Remote management, LDP SoftServe
Download as PPTX, PDF3 likes758 views
The document discusses remote teams and remote management. It defines traditional, remote, and virtual teams. Traditional teams are co-located while remote teams have members in different locations but the same manager. Virtual teams have members reporting to different managers. Remote management is important for business success but faces challenges like complicated communication across time zones and cultures. Effective remote management requires the right tools, processes, and focus on people through clear goals, communication, and addressing issues immediately.
Remote management, LDP SoftServe
- 1. Remote Management Petro Porchuk, SoftServe February 2015
- 3. TraditionalTeam A group of co-located people brought together for a unified purpose or project
- 4. RemoteTeam A group of people brought together for a unified purpose or project.While they all report to the same organization and usually the same boss, they may physically be in different offices, cities, or even countries
- 5. VirtualTeam A group of people brought together for a project or purpose but report to different managers
- 7. Why this is Important?
- 8. Teams Comparison Team Co- located # Bosses Team Costs Communic ation Control Flexibility Time Zone & Culture Team Maturity Team Forming Traditional ? One ? ? ? Low One ? Fast Remote No ? Low ? ? ? ? ? ? Virtual ? ? ? Technology Low ? ? Super ? Exercise – Fill the Gaps
- 9. Teams Comparison Team Co- located Boss Team Costs Communic ation Control Flexibility Time Zone & Culture Team Maturity Team Forming Traditional Yes One High Face-Face High Low One Medium Fast Remote No One Low Technology Low Medium Multiple High Delayed Virtual Both Multiple Low Technology Low High Multiple Super Slow or not possible Business Business Remote Management is critical for Business Success Challenges –This is your Job
- 10. Starting Point Manager Remote Manager Magic
- 11. The Goal for today Learn tools and techniques to apply in daily work and develop Remote Management Skill
- 12. Is NOT the Goal for today I know “Remote Management”
- 13. Get back to the Challenges ofVirtual & RemoteTeams Complicated Communication, limited non-verbal Different time zones and Culture Hard to Control Long way from Forming to PerformingTeam phase You need MatureTeam to effectively collaborate by Remote
- 15. You are managing a project with fixed budget and schedule. 1/3 of time passed - you’re behind with your scope. Your 8 people RemoteTeam is distributed between 3 locations, you haveTL, Sr. Dev and 2 Jr. Devs in one of them, different from yours. YourTL reports, that she has a feeling Sr. Dev is underperforming. You have no visibility, as Sr. Dev refuses reporting his working time in tasks, saying that he continuously helps Juniors, their code is poor, and he would rather avoid bureaucracy and do useful stuff instead. He also said that he should have gone onVacation 2 weeks ago, but he’s still doing work.You did not get anyVacation request from him before. The Juniors do report their work hours fine. What you should do FIRST? #1 a) Ask Sr. Dev to start reporting hrs., so you can have visibility on his work. Explain it is part of project conventions b) Run ESAT survey, so you can have more details about Sr. Dev motivation c) Plan your visit the location asap d) Rotate Sr. Dev, since you trust yourTL e) Rotate Juniors, since you want your Sr. Staff to catch up the scope, not being distracted
- 16. You have been assigned a DT project, which has been in progress 2 months already with no Manager.The team is distributed between 2 locations: RM and 1 Dev are the only remote members. You have a hard time understanding current performance status of the project, and observe that team is over-timing every day. Your manager informed you, that customer satisfaction on the project is extremely low, but the customer likes how RM communicates. The project is about to fail, so your Manager assigned two hidden resources to survive. You accidently heard a conversation in the kitchen between 2 QC, that they are not on the same page regarding a USAcceptance Criteria, and will need to ask you for judgment. What is the MOST LIKELY root cause of the project issue? #2 a) Team has got unrealistic Scope b) Project Objectives are not clear to the team c) RM is underperforming d) Team is not motivated, as there’re no Manager e) Customer sucks
- 17. #3 a) Escalate to IT, as the line is not reliable b) Organize another meeting, to explain how to run meetings c) Forbid working from home, so dogs won’t interrupt the communication d) Request “Effective Meetings” training What the Manager should do FIRST? https://www.youtube.com/watch?v=DYu_bGbZiiQ
- 18. You are managing a critical Healthcare project to fulfill government regulations, and got a need to involve external expert from another company department in different city for a part time activity. On your request, the expert says, you need first to coordinate with his boss, as he’s fully allocated on another critical project. What type of a team you’re about to create? #4 a) Traditional withTM model b) RemoteTeam, as you’re about to involve remote team member c) RnDTeam d) VirtualTeam
- 19. You are managing a project with good collaborative Remote team of 9 people. People spend at least 2 hours on audio communication daily, to discuss pending tasks.The relationships in the team is excellent, you measure ESAT, which is high. The team tends to push some Sprint scope further, as often developers are waiting other check- ins, being blocked. Also QC usually are not able to run all the testing due to late delivery to QA in the Sprint. You run your Planning sessions well. However Daily Scrum meetings usually take 40 min, and people making lots of paper notes each meeting. What is the MOST LIKELY missing thing on your Project? #5 a) Communication Plan b) SCRUM Master doesn’t remove impediments c) Team Dashboard withTasks, Assignments and Progress d) Requirement Manager
- 20. PracticalTips
- 22. PEOPLE tips, 90/10 rule Get the Right People Set Clear Goals (90/10 rule of failing tasks, because of not understanding the goal) Communicate a lot (90/10 rule turns into 99/1 for Remote Mgmt.) SmallTalk is must and SMILE while talking (you get 90/10 loyaltyVS effort) Make people believe their boss actually EXISTS Not “resource” but “colleague”, better “friend” Be aware, behave with Respect to Culture Delegate Be committed and deal with issues immediately.Top folks. Run 1:1 Know, Congratulate and Celebrate Birthdays!
- 23. PROCESSES tips Measure ESAT, mitigate HR Risks Establish RegularVisits,Travel andTeam Building Clear HRCommunication Plan and Decision-Making framework Orchestrate with minor Changes, avoid Routine Run Effective Meetings, Ineffective ones can kill your Project!
- 24. TOOLS tips Use Clouds forTeam Space JIRA Dashboards, Confluence, Google docs RunVideo Calls (90/10 rule of non-verbal communication) Lync, Skype Run Surveys Surveymonkey, Confluence, Google Forms
- 25. Get back to the Challenges ofVirtual & RemoteTeams Complicated Communication, limited non-verbal Different time zones and Culture Hard to Control Long way from Forming to PerformingTeam phase You need MatureTeam to effectively collaborate by Remote
- 26. Did you get there? Remote Manager
- 27. Appendix A Conference Call in Real Life http://en.wikipedia.org/wiki/Virtual_team http://root5systemics.com/wp- content/uploads/2012/12/Virtual-Teams-Survey-13.pdf http://rw-3.com/2012VirtualTeamsSurveyReport.pdf http://www.management- issues.com/connected/6262/remote-team-or-virtual-team- whats-the-difference/