What do you do if your software project team is working remotely?

While managing a remote project it is essential to know what you want to achieve. Understanding your goals & expectations will help you build a remote software development team that understands the project requirements & also possess the skills to achieve the project success. Defining the project timeline, tools to use, number of developers needed, hours to be spent, quality standards to achieve, etc. can help you streamline a smooth project management.

1. Utilize a range of communication tools, including video conferencing tools (e.g - google meet), messaging platforms (e.g - Slack), and project management software (e.g - JIRA), to foster collaboration and maintain connectivity among team members. 2. Set clear project goals, timelines, and expectations from the start to ensure everyone knows what they need to do. 3. Regular Check-ins (daily scrums) to discuss project status updates, address any issues, and ensure alignment among team members.

Set clear expectations and follow up on a weekly/daily basis and do not micromanage. Encourage open and constructive conversation such as brainstorming over issues as a group. A monthly one on one connect with individuals and if possible a casual meeting every month.

Working in remote teams in the new "normal" and from my experience, the following considerations are critical: (1) Clear communication channel or forums, Microsoft Teams is a good one whereby the team feels connected and well informed of the progress and next steps. (2) Clear understanding of the project goals and expectations, that is, each team member understands his role and contribution to the overall project deliverables. (3) Use of proper tool to track and manage project tasks - JIRA is a good example. It enables the team to stay organized and focused. (4) Team cohesion is also very important when working remotely - Recognize and celebrate team members achievements :)

- Make sure that team has understood the requirements well - Establish a communication channel like progress review meetings - provide Technical Support to make their way easy - keep motivating to achieve the goal - keep transparent communication - Appreciate every achievement

SMART goals all the way ! there is no better way to manage a team remotely. Set clear goals and establish transparent and crisp ways to measure them, watch and see how the team surprises you with the results.

A fully remote team is a reality in the post pandemic era. As a project manager, I have faced the following challenges: - Communication issues (non verbal communications does not happen, I cannot emphasize the seriousness of a topic adequately) - Collaboration (people do not trust each other or recognize each other's capabilities since they do not spend adequate time with each other. This results in lack of knowledge sharing) I use the following methods to bring people closer: - Use video calls to show them how I look and how my expressions are - Speak slowly, since a lot of information may get lost - Force people to talk to one another to solve their problems. - Make people in different locations work on the same object.

Define Remote Work Policy and Culture: - Assess your Organizations policy and culture. Adopt it as per your project needs - Establish clear communication protocols, expectations, milestones and timelines, working hours - Foster trust, autonomy and result-oriented focus Define roles - Determine skills and roles required for the project and map the project team. Identify gaps if any - Define the roles for the project and distribute the work Set Goals - Define WBS (manageable tasks) and milestones - Provide clear direction - Track the progress - Celebrate the achievements Set clear expectations - Set SMART goals for the team - Regularly communicate the expectations and deadlines - Ensure every member knows their responsibility

When an organization fosters a culture of accountability and supports employees with relevant tools, working remotely is not scary. It should be managed similarly to other dependencies and risks at a project level. If goals, project plans, or any other artifacts were absent before, moving to remote work doesn't make them mandatory to be developed; rather, this shift should be considered and integrated into the already existing approaches. Here are some aspects that should be considered: Work-life balance, Isolation, Team alignment, Culture and discipline, Tools and hardware. Where they should be considered: Project documenation, Personal/Career development goals, Company policies, Requirement for tools, Relevant budgets.

In any work whether it is done in personal life or in professional life having a clear communication makes things simple and faster. Using the right set of communication tools is going to help you build communication systems where messages are exchanged smoothly. Using various communication channels like video conferencing, email, audio calling or chats can help you understand and define diverse communication channels to achieve a smooth communication. Moreover using tools like Gmail, WhatsApp, skype, zoom can help you communicate with your team and client with all ease.

No "novo normal" com times trabalhando mais remotamente que físicamente juntos, a integração é mais dificil (mas não impossível). Físicamente é muito mais fácil criar sinergia no e entre os times. Para times que trabalham mais tempo remoto, é crucial criar agendas regularse, com câmeras abertas, e uma jornada light e divertida para consguir engajamento.

