrum and building a kaizen culture. A journey from long running projects, technical dept. and integration nightmares to small batches of work, continuous integration and faster delivery of business value.

Key Takeaways:

  • Focusing on CMMI processes and having a specific CMMI certification level as a goal isolated the teams from each other and created distrust.
  • Moving into Agile and using Scrum engaged people in much more collaboration and visualized many hidden problems.
  • Working with the problems and doing regular retrospectives, created more trust and understanding between the distributed teams.
  • To be able to work with Agile practices in a distributed setup, we had to establish and focus on specific areas to manage the physical distance between the team members.

Full Case Study:


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