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Managing Remote Teams
This document discusses managing remote teams and identifies four key areas: communication, relationships, issues, and tools. It outlines some of the challenges of asynchronous communication across different time zones and schedules. It emphasizes the importance of building relationships remotely through regular voice calls, enforcing non-work talk, and asking personal questions. When issues arise, common problems include work overload causing team members to disappear, failure to communicate project issues, trying to mimic a physical setup, and poor file maintenance. The document also notes that client interactions may not be as challenging as expected and that various chat and screen sharing tools can facilitate remote work.
Managing Remote Teams
- 1. MANAGING REMOTE TEAMS NATALIESEMCZUK @TALKANATALKA DPM SUMMIT 2015 #DPM2015
- 2. HELLO! I am aproject manager and operations director. I’ve worked at agencies, in house, at large companies, at tiny companies. I used to be a designer but turned to project management to stay sane ~5 years ago.
- 3. I’VE WORKED REMOTELYFOR 2 YEARS AND HAVE NOTICED SOME THINGS….
- 4. 4 FOUNDATIONS OF MANAGINGREMOTELY
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- 8. COMMUNICATING AMONGST APHYSICAL, IN- OFFICE, OR MIXED TEAM, IS COMPLETELY DIFFERENT FROM COMMUNICATING WITH FULLY REMOTE/DISTRIBUTED TEAMS.
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- 10. ASYNCHRONOUS = inconsistent communicationacross time zones/countries/schedules/etc
- 11. NO PHYSICAL CHECKIN OVER THESE COMMUNICATIONS
- 12. NO CONSISTENT QUESTION ANDANSWER SESSIONS
- 13. HARD TO COMMUNICATEMORE DIFFICULT IDEAS
- 14. CAN’T FORCE SOMEONETO READ THROUGH AS CAREFULLY AS YOU MIGHT NEED
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- 16. BLACK & WHITE =text communication, more definitive language
- 17. PERSONALITIES CAN BE PORTRAYEDDIFFERENTLY IN TEXT
- 18. ALWAYS ASSUME PEOPLE MEANTHE BEST FIRST
- 19. SOMETIMES TEXT HASTO BE USED WHEN IT’S NOT IDEAL
- 20. WE MUST ADAPTIN ALL WAYS
- 21. IT’S REALLY HARDTO DO THAT!
- 22. MAKE USE OFQUALITY COMMUNICATION IN OTHER WAYS
- 23. LEAVE NOTES WHEREALL CAN FIND THEM
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- 25. USE SIMPLE, CLEAR LANGUAGEWHENEVER POSSIBLE
- 26. BE WILLING TOALWAYS DO MORE
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- 29. THIS IS GOINGTO BE SO UNNATURAL! BUT SOME IDEAS..
- 30. TWO JUMP STARTSIN BUILDING RELATIONSHIPS 1. Regular voice calls 2. Enforcing non-work talk
- 31. EVERYDAY MEETINGS IN VOICEAND VIDEO CHATS
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- 33. (PERSONAL NOTE: HELPS WITHCONTRACTS, TOO!)
- 34. 1. Regular voicecalls 2. Enforcing non-work talk
- 35. CHAT ABOUT WEEKEND,OUTSIDE INTERESTS, EVENTS, HOW THEY ARE DOING
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- 38. A SIDE NOTE:MEETUPS
- 39. CULTIVATING RELATIONSHIPS IS INOUR BEST INTERESTS!
- 41. WE DON’T WORKIN A VACUUM
- 43. WHAT HAPPENS WHENTHIS STUFF DOESN’T WORK?
- 44. WORK OVERLOAD / DEADLINEISSUES CAUSES A TEAM MEMBER TO DISAPPEAR ISSUE:
- 45. FAILURE TO COMMUNICATE PROJECTISSUES TO THE TEAM ISSUE:
- 46. TRYING TO MIMICA PHYSICAL SETUP ISSUE:
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- 48. SURPRISE: CLIENT INTERACTIONS AREN’TTHAT CHALLENGING! NON-ISSUE:
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