Communication is the key aspect not only for project but also in your day to day life, hence in virtual environment consistent communication is very important however it should be bidirectional , communication has to be happened in both way, interactive and open, one way communication is dangerous sometimes, hence while communicating don't be limit with the project , some life stories or motivational discussions are also that much important

É importante criar meios que a comunicação possa fluir no time, isso vai além das ferramentas de comunicação, na verdade, não pensar que a comunicação se resume a textos e reuniões. É importante criar espaços nos quais as pessoas possam interagir, como pedir que as pessoas entrem na reunião antes do horário "oficial" de início e aproveitem esse tempo para o "cafezinho virtual", aquela conversa descontraída que cria laços. A utilização de Open Spaces também ajuda na criação de laços, respeitando, logicamente, a natureza de cada um dos membros da equipe.

On-camera daily stand-ups are a really effective way to establish a common foundation and recognize that you're working with people, not just screen names. I've found that discussing plans and blockers rather than reciting accomplishments keeps them focused. Rotating the scrum master's role through the team provides ownership and allows people to add their personal touch and humanity.

Trust is the key word here. And even more in regard to remote working. So how to you gain trust if not by regular talks with your people? And not only pro-talks. They have to be informal too. So there are regular and ad hoc ones. A combinaison of Team/Project and 1:1 calls. In my last 4 years at Atos/Eviden I have hired 16 new people in my practice personally and fully remotely. The very 1st time I was meeting them in person was for their 1st day in the office. And I made no bad hiring. Talk, talk talk to people wether they are onsite or remote. It is the only way to build trust and much more!

Regular communication is key for a remote team. Using video chats, email and regularly scheduled meeting times is essential so that the team is always connected.

Es fundamental visualizar el estado del trabajo a través de un tablero Kanban para focalizae las conversaciones y la toma de decisiones tanto en los equipos como entre ellos.

A comunicação eficaz em projetos de software remotos envolve mais do que apenas usar ferramentas de comunicação e agendar reuniões. É necessário ter uma abordagem consciente e ativa para garantir que a comunicação seja suficiente para atender aos requisitos do projeto e às necessidades da equipe, considerando o contexto de trabalho remoto em que estão. Isso pode incluir medidas como gerenciamento de expectativas, estruturação clara de tarefas e responsabilidades e apoio a práticas de colaboração baseadas em valores.

When I previously worked with an offshore team one of my action items at our morning stand-up was to capture my to-do list from the team. Then, at the end of the day I would follow that up with an email of what I completed, what questions I needed answered, and what to-do items I needed done by the off-shore team. This helped keep work moving and not waiting for stand-up for all information sharing.

Team work always does the trick and teamwork will set up ahead of your competition. While managing a remote software development project it is necessary to understand the importance of collaboration, by setting up team meets, webinars, annual events, etc. you can achieve a smoother collaboration & trust amongst you & your team members.

Collaboration with trust can do wonders in terms of outcome and quality delivery for the team . There can be various ways of developing but the most important is having clear accountability of different roles ( I don’t mean designation here ) and have respected boundaries for each and every role. With trust being added on team members intent, skill set and capability any team can deliver project and location does not become a challenge. If these two important aspects of collaboration and trust are missing even team of skilled sitting next to you will not be successful in delivering the outcome

Trust is very essential while working in remote set ups. Foster a culture of regular connects, 1:1 meetings discussing professional and personal achievements. Invest in open dialogue, recognize small wins and engage in coffee or lunch connects.

Creating trust is the foundation for an effective team. To do this we start with creating a safe place for the team to express their thoughts. My teams use the rule, what is said here, stays here. Another huge trust builder is to not be a know it all. It is okay to get back to the team on their questions. It is even cooler to collaborate with them to find an answer to there questions.

When software teams are working remotely, building trust and encouraging collaboration are crucial. On short, mid and long-term tasks as well as their results, you can all agree. Create a channel of communication where the whole team may gather to discuss the obstacles and give an update on their progress. Beyond this, instead of waiting for meetings to be organized, there should be a functional channel where everyone can yell out the obstacles. Keep an eye on the happenings, go over the actions to check how each deliverable has performed thus far, and conduct a retrospective to determine what should be continued and what needs to be improved. The more trust you instill in your teammates, the more dependable the outcome will be.

