Sergio Pereira Profile picture
Oct 5, 2022 22 tweets 6 min read Read on X
Why I don't use Scrum to manage my Remote Teams?

TL;DR: It adds at least 8 hours of meetings per Sprint. That's 2 full days of lost productivity, per team member, per month!

This is what I do instead 👇
Earlier in my career, I did use Scrum. A lot, actually.

At times because I was pushed to do it. Other times because I didn't know better.

Everyone was doing it, so it felt like the natural way to manage tech projects to me.
These were the normal "Scrum meetings" in my teams:

- 2h for grooming
- 1h30m for sprint planning
- 2h30m for stand ups (15m x 10 days)
- 2h for retrospective

Every team member started a 2-week Sprint with 8 hours in meetings already scheduled. Just for process boiler plate 🤯
And those 8 hours of meetings got extended every Sprint.

Because either:
- Those scheduled meetings overran

- The proverbial "Let's take this one offline" (= another meeting)

- The even more proverbial "Let's book a follow up to close this off" (= another meeting)
I started seeing red flags in Scrum when I started implementing asynchronous processes in my teams.

I hired people in different time zones, and forcing them all to sit in so many meetings started feeling like a big bottleneck.

Scrum isn't compatible with Async, imo!
Since then, I've stopped using Scrum. It was my first step to reduce meetings in my teams.

Beyond the time actually spent in meetings, they are also a big distraction for people who need to do deep work.

Here I wrote more about 7 ways I replace meetings with async processes:
Another thing I don't like in Scrum is how it forces all projects/features into a 2-week framework.

Some features are small and take just a few days. Others are enormous and take longer than 2 weeks.

Not all types of effort fit well into such a fixed framework.
For me, it makes more sense to develop software in a goal-oriented way.

"Goal" meaning: A clear business case that supports *Why* such feature needs to be built.

Eg: "We need HIPAA compliance to sell to clients in the Healthcare sector"
Between idea and shipping, there are many activities, such as:

- Create business case
- Collect requirements
- Assess feasibility and tradeoffs
- Plan/architect the solution
- Implement
- Test
- Launch
- Retrospect on results

So I break them into these 5 important questions:
1. Why -> The clear business case.

2. What -> The feature that will address the business case.

3. How -> The technical approach to implement that solution.

4. Who -> The team and resources needed for that effort.

5. When -> The delivery timeline, for expectation alignment.
Now, I don't bring my whole team into a "brainstorm" meeting to address these questions.

Each depends on different stakeholders, and they can be tackled sequentially for the most part.

In my teams, all these 5 questions live in the same collaborative document.
I have these 5 questions as sections of a Notion template.

Some rules are:

1. We can only define the "What" after we understand the "Why".

2. We can only plan the "How" after the "What" is clear.

3. Defining the "How" implies discussing tradeoffs that affect "Who" and "When". Image
Usually the document is started by a business stakeholder, or a Product Manager. They define the "Why".

Eg of "Why": We need comply with regulations in the Healthcare sector, so we can expand our sales in that vertical.
From this "Why", a Product Manager usually crafts the What. It needs to be clear enough so that Engineers understand it, but flexible enough to take input around feasibility and implementation tradeoffs.

Eg of "What": Our data needs to be stored in HIPAA compliant servers.
The "How", "Who" and "When" are usually collaborative, and led by technical stakeholders, eg: an EM.

Resources or time constraints, force to cut scope. Trade offs are to be discussed collaboratively.

Eg of "How": Move database and file system to HIPAA compliant AWS services.
The "How" discussion should clarify the tasks to be done and the assignee for each of them, the "Who".

Trade offs regarding timeline should have been clarified, and shared expectations about "When" should have been aligned.

It ends with ownership + accountability to deliver!
In my teams, we can do this without meetings for most tasks.

For tasks with denser trade off considerations, we jump on a meeting to discuss those live and commit to an approach.

