Virtual Teambuilding in Global IT Environments (seminar)
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Key factors for successful IT-Offshore initiative. ITIL/ITSM – Virtual Teambuilding – Cross-cultural training – Knowledge Management.
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Virtual Teambuilding in Global IT Environments (seminar)
- 1. - Patrick Tahiri - Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions IT Service Transitions in Global IT Environments: - Virtual Teambuilding - Patrick Tahiri
- 2. Short on me IT Service Management – ITIL 15 years experience in IT Operations & Consulting Team Leadership & Coaching IT Offshoring & Virtual Team Cross-cultural Communication Project & Change Management Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions Patrick Tahiri
- 3. Service Transition – Delivery and Operation Ability to relocate a service and process effectively IT Offshoring & Virtual Teams – Scope Strategic assessment Why – How – What ? Business case development Cost savings, Financial benefits, Operational benefits Vendor selection Choosing vendor Contracting Negotiations – Needs – Expectations – Compliance – Risks Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions Patrick Tahiri
- 4. Strategy What do we want to achieve? IT Offshoring – Focus Tactical How do we work? Operational What we do! ITIL Service Strategy ITIL Service Design ITIL Service Operation ITIL Service Transition & Continual Service Improvements Customer focus Organization structure Long term thinking Process Organization Work practice / WI Tools Communication Daily work Teamwork Deliverables Support / Service Culture & Teamwork Virtual team setup What we understand? What we communicate? How we interacts? Values & vision Who do we want to be? Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions Patrick Tahiri
- 5. Strategy What do we want to achieve? IT Offshoring – Focus Tactical How do we work? Operational What we do! ITIL Service Strategy ITIL Service Design ITIL Service Operation ITIL Service Transition & Continual Service Improvements Culture & Teamwork ? Not aligned! Sub-optimal deliveries Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions Patrick Tahiri
- 6. Strategy What do we want to achieve? IT Offshoring – ITIL is not enough Tactical How do we work? Operational What we do! ITIL Service Strategy ITIL Service Design ITIL Service Operation ITIL Service Transition & Continual Service Improvements Culture & Teamwork Not aligned! Sub-optimal deliveries People matters! Engage & Motivate People! Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions Patrick Tahiri
- 7. Strategy What do we want to achieve? Tactical How do we work? Operational What we do! ITIL Service Strategy ITIL Service Design ITIL Service Operation ITIL Service Transition & Continual Service Improvements Culture & Teamwork Virtual Team – Culture & Teamwork Information | Know-how Knowledge Sharing/Transfer Trust| Motivation| Satisfaction Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions Patrick Tahiri
- 8. Strategy What do we want to achieve? Tactical How do we work? Operational What we do! ITIL Service Strategy ITIL Service Design ITIL Service Operation ITIL Service Transition & Continual Service Improvements Culture & Teamwork Virtual Team – Culture & Teamwork Information | Know-how Knowledge Sharing/Transfer Trust| Motivation| Satisfaction Cross-Cultural Training Teambuilding Knowledge Mgt. Coaching for Change Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions Patrick Tahiri
- 9. Strategy Tactical Operational ITIL Service Strategy ITIL Service Design ITIL Service Operation ITIL Service Transition & Continual Service Improvements Culture & Teamwork Virtual Team – Process & Knowledge Transfer Information | Know-how Knowledge Sharing/Transfer Trust| Motivation| Satisfaction Cross-Cultural Training Teambuilding Knowledge Mgt. Aligned! Great place to work! Happy customers! Innovation!Innovation Performance New markets Growth Coaching for Change Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions Patrick Tahiri
- 10. Virtual Teambuilding – Approach Initiation ImplementationPlanning Preparation Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions Patrick Tahiri
- 11. Virtual Teambuilding – Approach Services and processes selection. Organization and process mapping. Assess environment. Relationship building. Analyze maturity and gap. Reporting. Initiation ImplementationPlanning Preparation Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions Patrick Tahiri
- 12. Virtual Teambuilding – Approach Virtual team setup – Relationship building. Offshore team leaders selection. Collaboration tools: assess and selection. Transition project planning. Information. Initiation Implementation Planning Preparation Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions Patrick Tahiri
- 13. Virtual Teambuilding – Approach Documentation reviews. Knowledge mapping – Process codification. Implementation simulation. Knowledge transfer – Offshore team leaders. Cross-cultural Training & Teambuilding. Initiation ImplementationPlanning Preparation Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions Patrick Tahiri
- 14. Virtual Teambuilding – Approach Initiation ImplementationPlanning Preparation Offshore visit. Harmonization and improvements. Handover. Cross-cultural Training & Teambuilding. Coaching – Developing a global mindset. Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions Patrick Tahiri