Invest time and effort in developing mutual understanding and social connections between team members. In remote mode of working this is even more important than usuall, to help fostering collaboration among team members. At the same time it is more difficult as it has to be done intentionaly and in virtual environment.

Formas que encontrei foi: Reunião com todo o time semanal; Apresentação de status de projetos; Criação de um grupo para compartilhar conhecimentos; Feedback colaborativo e ajuste de rotas.

1.Very Important to have daily Standup calls via video enabled channels immensely helps. A short 10-15 mins daily connect can do wonders. 2.Even if teams are working in remote mode, ensuring they are aware on all important open Opportunities in project/Organization which can build value on both sides. This helps avoid feeling of isolation.

Action-oriented solutions: Encourage the team to collaborate and suggest solutions for each other's roadblocks, fostering a sense of shared responsibility and promoting problem-solving skills.

One of the key points to foster collaboration and trust is knowing each other beyond professional capacities, understanding individual cultures, hobbies, and backgrounds can significantly contribute to creating a cohesive and trusting team environment

Adapting to different time zones and work styles is also important aspect of managing team. We can have flexible schedule(work environment where team members can choose their working hours, as long as they meet project deadlines and attend critical meetings.), Encourage the use of asynchronous communication tools like emails, teams, sharepoint, onedrive, google drive or shared spaces, which allow team members to contribute at their convenience. Find common time windows where team members' working hours overlap for real-time collaboration and schedule essential meetings during these periods, Set clear expectations regarding availability, response times, and deadlines.

A key strategy is to establish a team working agreement that focuses on core working hours. This agreement helps in identifying overlapping hours where team members are available simultaneously, enabling real-time communication and collaboration. It respects the individual work styles and time zones of each team member, while providing a structured framework for synchronous activities. The agreement should also address preferred communication methods and meeting etiquette, taking into account cultural and linguistic diversity. This approach balances the need for coordination and autonomy, ensuring that team dynamics are harmonious and productive in a remote setting.

Managing global teams in different time zones over many years, I would like to share that your convenience should never be your top priority as a leader. It is always the team first.

One of the best ways to work with distributed teams is to establish common times of availability and schedule meetings within those. Outside of those times keeping in contact via a messenger/Teams or email is also crucial to keeping the team on track and collaborating effectively.

As a Team Coordinator, I always prioritize respect for cultural differences and acknowledge local holiday periods, especially considering that my team members are spread across different parts of the world. When it comes to addressing major issues, we adopt a proactive approach by communicating early via email or chat, clearly outlining the points we intend to discuss. If any aspects remain unclear, we schedule a call within a specified time frame to thoroughly discuss the topic at hand.

Este ponto é um dos mais importantes e essenciais para o alcance de bons resultados. Times de tech atuam de maneira diferente a times de RH por exemplo então ajustes devem ser feitos constantemente para que o resultado seja alcançado. Frameworks devem ser levados como guias mas não como uma verdade absoluta, afinal cultura e pessoas devem sempre estar acima de tudo isso.

Encontrar o equilíbrio de comunicação e colaboração entre uma equipe de trabalho remota é um processo contínuo, que envolve ajustes frequentes e uma constante adaptação às necessidades e condições específicas de cada projeto e equipe.

One thing I have found useful is to start right and sustain right . 1)You start off with clear ground rules and it has to be both ways in terms of communication , schedules , work package delivery modes and also status reporting. 2) You need to make sure that trust is established. It may take virtual meetings to do so as sometimes email communications can lead to misinterpretations. 3) We tend to micro monitor when we don't see the team in front of eyes. this will be a clear No! tracking has to be task oriented than availability oriented. 4)Last but not the least , Please set boundaries in terms of availability and encourage team to do the same as well .

Manter uma comunicação assertiva, estabelecer confiança mutua com o time. Manter um comunicação direta promovendo conexões, diálogos abertos. Realizar reuniões diárias e semanais com metas bem definidas, entender onde cada membro se encaixa fornecendo uma estrutura favorável de trabalho de acordo com cada perfil, reconhecer pequenas vitórias, irá lhe ajudar a ganhar confiança e promover autonomia e engajamento do time. Estar sempre em contato com o time, seja em uma pausa para um café, almoços, encontros após o trabalho, também poderão ajudar a estabelecer uma forte conexão com o time.

