Last year, I interviewed Jerry Weinberg on Agile Software Development for the magazine that we produce at it-agile, the agile review. Since I translated it to German for the print edition, I thought why not publish the English original here as well. Enjoy.
In my courses, one or more of the participants almost always raise a question like this:
How do you set up a team across many sites?
Almost always when digging deeper I find out that they are currently working in a setting with many sites involved. Almost always they have a project organization set up with single-skill specialists involved. These single-skill specialists are almost always working on at least three different projects at the same time. In the better cases, the remote team members are spread across a single timezone. In the worst cases I have seen so far, it had been a timezone difference of ten hours.
I will leave how to deal with such a setting for a later blog entry. Today, I want to focus on some tips and tricks for working with remote team members and remote colleagues.
Tripit reported that I was on the road in 2012 for 304 days. I hardly believe that since I stayed at home for our newborn son Nico the whole June back then. (I think they have had a bug there.) But it was close. I have worked with remote team members and remote project teams in distributed companies since 2006. I hope I have some nuggets worth sharing.
The agile community is full of stuff on generalists. Ideally, you should be able to juggle coffees for your developers while riding a one-wheeler, and playing the guitar to “Master of Puppets” from Metallica at the same time. Oh, and you really should have found that bug while doing all that.
That’s a task close to impossible. Let’s take a step back, and take a look into another field of work: cooking. How do you react to generalists there? Let’s see.
Caution: Before reading on, make sure, you had enough to eat. (Or didn’t, depending on how fast you can get weak.) This blog post includes references to lots of yummy meals, and contains itself 2000 kcal.
In his book, Thinking fast and slow, Daniel Kahneman explained the concept of Sunken Costs to me. I found this concept powerful and interesting. But only recently I discovered the many costs that can be sunken. Here’s a brief summary for costs involved in software development.
While attending conferences, sometimes some folks approach me. I can sense they are nervous, I can sense that they have some questions to ask, and I can sense that they look up to me – and I always get the impression that I am frightening some of these folks. The bottom line is: all of us “celebrities” are only human. You can contact us, and you can have a chat with us most of the time. Here are some things that I did in the past.
During DEWT4 I reached the conclusion that there are different learning styles, and they have different levels of effectiveness, at least for me. I think it was Alistair Cockburn that triggered the thought with his model on communication effectiveness. I think there are various levels of learning effectiveness related to Cockburn’s communication effectiveness as well. I think the axes for learning styles are the amount of interactivity, and its effectiveness for the student.
Over the weekend, I came to the conclusion that we humans are masters of disaster, and – at the same time – masters of improvisation. We have the tendency to fix things by putting up signs, by coming up with work-arounds, and often these work-arounds make things better for some people, or worse for other people. Let’s explore this idea, and I hope you have found one instance of this or the other.
Over the past few years, I noticed a pattern for myself. Whenever I found myself in a group situation, there is usually this one guy, the one that asks a lot of mystique questions. Do you know that guy? Sometimes there are a couple of them, sometimes there is none, sometimes it’s myself. That mystique guy (or gal) asks a lot of questions that drives you nuts. Within a second I can spot a coaching question coming up. Sometimes I project lots of meaning on why he’s asking that question. I think I developed some kind of resistance to that.
There is a lot to say about leadership. Personally, I consider it a skill that needs to be honed – and developed. There are lots of bosses in the companies out there that don’t have a clue about leadership – neither do I. I attended a couple of courses on leadership. It started off with a course called “From colleague to boss”, and I attended the Problem-solving Leadership course with Jerry Weinberg, Esther Derby, and Johanna Rothman. Most of them only made me aware about the things that I didn’t know, and the possible directions that I needed to learn more about. Let’s see where I have failed on leading dramatically in my past.