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Remote Delivery: A Guide to Software Delivery through Collaboration between Distributed Teams

Current Situation of Distributed Teams Introduction to Distributed Teams Rapid Development of Distributed Teams Why Customers Value CMMI Assessment Types of Distributed Teams What Kind of Team is a Distributed Team Current Situation of Service Outsourcing Industry How to Build an Offshore Team Principles for Building a Distributed Team Different Composition of a Distributed Team Investment and Benefit of Building a Distributed Team Matters that Need Attention People are a Key Factor for a Distributed Team Mounting Difficulties in Communication Change the Communication Habits of the Team Solutions to Minimize the Negative Impact of Remote Working Varying Development Trend of Software Outsourcing Service The War for Talent has Started Offshore Delivery Center – Achievement of Strategic Cooperation New Ways for Customers to Measure Outsourcing Services Note Communication between Distributed Teams Manage Customer Expectations Know the Customers Who Are They?What Do They Think about?Protect the Right to Know of Customers Progress Quality Maintain Customer Expectations Set Definite Expectations as Early as Possible Communicate Frequently and Effectively Take Customers’ Business Objective as Our Main Objective Maintain Consistency Reduce the Possibility of Making Mistakes Exceed Customer Expectations Case Analysis: Project L House Splitting Effect Customer Expectations to Decide the Outcome of a Project Communication is the Biggest Challenge for Distributed Teams E-mail: The Most Basic Means of Communication for Distributed Teams Features of E-mail Communication Better Means of Communication are Preferred in Some Occasions View e-mails from the Perspective of Continuous Improvement Asynchronous Communication and Real-Time Communication – Both Regular Communications Asynchronous Communication Real-Time Communication Pros and Cons of Tools Active Communication Conflicts in Communication Typical Ways for Distributed Teams to Resolve Conflicts Dare to say “no”To Be Empathetic Explicit and Candid Communication Other Matters That Affect the Success of Offshore Teams Written Communication with Customers Paying More Attention to Details Can Improve Communication Organization of Meetings Typical Forms of Meeting Stand-up IPM Inconsistent Criteria for Estimation Time of Meeting is Too Long Where the Speed of Delivery Drops, the Team Shall Explain at the IPM that it is Due to the Following Reasons Retrospective Meeting Showcase/Iterative Review Team Huddle Skills for Offshore Teams in Attending Meetings Summary Representatives On Site and Short-Term Face-to-Face Visits On-Site Representative The On-Site Representative Sent by the Customer to the Offshore Team The On-Site Representative Sent by the Offshore Team to the Customer Matters Need Attention Short-Term Face-to-Face Communication Short-Term Visit for Project Start-Up Matters Need Attention Assumptions Made at Inception Skills for Making Assumptions Regular Short-Term Visits Candidates Encourage Mutual Visits Knowledge Sharing During Short-Term Visits “Other” Tasks While Visiting the Customer Value “Relationship”Review After a Visit to the Customer Site Be Clear about Your Purpose of Visiting Rear Service Considerations Do Not “Make Commitments” at Will Summary Online Communication Tools Knowledge Sharing Tools Instant Communication Tools Work Collaboration Tools Process Control Tools Tools That Integrate Instant Communication and Knowledge Sharing Summary Cases of Failed Communication McDonnell-Douglas DC-10 Air Crash: A Repeat of the Past Integration Failure of a Large Energy Company First User Test Failed in Project L Summary Notes Collaboration between Distributed Teams A First Look at Teamwork Relationship between Communication and Collaboration Technical Collaboration Development Stage Submission Stage Integration Stage Deployment Stage Business-Level Collaboration Unified Opinion is a Prerequisite for Collaboration A series of Priority Issues Remain Moderate Define “Work Completed”Mutual Code Review View the Process Correctly Agree on Test-Related Issues Not All Defects Need a Defect Card When to Start Paying Attention to Nonfunctional Issues?Define the Production Environment Defects Test Rules When Sharing Test Environment Consensus on Shared Information Responding to Changes in Requirements Collaboration Emphasizes Action: Implementation Capacity Useful Methods for Collaboration Reasonably Arrange the Tasks of Distributed Teams Beneficial Investment Manage the Backlog for Distributed Teams Visualize the Progress of Distributed Teams Make Good Use of Available Resources