The success to having remote teams working seamlessly in different geographic areas and time zones is planning. This is where scheduling becomes critical because you want various team members completement each others work. For instance you may have a US based client, a US based Project support team and an offshore technical and development team. In this instance project reporting is based on US daytime and work week hours but the corresponding development is happening in US night time hours. All project activities have to be aligned so that the PM is always aware of project progress.

Often remote working is disregarded due to the inability of organizations to measure performance / work done. Organizations monitoring the hours of working of employees' laptops and other micro techniques don't really gain much as employees still find way arounds. A rather better approach is to set the right performance KPIs with the team and monitor them to understand the health and progress of team. E.g. in my organizations, we have used GitClear and LinearB to understand the overall contribution and performance of developers. This helps in setting the right expecations without having to micro manage them.

Os desafios relacionados ao desempenho e qualidade em projetos remotos vão além do monitoramento direto da equipe. É necessário criar um ambiente de trabalho que incentive a comunicação aberta e a colaboração, além de promover a cultura de feedback e resiliência frente a situações de crises, por exemplo.

When evaluating performance and ensuring quality, we rely on our shared project management tool. This platform enables us to monitor the progress of the project as a whole and track individual contributions toward delivering high-quality outputs.

Quality is always jugged by yourself first. If you are not happy with your work, your customers will also not be happy. Monitor to deliver against set KPI's but not at a compromise against quality.

Monitoring performance and quality in remote software projects requires upfront expectation setting. Clearly defining project goals is crucial, as software projects often entail adaptability to enhancements and scope creep, potentially shifting the goalposts. Visual representations of project progress and direction are essential to ensure transparency amidst dynamic circumstances. Daily stand-ups foster open communication, enabling teams to address lagging issues promptly and maintain alignment with project objectives.

Share progress and metrics openly with the team. Consider a regular dashboard or visualization method so everyone knows where the project stands, encouraging accountability and alignment. For ensure code quality you can monitoring (SonarQube), or even specialized reporting software to gather data effectively.

Always the leader needs to make sure that the remote team doesn't feel isolated and alone which probably might hit their productivity.

In my experience, setting expectations with clear deliverables to track will help with performance of the team and quality should be a measurement on the outcome of deliverables.

When assessing performance and quality, relying solely on traditional metrics like tracking hours becomes inadequate in a remote and flexible work environment. Shifting our attention to measuring output rather than input enables the team to more effectively evaluate their performance.

Pour qu'une équipe de projet logiciel travaille au mieux à distance, il faut suivre les performances et la qualité de l'équipe et des livrables : - via la formalisation, le partage et le suivi d'objectifs et des indicateurs de l'équipe afin que tous les collaborateurs soient alignés - via des outils de collaboration en ligne : Teams, Google Drive ou Dropbox pour faciliter le partage de fichiers et la collaboration à distance.

Recomendo sempre utilizar ferramentas disponíveis para facilitar a gestão e também para deixar claro para a equipe os papéis e responsabilidades, bem como os impactos e relações entre as atividades. Dessa forma, será possível perceber a participação do time de maneira abrangente, na qual todos compreenderão seu papel individual e também entenderão o propósito do projeto como um todo.

Provide access to online courses, webinars, and virtual workshops to help employees upskill and stay relevant in their roles. Encouraging learning at their own pace can increase motivation and engagement. Work with each team member to identify their career aspirations and create a development plan to support their growth. Setting clear goals and milestones can keep them motivated and focused. Encourage team members to share their knowledge and expertise through virtual meetings, discussion forums, or mentorship programs. Regular feedback and coaching sessions can provide valuable insights for improvement and growth. Schedule one-on-one meetings to talk about progress, challenges, and areas for development.

having virtual spaces to hang out is important. How do you replace water cooler talk? While it’s impossible to do that having space in your calendar for impromptu time and informal sessions ..like coffee talk is important to build the relationship beyond task/project focussed.

* Fix regular communication channels and meeting schedules. Make it a mix of video calls, chats, emails, and project management tools depending on teams comfort. * build a collaborative, good environment where team members feel comfortable sharing ideas and providing feedback. Use online tools that facilitate teamwork and build trust among team members. * Be mindful of different time zones and work styles when scheduling meetings and deadlines. Encourage flexible work schedules to accommodate individual needs, breaks, respect boundaries and provide resources to support mental health.