- 15. IT Offshoring Success SuccessMetric Time None Good Implementation Good Technology & Tools Virtual Teambuilding, Cross-cultural awareness and Knowledge Transfer Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions Patrick Tahiri
- 16. THANK YOU! QUESTIONS? Tahiri.no Short on me – Scope – Focus – ITIL is not enough – Culture & Teamwork – Process & Knowledge Transfer – VT Building Approach – Key to Success – Questions
Editor's Notes
- Grunnlag for teambygging er at hver enkelt medarbeider kjenner seg selg og sine medarbeidere. Culture eats strategy for breakfast! Yes! But a good strategy and operational approaches drive culture! Culture eats strategy for breakfast. Why? Because even a beautifully conceived strategy won’t be executed the right way if people’s values and beliefs are not aligned. In other words, culture is not mandated; it is shaped from the beginning. That’s why culture matters; http://www.game-changer.net/2010/11/04/why-culture-matters/ Strategy drives culture: A strategy is at it’s core a guide to behavior. A good strategy drives actions that differentiate the company and produce financial success. And culture is a direct result of what your organizations’ strategy is; including how and why you hire people. EXECUTING YOUR STRATEGY MORE SUCCESSFULLY - End to end perspective: strategy analysis to design to behavior delivery. Employee behavior is the lead indicator of strategy execution and organizational performance. An organization should aim to align the behavior of it’s employees wit the organization's strategy. Behavior is observable and can be influenced to ensure appropriate alignment. Not all behavior needs to be aligned with strategy. Culture is an asset that is unique to an organization and is very difficult to replicate. Competitive advantage! So can you develop strategies that inform exactly what you need to do to outperform your competitors, and in turn can you align the behavior of employees to this? YES! Link your organization’s strategic goals and leadership’s intentions with employee behavior – it’s about filling the gaps between strategy and execution and getting employees to do what the organization needs them to do to deliver superior performance. Link strategy to behavior. Source: ukccultureeatsstrategyforbreakfast-140927032425-phpapp01.pdf
- Cross-cultural knowledge transfer. Knowledge transfer and communication. In order to successfully move a business process from one location to another, one must transfer all knowledge required to conduct these process to their new owners. Source: dttl-grc-riskintelligentapproachtooutsourcingandoffshoring.pdf
- http://agilitrix.com/2012/11/tactics-strategy-culture/
- http://agilitrix.com/2012/11/tactics-strategy-culture/
- http://agilitrix.com/2012/11/tactics-strategy-culture/
- http://agilitrix.com/2012/11/tactics-strategy-culture/
- http://agilitrix.com/2012/11/tactics-strategy-culture/
- Grunnlag for teambygging er at hver enkelt medarbeider kjenner seg selg og sine medarbeidere.
- http://www.reply-mc.com/2012/01/22/unraveling-social-interaction-part-7/ Becoming Aware of Your Personal Toolkit Taking care of the relationship is too simple to be true, because the tools at your disposal are as straightforward as a Swiss Armyknife. The knife below displays the tools that are available to all of us – all the time. I repeat: ALL-OF-US and ALL-THE-TIME. The knife is the ultimate relationship equilibration tool. Asking for help: Peter Drucker once said: The leader of the past may have been a person who knows how to tell, but the leader of the future will be a person who knows how to ask. Asking for help opens doors with honesty and is difficult to resist. It allows your counterpart to have a stake in the solution – to ‘win’ – while you are the cause for this situation to occur. Listening – or rather, the act of acknowledging: listening is a two-way act, as it involves listening AND acknowledging what you have understood. You need to demonstrate that you are totally engaged. Acknowledging is the part that makes people feel understood and connected. Thanking: Gratitude is a skill we can never display too often. And yet for most people it seems like they need to wait for the perfect moment … but it never comes. It is always the right time to say ‘thank you’. Gratitude is not a limited resource and an overdose never harms. Apologizing: Marshall Goldsmith calls this ‘the magic move‘, because an apology is a recognition that mistakes have been made and it contains an intention to change for the better. But most of all, an apology is an emotional contact with the people you care about. It is a disclosure which lets you move forward. You will note that these four ways have one thing in common: they require you to be humble and to position yourself ‘one down’ with regards to the person you are talking to. As Goldsmith concludes: When you declare your dependence on others, they usually agree to help. It’s a very awkward feeling when you start to use this toolbox for the first time, because the one-downness makes you more vulnerable. You are deliberately giving away control over the situation. However, by doing so it is clear that you are managing the balance and the reciprocation of the relationship. In the end, there is nothing more powerful than that. And nothing is more difficult than that, because it requires us to let go of something that is so deeply wired into our reptile brains, i.e.: the need to be in control of a situation.
