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Remote Management Petro Porchuk, SoftServe February 2015

Remote management, LDP SoftServe

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Page 1: Remote management, LDP SoftServe

Remote ManagementPetro Porchuk, SoftServe

February 2015

Page 2: Remote management, LDP SoftServe

What isManagement?

Page 3: Remote management, LDP SoftServe

Traditional Team

A group of co-located people brought together for a unified purpose or project

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Remote TeamA 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

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Virtual Team

A group of people brought together for a project or purpose but

report to different managers

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What isRemote Management?

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Why this is Important?

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Teams Comparison

Team Co-located

# Bosses

Team Costs

Communication

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

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Teams Comparison

Team Co-located

Boss Team Costs

Communication

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

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Starting Point

Manager Remote Manager

Magic

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The Goal for today

Learn tools and techniques to apply in daily work and develop

Remote Management Skill

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Is NOT the Goal for today

I know “Remote Management”

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Get back to the Challenges of Virtual & Remote Teams

Complicated Communication, limited non-verbal

Different time zones and Culture

Hard to Control

Long way from Forming to Performing Team phase

You need Mature Team to effectively collaborate by Remote

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Situational Questions

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You are managing a project with fixed budget and schedule. 1/3 of time passed - you’re behind with your scope. Your 8 people Remote Team is distributed between 3 locations, you have TL, Sr. Dev and 2 Jr. Devsin one of them, different from yours.Your TL 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 on Vacation 2 weeks ago, but he’s still doing work. You did not get any Vacation 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 your TL

e) Rotate Juniors, since you want your Sr. Staff to catch up the scope, not being distracted

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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 US Acceptance 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

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#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

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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 with TM model

b) Remote Team, as you’re about to involve remote team member

c) RnD Team

d) Virtual Team

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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 with Tasks, Assignments and Progress

d) Requirement Manager

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Practical Tips

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Remote Management

People Tools

Processes

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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.)

Small Talk is must and SMILE while talking (you get 90/10 loyalty VS 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!

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PROCESSES tips

Measure ESAT, mitigate HR Risks

Establish Regular Visits, Travel and Team Building

Clear HR\Communication Plan and Decision-Making framework

Orchestrate with minor Changes, avoid Routine

Run Effective Meetings, Ineffective ones can kill your Project!

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TOOLS tips

Use Clouds for Team Space

JIRA Dashboards, Confluence, Google docs

Run Video Calls (90/10 rule of non-verbal communication)

Lync, Skype

Run Surveys

Surveymonkey, Confluence, Google Forms

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Get back to the Challenges of Virtual & Remote Teams

Complicated Communication, limited non-verbal

Different time zones and Culture

Hard to Control

Long way from Forming to Performing Team phase

You need Mature Team to effectively collaborate by Remote

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Did you get there?

Remote Manager

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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/