How to manage distributed teams successfully

In Hugo’s workshop, participants will create a best practice board in teams of 5-6 people. The teams go through each block of ‘The Bridge Canvas’. The goal is to share best practices, ideas and experiences. Per block, each team selects the ‘best best practice’. At the end of the workshop, each team will present the best best practices for each block.

 

At the start of the workshop, Hugo shares a few best practices (personal ones + from other distributed agile experts). Each person gets a handout with clear instructions. This includes some questions to stimulate thinking within the team + some best practice examples per block.

 
 

Outline/Structure of the Workshop

Duration: 45 minutes

 

Introduction 5 minutes

Hugo will introduce himself, the goal of the workshop and instructions + agenda.

Group brainstorming 5 minutes

  1. Everybody will put his business card/name on a board on the wall indicating on the y-axis the size of the company and on the x-axis the level of experience with distributed teams.
  2. Everyone can individually put post-it notes on the bridge canvas (large size on the wall), indicating what challenges they have experienced with managing distributed teams. The notes are put in each block of the canvas, so they’re grouped.

Concepts and materials 10 minutes

Hugo will share some best practices from his own experience and other’s related to each of the blocks of the Bridge Canvas. The main topics within each of the blocks, which we'll go through are:

  • Performance & metrics: Discuss with your team members how you measure company/team/individual performance and how you report the kpi’s to one another.
  • Culture: Discuss what impact you found cultural differences to have on your work
  • Team Spirit: Discuss with your team members what you (can) do to create a sense of being ‘one team’
  • Roles and responsibilities: Discuss how you have assigned roles and responsibilities within your team
  • Virtual office: Discuss how your virtual office looks
  • Tools: Discuss what tools work wonders to collaborate with your remote colleagues?
  • Communication Rhythm: Discuss how and when you hold meetings within your team
  • Process: Discuss with your team how you take a project from A to Z

Best practice sharing 20 minutes

The group will be split into teams of 5-6 people. Each team discusses the best practices they have learned (or which they find online/from other people), for each block. They can use the handouts for stimulating questions and examples of best practices.

Conclusion & action plan 5 minutes

Each person creates an action plan for his team. People can take the things they learned and put specific actions in each of the bridge canvas blocks. These actions can be taken as soon as they’re back in the office.

Learning Outcome

Key learning points:

  • Practical experiences from seasoned distributed team managers/coaches
  • Learn how to communicate smoothly across culture, distance and time
  • How to bridge cultural differences in distributed teams
  • How to apply agile methods to a distributed setting

Target Audience

Product owner, scrum master, project manager, team member, developer

schedule Submitted 4 years ago

Public Feedback


    • Liked Evan Leybourn
      keyboard_arrow_down

      Evan Leybourn - If you need to start a project, you’ve already failed #noprojects

      45 Mins
      Talk
      Beginner

      I want to be controversial for a moment and propose an end to IT projects, project management & project managers. I propose that the entire project process is flawed from the start for one simple reason. If you need to run a project, you've already failed.

      By definition, an IT project is a temporary structure to govern and deliver a complex change (such as a new product or platform) into an organisation. However, to be truly competitive, an organisation needs to be able to deliver a continuous stream of change. Managed properly, this negates the need for a project and the associated cost overheads.

      This is fundamentally what #noprojects is. The approach, structure, tactics and techniques available to successfully deliver continuous change. At its core, #noprojects is predicated on the alignment of activities to outcomes, measured by value, constrained by guiding principles and supported by continuous delivery technologies.

      This presentation will introduce you to #noprojects. You will learn how to define an outcome and create an Outcome Profile. You will also learn how to manage change within the context of an outcome through the Activity Canvas.

    • Liked Vipul A M
      keyboard_arrow_down

      Vipul A M - Building and Scaling a 100% Remote Team

      Vipul A M
      Vipul A M
      Software Developer
      BigBinary
      schedule 4 years ago
      Sold Out!
      20 Mins
      Talk
      Beginner

      From 2 person Company that worked on the other side of the Globe,  to a 30+ company, thats spread across,  BigBinary has grown gradually.

       

      Since its completely remote as well as Service based, it has its own unique way of growing, and adheres to its own set of problems.

       

      There are things ranging from, how do you hire, when do you hire? To how does your client get comfortable with your Company being remote.

       

      As a team that can hire remotely, and pay good salary, does salary even account for a person to 

      join the company, when there is a looming reality that, there is NO Office, to this Company. 

      This is further exaggerated in an employer market like India, which is still fairly conservative.

       

      Or does a better work-life balance, no time wasted on commute, and being able to spend more time with Family, trump these concerns?

       

      Then, when new developers do join, how do you make sure that you are working in a sync, 

      as a team. Following the same Code conventions. Following the same process that has been in place 

      to ensure faster and better delivery.

       

      Since its remote, a 9-5 timeline is not a realistic or expected commitment. When should people work? 

      Does everyone need to be online and work at the same time? Not everyone is going to work on the same project or team.

      Does this apply to such teams in that case?

       

      How does the Company manage projects. Does it micro-manage the Developers? Because lets face it, 

      you are not sitting next to the person as in a office, you are not witnessing how the developers work. 

      How do you measure and build trust, in such a setup.

       

      How do you bring a developer up to speed, with exciting conventions and processes your company uses. 

      Things that are going to be alien to them.

       

      How do you pick concepts from the best, and then move forward as single team, functioning as a single unit, 

      instead of a bunch of freelancers scattered around.

       

      Lets discuss, some unique set of problems Remote Consulting teams face, and how to make most of it.

    • Liked Hugo Messer
      keyboard_arrow_down

      Hugo Messer - How to manage distributed teams successfully

      Hugo Messer
      Hugo Messer
      Entrepreneur
      Ekipa.co
      schedule 4 years ago
      Sold Out!
      90 Mins
      Workshop
      Advanced

      In Hugo’s workshop, participants will create a best practice board in teams of 5-6 people. The teams go through each block of ‘The Bridge Canvas’. The goal is to share best practices, ideas and experiences. Per block, each team selects the ‘best best practice’. At the end of the workshop, each team will present the best best practices for each block.

       

      At the start of the workshop, Hugo shares a few best practices (personal ones + from other distributed agile experts). Each person gets a handout with clear instructions. This includes some questions to stimulate thinking within the team + some best practice examples per block.

       

    • 45 Mins
      Talk
      Intermediate

      Ever wondered why organizations fail to scale? If you listen carefully, the decibel level at the water cooler is actually very high. These are the disintegration points.The fact of the matter is that most companies don’t run bottom up. They run top down. Decisions are made at
      the top and the foot soldiers execute those decisions. We get used to group think and our own ideas/values/beliefs die and drown into the flurry of work happening around us.

      It’s critical to find the right pathways and integration points to harness synergies. Long term sustained velocity in delivering innovative product is what creates a sustainable agile corporation.