- http://www.reply-mc.com/2012/01/22/unraveling-social-interaction-part-7/ Becoming Aware of Your Personal Toolkit Taking care of the relationship is too simple to be true, because the tools at your disposal are as straightforward as a Swiss Armyknife. The knife below displays the tools that are available to all of us – all the time. I repeat: ALL-OF-US and ALL-THE-TIME. The knife is the ultimate relationship equilibration tool. Asking for help: Peter Drucker once said: The leader of the past may have been a person who knows how to tell, but the leader of the future will be a person who knows how to ask. Asking for help opens doors with honesty and is difficult to resist. It allows your counterpart to have a stake in the solution – to ‘win’ – while you are the cause for this situation to occur. Listening – or rather, the act of acknowledging: listening is a two-way act, as it involves listening AND acknowledging what you have understood. You need to demonstrate that you are totally engaged. Acknowledging is the part that makes people feel understood and connected. Thanking: Gratitude is a skill we can never display too often. And yet for most people it seems like they need to wait for the perfect moment … but it never comes. It is always the right time to say ‘thank you’. Gratitude is not a limited resource and an overdose never harms. Apologizing: Marshall Goldsmith calls this ‘the magic move‘, because an apology is a recognition that mistakes have been made and it contains an intention to change for the better. But most of all, an apology is an emotional contact with the people you care about. It is a disclosure which lets you move forward. You will note that these four ways have one thing in common: they require you to be humble and to position yourself ‘one down’ with regards to the person you are talking to. As Goldsmith concludes: When you declare your dependence on others, they usually agree to help. It’s a very awkward feeling when you start to use this toolbox for the first time, because the one-downness makes you more vulnerable. You are deliberately giving away control over the situation. However, by doing so it is clear that you are managing the balance and the reciprocation of the relationship. In the end, there is nothing more powerful than that. And nothing is more difficult than that, because it requires us to let go of something that is so deeply wired into our reptile brains, i.e.: the need to be in control of a situation.
- http://www.reply-mc.com/2012/01/22/unraveling-social-interaction-part-7/ Becoming Aware of Your Personal Toolkit Taking care of the relationship is too simple to be true, because the tools at your disposal are as straightforward as a Swiss Armyknife. The knife below displays the tools that are available to all of us – all the time. I repeat: ALL-OF-US and ALL-THE-TIME. The knife is the ultimate relationship equilibration tool. Asking for help: Peter Drucker once said: The leader of the past may have been a person who knows how to tell, but the leader of the future will be a person who knows how to ask. Asking for help opens doors with honesty and is difficult to resist. It allows your counterpart to have a stake in the solution – to ‘win’ – while you are the cause for this situation to occur. Listening – or rather, the act of acknowledging: listening is a two-way act, as it involves listening AND acknowledging what you have understood. You need to demonstrate that you are totally engaged. Acknowledging is the part that makes people feel understood and connected. Thanking: Gratitude is a skill we can never display too often. And yet for most people it seems like they need to wait for the perfect moment … but it never comes. It is always the right time to say ‘thank you’. Gratitude is not a limited resource and an overdose never harms. Apologizing: Marshall Goldsmith calls this ‘the magic move‘, because an apology is a recognition that mistakes have been made and it contains an intention to change for the better. But most of all, an apology is an emotional contact with the people you care about. It is a disclosure which lets you move forward. You will note that these four ways have one thing in common: they require you to be humble and to position yourself ‘one down’ with regards to the person you are talking to. As Goldsmith concludes: When you declare your dependence on others, they usually agree to help. It’s a very awkward feeling when you start to use this toolbox for the first time, because the one-downness makes you more vulnerable. You are deliberately giving away control over the situation. However, by doing so it is clear that you are managing the balance and the reciprocation of the relationship. In the end, there is nothing more powerful than that. And nothing is more difficult than that, because it requires us to let go of something that is so deeply wired into our reptile brains, i.e.: the need to be in control of a situation.
