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

Current Situation of Distributed TeamsIntroduction to Distributed TeamsRapid Development of Distributed TeamsWhy Customers Value CMMI AssessmentTypes of Distributed TeamsWhat Kind of Team is a Distributed TeamCurrent Situation of Service Outsourcing IndustryHow to Build an Offshore TeamPrinciples for Building a Distributed TeamDifferent Composition of a Distributed TeamInvestment and Benefit of Building a Distributed TeamMatters that Need AttentionPeople are a Key Factor for a Distributed TeamMounting Difficulties in Communication Change the Communication Habits of the TeamSolutions to Minimize the Negative Impact of Remote WorkingVarying Development Trend of Software Outsourcing ServiceThe War for Talent has StartedOffshore Delivery Center – Achievement of Strategic CooperationNew Ways for Customers to Measure Outsourcing ServicesNoteCommunication between Distributed TeamsManage Customer ExpectationsKnow the CustomersWho Are They?What Do They Think about?Protect the Right to Know of CustomersProgressQualityMaintain Customer ExpectationsSet Definite Expectations as Early as PossibleCommunicate Frequently and EffectivelyTake Customers’ Business Objective as Our Main ObjectiveMaintain ConsistencyReduce the Possibility of Making MistakesExceed Customer ExpectationsCase Analysis: Project LHouse Splitting EffectCustomer Expectations to Decide the Outcome of a ProjectCommunication is the Biggest Challenge for Distributed TeamsE-mail: The Most Basic Means of Communication for Distributed TeamsFeatures of E-mail CommunicationBetter Means of Communication are Preferred in Some OccasionsView e-mails from the Perspective of Continuous ImprovementAsynchronous Communication and Real-Time Communication – Both Regular CommunicationsAsynchronous CommunicationReal-Time CommunicationPros and Cons of ToolsActive CommunicationConflicts in CommunicationTypical Ways for Distributed Teams to Resolve ConflictsDare to say “no”To Be EmpatheticExplicit and Candid CommunicationOther Matters That Affect the Success of Offshore TeamsWritten Communication with CustomersPaying More Attention to Details Can Improve CommunicationOrganization of MeetingsTypical Forms of MeetingStand-upIPMInconsistent Criteria for EstimationTime of Meeting is Too LongWhere the Speed of Delivery Drops, the Team Shall Explain at the IPM that it is Due to the Following ReasonsRetrospective MeetingShowcase/Iterative ReviewTeam HuddleSkills for Offshore Teams in Attending MeetingsSummaryRepresentatives On Site and Short-Term Face-to-Face VisitsOn-Site RepresentativeThe On-Site Representative Sent by the Customer to the Offshore TeamThe On-Site Representative Sent by the Offshore Team to the CustomerMatters Need AttentionShort-Term Face-to-Face CommunicationShort-Term Visit for Project Start-UpMatters Need AttentionAssumptions Made at InceptionSkills for Making AssumptionsRegular Short-Term VisitsCandidatesEncourage Mutual VisitsKnowledge Sharing During Short-Term Visits“Other” Tasks While Visiting the CustomerValue “Relationship”Review After a Visit to the Customer SiteBe Clear about Your Purpose of VisitingRear Service ConsiderationsDo Not “Make Commitments” at WillSummaryOnline Communication ToolsKnowledge Sharing ToolsInstant Communication ToolsWork Collaboration ToolsProcess Control ToolsTools That Integrate Instant Communication and Knowledge SharingSummaryCases of Failed CommunicationMcDonnell-Douglas DC-10 Air Crash: A Repeat of the PastIntegration Failure of a Large Energy CompanyFirst User Test Failed in Project LSummaryNotesCollaboration between Distributed TeamsA First Look at TeamworkRelationship between Communication and CollaborationTechnical CollaborationDevelopment StageSubmission StageIntegration StageDeployment StageBusiness-Level CollaborationUnified Opinion is a Prerequisite for CollaborationA series of Priority IssuesRemain ModerateDefine “Work Completed”Mutual Code ReviewView the Process CorrectlyAgree on Test-Related IssuesNot All Defects Need a Defect CardWhen to Start Paying Attention to Nonfunctional Issues?Define the Production Environment DefectsTest Rules When Sharing Test EnvironmentConsensus on Shared InformationResponding to Changes in RequirementsCollaboration Emphasizes Action: Implementation CapacityUseful Methods for CollaborationReasonably Arrange the Tasks of Distributed TeamsBeneficial InvestmentManage the Backlog for Distributed TeamsVisualize the Progress of Distributed TeamsMake Good Use of Available ResourcesBehaviors