Long iterations over async comms can create very long lead times, so I opt for meeting on those.
This is how I shifted from a heavy meeting culture (led by Scrum), to an Async-first workflow.

I can tell it was one of the key contributions to this acute before & after effect in my career.

I'm more productive, my teams are more efficient, and none of us is burned out.
I'm launching the course "Mastering Remote Work" soon. It includes a deep dive into the processes I use to manage my remote teams around the globe.

Join the waitlist for early access and a 30% discount👇

remote-work.io/course-masteri…
Interestingly, I read recently in @GergelyOrosz's newsletter that most Big Tech companies don't use Scrum either.

Instead, they use some variant of Plan > Build > Ship. I had never seen that coined as a process, but resonates a lot with my approach.

newsletter.pragmaticengineer.com/p/project-mana…
@GergelyOrosz That's a wrap!

If you enjoyed this thread:

1. Follow me @SergioRocks for more of these
2. RT the tweet below to share this thread with your audience
If you'd like to dig into the collaborative process that my teams do while planning a new feature, check this thread:

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More from @SergioRocks

Sep 5
"My software product was developed by an Agency.

They've hosted it on their Github account, and now they're asking for unreasonable demands to give me access."

- (Yet another) Startup Founder told me recently
Many unethical Software Development Agencies take advantage of non-technical Founders in many ways.

Retaining the client's Intellectual Property is one such tactic.

They host code privately on their Github account, and lock the Founder out.
This leaves the Founder with 2 options (both very bad):

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Most people looking for remote jobs are wasting their time scrolling Linkedin.

It's frustrating! You'll mostly get ghosted by companies.

Try these alternatives instead:
Linkedin isn't ideal for remote job seekers because:

- It's not optimised for remote (you need to select a city)
- It has lots of spam (many jobs aren't actual jobs)

But it's very high volume, and that's why it's a waste of your time.
I've used these 3 alternative ways of finding remote jobs, and I consider them much higher ROI on your effort than spending time on Linkedin:
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May 16
"What do you do as a Fractional CTO? What problems do you help your clients with?"

Startup Founders reach out to me mostly with these 3 challenges:
I've worked as a Fractional CTO for several years now.

During this time I've had 20+ clients, mostly startups in different growth stages, industries, tech stacks, team compositions, etc.

Most of my clients send me a DM here, seeking solutions for these problems:
1/ Build their first product

This is a growing use case for me, as AI is accelerating startup creation.

Non-technical first time founders seek a Fractional CTO to help them build the MVP and make key tech decisions early on.

I love the hands on work to go from idea to launch!
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May 15
Humans are terrible at data storage!

One day we'll forget the things we know today.

Even worse for companies. Every employee will eventually leave, and key knowledge will be lost forever.

As a CTO of Remote Teams, this is how I push my teams to document knowledge:
If you think documenting knowledge is only important for remote teams. You're wrong!

Documenting knowledge is important for any team. Critical knowledge that lies on someone's brain is a source of fragility for any organisation.
These are the 4 most important risks your team is exposed by not documenting knowledge:

1. Knowledge gets forgotten -> As priorities change, we don't recall what we did last month.

2. Knowledge gets lost -> As critical employees leave, their knowledge leaves with them.
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"I haven't applied to remote jobs in the US, because I don't have a US Visa. Do I actually need a Visa to work remote for a US company?"

- This is a very common question I get in my DMs

TL;DR: No, you do NOT need a Visa. But you should understand the nuances though:
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2. Understand the company's situation

Does the US company have a subsidiary in your country?
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I've interviewed several people who got laid off recently.

One thought seems to emerge in all of them:
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Some reports are sobering:
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- Work long hours to finish a project
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Still, they got laid off.

In many cases with little empathy from their employer.

One of them had been in the company for almost 3 years, and was laid off via email. The company cut his access to Slack immediately after. Zero humanity.
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