In my experience, team should be first equipped with sufficient infrastructure which is important to do his duties , then define clear expectations and timelines for the required deliverables. Also regular cadence should be setup with wider teams virtually for gelling up and thoughts sharing on both professional and personal topics.

Celebrate successes. Recognize team members publicly when you have a mid project victory. Celebrate birthdays or other important milestones. It’s important to have a little fun especially when everyone is remote.

Learning is key to growth, especially for a remote team. A learning boundary aligned with the organization's business brings the best outcome. People should have the right to choose anything within this boundary gives them more options and satisfaction. When people start enjoying learning, they look for opportunities to use their knowledge as early as possible and the organization starts getting the benefits by providing the right platform for opportunities.

i encourage my team members to use @linkedin Learning, where a lot of free access is available, to upgrade their skills. It should be a continuous effort for each of the leaders, and I prepare a dashboard for leaders who get more points in the monthly review call. also they get regular nudges to keep on learning new skills

SharePoint or similar open source tool or a cms can be put together for keeping knowledge base, clarifications pertaining to the project.

The biggest challenge of remote work is good communication. Working apart, people might end up not creating bonds that would foster communication and development between them. We have to encourage our teams to get together and share experiences, which will bring in many benefits beyond learning in itself, such as improved quality and performance.

Historically we believed that working from home or working remotely is unproductive, but Covid forced everyone to stay indoors and proved it otherwise. Most often WFH was strict no due to dependency on infrastructure and accessibility issues, but remote work forced us to find work around and make it work. My top 3 points would be: 1. Clear open and frequent communication 2. Set clear goals 3. Trust the team and give them the space to execute

When your software project team is working remotely, it's crucial to establish good communication channels, set clear expectations, and use collaboration tools effectively. Make sure to schedule regular check-ins to keep everyone on track and provide support as needed. Foster a positive team culture by encouraging transparency, flexibility, and accountability among team members.

- In my experience , defining goal that can be measurable and set the target for the same . - Regular communication with team to ensure and assist them on their needs to achieve the goal . - trust them and motivate them to achieve the goal .

You should only check employee’s technical skills but also personality when selecting a remote employee. Their personality traits, stress level and their perception of uncertainty also plays a role. Some employees are really good at remote work while some others don’t. Remote work issues can be reduced with proper communication and clear instructions/requirements.

Ter em conta diferenças culturais e hábitos de cada país. Não é apenas o fuso horário que é diferente, mas também as festividades, as crenças a forma de lidar com as diversas situações de cada dia.

Daily standups are crucial regardless of whether you do scrum or not. Working remotely is a privilege so cameras on for everyone as far as possible. Use properly set up Slack / Teams / Discord for async communication with properly organized channels. Hook up your source control to your communication system. Having a single defined point of communication as opposed to a combination of email, private chat, messaging, texts etc. is very important. As a manager, at least bi-weekly 1:1s with everyone.

If a software project team is working remotely, it is important to adopt effective strategies to ensure productivity, communication and well-being of team members. To the points already listed I would add the following: * Team members must be provided with access to the devices and technology tools they need to do their jobs effectively. It must be ensured that they have a reliable internet connection and that they are trained in using the necessary online tools. * You must use online project management tools such as Jira, Trello, Asana or others to track tasks, assign tasks and monitor project status. Working remotely presents unique challenges, but with the right tools, you can maintain a high level of productivity.

"Leverage Time Zones": Don't fight the time difference! Utilize asynchronous communication tools for project updates, discussions, and documentation. This allows team members to contribute in their preferred work styles and time zones, boosting overall productivity. "Daily Digest" emails: Instead of a barrage of real-time notifications, compile a daily email digest summarizing key updates, decisions made, and action items. This keeps everyone informed without overwhelming inboxes. "Knowledge Base Bonanza": Create a robust, central knowledge base with FAQs, tutorials, and project documentation. This empowers team members to find answers independently, reducing the need for constant back-and-forth communication.

Here are according to me some additional considerations to further enhance the effectiveness and cohesion of remote software project team: 1. Ensure the team has access to the relevant tools and technology. 2. Be aware of and sensitive to cultural differences within the team. 3. Implement measures to ensure the security and privacy of your project data and communications.