that Hurt CollaborationDrive CustomersTake the Offshore Team and the Customer as a WholeThe Role of GuidanceEnhance Persuasion to CustomersConvince Customers to Accept Our SolutionBridge DifferencesWalking on Two LegsLet Customers Give Up Their DoubtsCollaboration SkillsKey Collaboration PointsContinuous Integration at the Business LevelRemote PairingScrum of Scrums MeetingCollaboration Within the TeamLet’s Talk About an IPMPrepare for an IPMIntra-Team InteractionSummaryImprove the Collaboration between Offshore TeamsUse AssumptionsTwo-Way CommunicationUse Business Language and ExamplesRegularity for Establishing Offshore TeamsRegularity in CommunicationRegularity Brought by AgilityContinuously Improve the Collaboration Level of Offshore TeamsStrength Collaboration Cross Distributed TeamsAcceptance in Development Environment Promotes Quality Built-InUtilize Pyramid ThinkingIdea for Instilling in CustomersSeek Cooperation Instead of CompetitionPriorityRoadmapRespond to User TestValue Horizontal CommunicationFocus on User Value in DeliverySummaryStandardization Enhances Collaboration between Distributed TeamsStandardization of Business AnalysisStandards for Managing User StoryFunctional RequirementAssumptionNonfunctional RequirementConstraintY-wireframeSpecification by Example (SBE)Standardization of TechnologyStandardization of TestingThe Pyramid Principle for TestManage Test Cases and DataManage Bug ReportsHow to Rate a Bug?Test StrategyStandardized Automated TestSummaryApplication of VisualizationPurpose of VisualizationShow Project StatusProject Kanban (Physical Kanban and Electronic Kanban)Burndown ChartBurnup ChartEliminate Deviations in Understanding RequirementsFeedback on the Software QualityRegular Bug ReportSoftware Product Performance Monitoring CurveImprove Test Coverage of CodeDescribe Complex Business ProcessesUnderstand the Project Overall ViewHelp the Team Think With Mind MapsVisualization MethodShowing Project Status: KanbanShowing Project Status: Burndown Chart and Burnup ChartBurndown ChartBurnup ChartComparison Between Burndown Chart and Burnup ChartDisplay of Business ProcessSpecification of FlowchartExtended ApplicationOverall View of Project RequirementsExpression of Requirements StoriesUse of Mind mapsData VisualizationUse Visualization to Measure Our WorkMeasurement of Development and Testing WorkSuggestions for Measurement of Team WorkIntroduction of Visualization Tools for Team CollaborationBrief Introduction to MingleBrief Introduction to TrelloSummaryWaste in Distributed TeamsWaste Caused by Human FactorsWaste in Inter-Team CollaborationWhere Does the Waste Come FromWaste Caused by Team CollaborationWaste Caused by Different Time ZonesWaste in Different Phases of ProjectWaste in Test CollaborationWays to Solve WasteJust in Time ProductionTimely CollaborationEffective CommunicationDo It Right the First TimeMinimize the Steps of ProcessManage Time and Reduce WasteRecord Waste So Everyone Can See It IntuitivelySummaryWaste in the ProcessShorten the ProcessSimplify Complex ProcessAn Important Way to Speed Up ProgressOver-Design is Also a Common WasteWaste in Information ProcessingWaste From Organizational StructureWaste in Knowledge ManagementWaste Caused by Too Much InformationSolve the Waste Caused by Information ProcessingPassive Safety Mode SolutionActive Safety Mode SolutionInvisible WasteGiving Sea Cucumbers to Mother-in-LawFail Quickly to Avoid WasteIdentifying Invisible Waste Requires Some InsightInvisible Waste: Unaware of ProgressTechnical Debt and Requirements DebtLack of PriorityInvisible Waste in Distributed TeamsConsequences of Invisible WasteDon’t Turn BDD into a Waste in the TeamSummarySelf-Managed Offshore TeamsThe Influence of Traditional Culture on the TeamThe Driving Force of the TeamWhere Does the Driving Force Come FromObjective-DrivenTeam CultureA Sense of SecurityInternal Driving ForceEstablish a Flat OrganizationPeople Are the Core of an OrganizationInitiativeExecution“Initiative+Execution” is the Basis of Pull Work ModeDoes a Flat Team Need LeadershipTransform Traditional Organizations to Self-Managed OrganizationsRecommendations for Traditional Middle ManagersThree Stages of Self-Management Transformation of the Delivery TeamDoes the Team Misunderstand MBOThree Levels of Self-ManagementFlattening is Not a PanaceaBuddy/Sponsor: To Solve Cultural Inheritance in a Flat TeamHow to Find Someone Who is “Responsible” for a Thing in a Flat OrganizationShaping the Professionalism of the TeamTeam Capacity