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The most common reason I hear for using agile project management software is because teams are dispersed.
Time is spent every day discussing the software at the expense of actual work or team improvements. People believe the value of an agile board or scrum board is simply to report to management. The software continues to get more complicated for everyone to use, enter information into, and adjust — to the point that you have or will soon have, people dedicated only to managing the data in the software!
People keep adding more and more fields to the software, to track more metrics, but no one has asked what the outcomes of tracking that data will be.
If you are a new team or organization using agile and most or all of your teams are co-located — ALWAYS start with a physical board.
If you make the decision to use a tool, and it is a decision, use something that is simple and use it as simply as possible.
Using agile project management software requires you to really break down what you are using the software for and why you actually need it. Subscribe to receive emails with my new posts and Agile Safari cartoons and Follow me on Twitter or Google +  to stay in touch! Jake Calabrese is a coach, trainer, and coach-consultant working to improve Agile practices, address cultural challenges, and move teams and leaders to go beyond yesterday’s best practices to better practices. Some seem to take the extreme position that if you have a dispersed team(s), you are stupid.

Signals can be explored before a decision to use agile project management software is made and on an ongoing basis.
You learn so much more about what is happening, team relationship improves, they are more interactive, they minimize extra processing, and so much more.
Even the big tools have simpler ways to use them, if you look at them from an effectiveness standpoint.
You need to understand and actively observe how the software affects people’s abilities to work together as a team. Jake created the AgileSafari cartoon series to introduce some laughs into the more challenging issues we have to tackle.
Jake uses ideas from various areas of thinking such as: Lean, professional coaching, psychology, facilitation, Agile, Scrum, Kanban, and real Agile analysis.
What I know is that we do have people who are not working in the physical office, due to child related things, appointments, weather, travel, traffic, or actually not living near the office. Are they being compared based on team estimates & velocity to see which team is working harder (Please don’t do this!!)? I recall a very technical product owner who argued that the team did not need a physical board for months.
He has unique expertise as an Organization & Relationship Systems Certified Coach (ORSCC) and as a coach for Agile adoptions beyond software development that he brings to each client engagement. There are many ways to dig into this signal and find out that things are not good! However, perhaps the goal is to see how many stories each team picks up each sprint, to see which product people might need help breaking stories down into smaller chunks.

He attempted to rely on an agile project management software and it was not working (too much processing and the team never settled into a groove). Jake regularly speaks at conferences including Scrum Gatherings and Agile Alliance conferences (e.g. This might not be a bad idea, although could be done without agile project management software. The situation does exist — although any person might decide they do not want to work with an organization that has dispersed people. This is one of the reasons why agile coaching is more than just telling people the answer, which a lot of organizations want.
Any organization that chooses to have dispersed teams will have a cost associated with that choice. Agile coaches need to explore, with the people in the organization, what is really happening — at least if you want to move beyond fogging the agile mirror. That cost will vary, depending on the people and organization, and they decide they are okay with the cost.
While there is much more to be said on dispersed teams, that is not the central topic in this article, so I’ll move on.

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