Behaviors that Hurt Collaboration Drive Customers Take the Offshore Team and the Customer as a Whole The Role of Guidance Enhance Persuasion to Customers Convince Customers to Accept Our Solution Bridge Differences Walking on Two Legs Let Customers Give Up Their Doubts Collaboration Skills Key Collaboration Points Continuous Integration at the Business Level Remote Pairing Scrum of Scrums Meeting Collaboration Within the Team Let’s Talk About an IPM Prepare for an IPM Intra-Team Interaction Summary Improve the Collaboration between Offshore Teams Use Assumptions Two-Way Communication Use Business Language and Examples Regularity for Establishing Offshore Teams Regularity in Communication Regularity Brought by Agility Continuously Improve the Collaboration Level of Offshore Teams Strength Collaboration Cross Distributed Teams Acceptance in Development Environment Promotes Quality Built-In Utilize Pyramid Thinking Idea for Instilling in Customers Seek Cooperation Instead of Competition Priority Roadmap Respond to User Test Value Horizontal Communication Focus on User Value in Delivery Summary Standardization Enhances Collaboration between Distributed Teams Standardization of Business Analysis Standards for Managing User Story Functional Requirement Assumption Nonfunctional Requirement Constraint Y-wireframe Specification by Example (SBE)Standardization of Technology Standardization of Testing The Pyramid Principle for Test Manage Test Cases and Data Manage Bug Reports How to Rate a Bug?Test Strategy Standardized Automated Test Summary Application of Visualization Purpose of Visualization Show Project Status Project Kanban (Physical Kanban and Electronic Kanban)Burndown Chart Burnup Chart Eliminate Deviations in Understanding Requirements Feedback on the Software Quality Regular Bug Report Software Product Performance Monitoring Curve Improve Test Coverage of Code Describe Complex Business Processes Understand the Project Overall View Help the Team Think With Mind Maps Visualization Method Showing Project Status: Kanban Showing Project Status: Burndown Chart and Burnup Chart Burndown Chart Burnup Chart Comparison Between Burndown Chart and Burnup Chart Display of Business Process Specification of Flowchart Extended Application Overall View of Project Requirements Expression of Requirements Stories Use of Mind maps Data Visualization Use Visualization to Measure Our Work Measurement of Development and Testing Work Suggestions for Measurement of Team Work Introduction of Visualization Tools for Team Collaboration Brief Introduction to Mingle Brief Introduction to Trello Summary Waste in Distributed Teams Waste Caused by Human Factors Waste in Inter-Team Collaboration Where Does the Waste Come From Waste Caused by Team Collaboration Waste Caused by Different Time Zones Waste in Different Phases of Project Waste in Test Collaboration Ways to Solve Waste Just in Time Production Timely Collaboration Effective Communication Do It Right the First Time Minimize the Steps of Process Manage Time and Reduce Waste Record Waste So Everyone Can See It Intuitively Summary Waste in the Process Shorten the Process Simplify Complex Process An Important Way to Speed Up Progress Over-Design is Also a Common Waste Waste in Information Processing Waste From Organizational Structure Waste in Knowledge Management Waste Caused by Too Much Information Solve the Waste Caused by Information Processing Passive Safety Mode Solution Active Safety Mode Solution Invisible Waste Giving Sea Cucumbers to Mother-in-Law Fail Quickly to Avoid Waste Identifying Invisible Waste Requires Some Insight Invisible Waste: Unaware of Progress Technical Debt and Requirements Debt Lack of Priority Invisible Waste in Distributed Teams Consequences of Invisible Waste Don’t Turn BDD into a Waste in the Team Summary Self-Managed Offshore Teams The Influence of Traditional Culture on the Team The Driving Force of the Team Where Does the Driving Force Come From Objective-Driven Team Culture A Sense of Security Internal Driving Force Establish a Flat Organization People Are the Core of an Organization Initiative Execution “Initiative+Execution” is the Basis of Pull Work Mode Does a Flat Team Need Leadership Transform Traditional Organizations to Self-Managed Organizations Recommendations for Traditional Middle Managers Three Stages of Self-Management Transformation of the Delivery Team Does the Team Misunderstand MBO Three Levels of Self-Management Flattening is Not a Panacea Buddy/Sponsor: To Solve Cultural Inheritance in a Flat Team How to Find Someone Who is “Responsible” for a Thing in a Flat Organization Shaping the Professionalism of the Team Team Capacity Building Form Good Habits The Positive Impact of Process