BuildingForm Good HabitsThe Positive Impact of Process Standardization within the Company on the TeamBecome an Important Contributor in the ProjectHow to Deal with DocumentsDoing Simple Things Well is ProfessionalDetails Make a DifferenceFind the Reasons behind the ProblemThe Team Should be Oriented toward Business ValueMake Information TransparentBlocked Information Flow in Traditional TeamsWhat 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 TransparencyUpward CommunicationDownward CommunicationHigh Transparency is an Irreversible TrendInformation Transparency for Offshore TeamsJump out of the Comfort ZoneFind the Comfort ZoneWhy Should We Jump Out of the Comfort ZoneTeam-Motivated to Jump Out of the Comfort ZoneSelf-Motivated to Jump Out of the Comfort ZoneKPI-Motivated to Jump Out of the Comfort ZoneSummaryWhat Does a Project Manager Do?What Does a Traditional Project Manager Look Like?Project Manager of Self-Organizing TeamImportance of Project Manager to His TeamImportance of Project Manager to CustomersSuccessful Project Manager Shall be the Coach of His TeamSuccessful Project Manager Shall Look at Leadership in the Right WaySuccessful Project Manager Shall Properly Resolve ConflictsWhat to DoContribute to Company ManagementGood at Discovering and Solving Problems and Also Making DecisionsPlays an Organizational Role in the TeamFocus on ProductsLead the Team to Get on the Right TrackHow to DoInitial StageLater StageManage RequirementsPay More Attention to Project RisksSummaryDevelop a Whole-Team AwarenessThe Whole Team Shall Correctly Understand RequirementsBusiness AnalystsDevelopment EngineersTest EngineersThe Whole Team is Responsible for QualityDevelopment PracticeThe Boundary between Built-In Quality and Built-Out Quality: Code WarehousingPhilosophy of Code Co-OwnershipContinuous IntegrationAwareness of System SecuritySummaryFeedback is a Propeller for Distributed Teams to Achieve Continuous ImprovementWhy Should We Value FeedbackKey Points in Making FeedbackFeedback on Personnel PerformanceFeedback on ProjectCustomer-Oriented Offshore TeamsEstablish Mutual Trust with CustomersObjectivesEstablish Close Cooperation with Customers by Being Frank with ThemCustomer Trust is a Kind of AssetAvoid AccidentsWin Back Customers Who Have Lost Trust in Us without DelayBuild a Trusted Customer RelationshipTips for Establishing and Maintaining Customer RelationshipsSummaryWhat Shall We Do When at Odds With Customers?How to “Oppose” Customer OpinionsHow to Get Prepared to Convince CustomersHow to Resolve DifferencesSettle DifferencesBusiness RequirementsTechnical RealizationResults VerificationTeamworkCustomer Opinions Determine Delivery QualityDelivery Projects Charged by Man-DayFixed-Bid Delivery ProjectsEstimation of Workload and PriceManagement of Fixed-Bid ProjectsWe Should Know about Team MembersWhat Business Analysis Needs Attention?Make Good Use of Original Story CardsMonitor ProgressAn agile Way to Handle Changing RequirementsDecisions on Changing RequirementsEnd a Fixed-Bid ProjectBusiness ConcernsRisks of Fixed-Bid ProjectsSuggestions, Tips, and Possible PitfallsConnect With Customer’s WorkProject InceptionDetermine the Scope of Requirements with CustomersUser Experience RequirementsProject in ProgressManagement of Requirements BacklogCustomer Knows Project Status in Real TimeLater Stage of ProjectOthersHelp Customers Transform Into Agile TeamsCapacity BuildingHighlight the Advantages of Agile Development and Solidify the Beliefs of All ParticipantsEmbrace ChangeReduce Delivery RiskLegacy SystemProcess ImprovementEstablish Cross-Functional TeamsSummaryThe Future of Distributed TeamsPeople in Offshore TeamsManage Personnel ChangeKnowledge TransferTeam MigrationHow to Maintain Team Culture Amid Personnel Change?Create New Culture Amid ChangesPay Attention to Personal PerformanceFind the Best Hitting PointInvest in People with Offshore TeamsRemaining Problems in Front of Distributed TeamsMany People Say That Agile Projects Cannot be OutsourcedManagement and Improvement of Domain KnowledgeEffectiveness of Offshore TeamsLearning from History and Facing the FutureThe Future of Offshore TeamsReasons to Hire a Remote Development TeamInternational CompetitionAssist Digital Innovation in Traditional IndustriesAgile Model of Offshore TeamsPractice of Innovation with CustomersSummaryOffshore Teams Must Prepare for Technological ChangeLow-Cost Offshore Delivery is a No Return RouteSummaryNotePostscript
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