Upload
petro-porchuk
View
127
Download
1
Tags:
Embed Size (px)
Citation preview
Remote ManagementPetro Porchuk, SoftServe
February 2015
What isManagement?
Traditional Team
A group of co-located people brought together for a unified purpose or project
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
Virtual Team
A group of people brought together for a project or purpose but
report to different managers
What isRemote Management?
Why this is Important?
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
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
Starting Point
Manager Remote Manager
Magic
The Goal for today
Learn tools and techniques to apply in daily work and develop
Remote Management Skill
Is NOT the Goal for today
I know “Remote Management”
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
Situational Questions
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
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
#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
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
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
Practical Tips
Remote Management
People Tools
Processes
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!
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!
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
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
Did you get there?
Remote Manager
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/