Standardization within the Company on the Team Become an Important Contributor in the Project How to Deal with Documents Doing Simple Things Well is Professional Details Make a Difference Find the Reasons behind the Problem The Team Should be Oriented toward Business Value Make Information Transparent Blocked Information Flow in Traditional Teams What to Do if the Amount of Information is Too Large Overload?What Shall We Do if the Information is Occupied?Are Senior Managers More Likely to Make Mistakes?Challenges against Information Transparency Upward Communication Downward Communication High Transparency is an Irreversible Trend Information Transparency for Offshore Teams Jump out of the Comfort Zone Find the Comfort Zone Why Should We Jump Out of the Comfort Zone Team-Motivated to Jump Out of the Comfort Zone Self-Motivated to Jump Out of the Comfort Zone KPI-Motivated to Jump Out of the Comfort Zone Summary What Does a Project Manager Do?What Does a Traditional Project Manager Look Like?Project Manager of Self-Organizing Team Importance of Project Manager to His Team Importance of Project Manager to Customers Successful Project Manager Shall be the Coach of His Team Successful Project Manager Shall Look at Leadership in the Right Way Successful Project Manager Shall Properly Resolve Conflicts What to Do Contribute to Company Management Good at Discovering and Solving Problems and Also Making Decisions Plays an Organizational Role in the Team Focus on Products Lead the Team to Get on the Right Track How to Do Initial Stage Later Stage Manage Requirements Pay More Attention to Project Risks Summary Develop a Whole-Team Awareness The Whole Team Shall Correctly Understand Requirements Business Analysts Development Engineers Test Engineers The Whole Team is Responsible for Quality Development Practice The Boundary between Built-In Quality and Built-Out Quality: Code Warehousing Philosophy of Code Co-Ownership Continuous Integration Awareness of System Security Summary Feedback is a Propeller for Distributed Teams to Achieve Continuous Improvement Why Should We Value Feedback Key Points in Making Feedback Feedback on Personnel Performance Feedback on Project Customer-Oriented Offshore Teams Establish Mutual Trust with Customers Objectives Establish Close Cooperation with Customers by Being Frank with Them Customer Trust is a Kind of Asset Avoid Accidents Win Back Customers Who Have Lost Trust in Us without Delay Build a Trusted Customer Relationship Tips for Establishing and Maintaining Customer Relationships Summary What Shall We Do When at Odds With Customers?How to “Oppose” Customer Opinions How to Get Prepared to Convince Customers How to Resolve Differences Settle Differences Business Requirements Technical Realization Results Verification Teamwork Customer Opinions Determine Delivery Quality Delivery Projects Charged by Man-Day Fixed-Bid Delivery Projects Estimation of Workload and Price Management of Fixed-Bid Projects We Should Know about Team Members What Business Analysis Needs Attention?Make Good Use of Original Story Cards Monitor Progress An agile Way to Handle Changing Requirements Decisions on Changing Requirements End a Fixed-Bid Project Business Concerns Risks of Fixed-Bid Projects Suggestions, Tips, and Possible Pitfalls Connect With Customer’s Work Project Inception Determine the Scope of Requirements with Customers User Experience Requirements Project in Progress Management of Requirements Backlog Customer Knows Project Status in Real Time Later Stage of Project Others Help Customers Transform Into Agile Teams Capacity Building Highlight the Advantages of Agile Development and Solidify the Beliefs of All Participants Embrace Change Reduce Delivery Risk Legacy System Process Improvement Establish Cross-Functional Teams Summary The Future of Distributed Teams People in Offshore Teams Manage Personnel Change Knowledge Transfer Team Migration How to Maintain Team Culture Amid Personnel Change?Create New Culture Amid Changes Pay Attention to Personal Performance Find the Best Hitting Point Invest in People with Offshore Teams Remaining Problems in Front of Distributed Teams Many People Say That Agile Projects Cannot be Outsourced Management and Improvement of Domain Knowledge Effectiveness of Offshore Teams Learning from History and Facing the Future The Future of Offshore Teams Reasons to Hire a Remote Development Team International Competition Assist Digital Innovation in Traditional Industries Agile Model of Offshore Teams Practice of Innovation with Customers Summary Offshore Teams Must Prepare for Technological Change Low-Cost Offshore Delivery is a No Return Route Summary Note Postscript

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