- http://www.reply-mc.com/2012/01/22/unraveling-social-interaction-part-7/ Becoming Aware of Your Personal Toolkit Taking care of the relationship is too simple to be true, because the tools at your disposal are as straightforward as a Swiss Armyknife. The knife below displays the tools that are available to all of us – all the time. I repeat: ALL-OF-US and ALL-THE-TIME. The knife is the ultimate relationship equilibration tool. Asking for help: Peter Drucker once said: The leader of the past may have been a person who knows how to tell, but the leader of the future will be a person who knows how to ask. Asking for help opens doors with honesty and is difficult to resist. It allows your counterpart to have a stake in the solution – to ‘win’ – while you are the cause for this situation to occur. Listening – or rather, the act of acknowledging: listening is a two-way act, as it involves listening AND acknowledging what you have understood. You need to demonstrate that you are totally engaged. Acknowledging is the part that makes people feel understood and connected. Thanking: Gratitude is a skill we can never display too often. And yet for most people it seems like they need to wait for the perfect moment … but it never comes. It is always the right time to say ‘thank you’. Gratitude is not a limited resource and an overdose never harms. Apologizing: Marshall Goldsmith calls this ‘the magic move‘, because an apology is a recognition that mistakes have been made and it contains an intention to change for the better. But most of all, an apology is an emotional contact with the people you care about. It is a disclosure which lets you move forward. You will note that these four ways have one thing in common: they require you to be humble and to position yourself ‘one down’ with regards to the person you are talking to. As Goldsmith concludes: When you declare your dependence on others, they usually agree to help. It’s a very awkward feeling when you start to use this toolbox for the first time, because the one-downness makes you more vulnerable. You are deliberately giving away control over the situation. However, by doing so it is clear that you are managing the balance and the reciprocation of the relationship. In the end, there is nothing more powerful than that. And nothing is more difficult than that, because it requires us to let go of something that is so deeply wired into our reptile brains, i.e.: the need to be in control of a situation.
- http://www.reply-mc.com/2012/01/22/unraveling-social-interaction-part-7/ Becoming Aware of Your Personal Toolkit Taking care of the relationship is too simple to be true, because the tools at your disposal are as straightforward as a Swiss Armyknife. The knife below displays the tools that are available to all of us – all the time. I repeat: ALL-OF-US and ALL-THE-TIME. The knife is the ultimate relationship equilibration tool. Asking for help: Peter Drucker once said: The leader of the past may have been a person who knows how to tell, but the leader of the future will be a person who knows how to ask. Asking for help opens doors with honesty and is difficult to resist. It allows your counterpart to have a stake in the solution – to ‘win’ – while you are the cause for this situation to occur. Listening – or rather, the act of acknowledging: listening is a two-way act, as it involves listening AND acknowledging what you have understood. You need to demonstrate that you are totally engaged. Acknowledging is the part that makes people feel understood and connected. Thanking: Gratitude is a skill we can never display too often. And yet for most people it seems like they need to wait for the perfect moment … but it never comes. It is always the right time to say ‘thank you’. Gratitude is not a limited resource and an overdose never harms. Apologizing: Marshall Goldsmith calls this ‘the magic move‘, because an apology is a recognition that mistakes have been made and it contains an intention to change for the better. But most of all, an apology is an emotional contact with the people you care about. It is a disclosure which lets you move forward. You will note that these four ways have one thing in common: they require you to be humble and to position yourself ‘one down’ with regards to the person you are talking to. As Goldsmith concludes: When you declare your dependence on others, they usually agree to help. It’s a very awkward feeling when you start to use this toolbox for the first time, because the one-downness makes you more vulnerable. You are deliberately giving away control over the situation. However, by doing so it is clear that you are managing the balance and the reciprocation of the relationship. In the end, there is nothing more powerful than that. And nothing is more difficult than that, because it requires us to let go of something that is so deeply wired into our reptile brains, i.e.: the need to be in control of a situation.
- Source: VIRTUAL_TEAMS_MGMT.docx Set the frequency of your online meetings and get feedback from your team. The person in charge of monitoring the progress of the project can always see how the distributed team is performing. Lessons learnt 1. Setting up a team means that people must get used to a specific way of working and get the same picture as you do when it comes to the project. So one must be patient a few weeks before things just start to roll out! 2. Remote teams might be as productive as local teams, because their actions are tracked permanently and the scrum meetings allow solving issues and giving feedback. Different educational backgrounds mean a different approach that could actually improve your project! 3. Think about using software to keep a well organized project and follow the work of your team, but you can also make your own system, so in order to make sure that you are in full control of your project!
- Source: VIRTUAL_TEAMS_MGMT.docx Set the frequency of your online meetings and get feedback from your team. The person in charge of monitoring the progress of the project can always see how the distributed team is performing. Lessons learnt 1. Setting up a team means that people must get used to a specific way of working and get the same picture as you do when it comes to the project. So one must be patient a few weeks before things just start to roll out! 2. Remote teams might be as productive as local teams, because their actions are tracked permanently and the scrum meetings allow solving issues and giving feedback. Different educational backgrounds mean a different approach that could actually improve your project! 3. Think about using software to keep a well organized project and follow the work of your team, but you can also make your own system, so in order to make sure that you are in full control of your project!