Veja como você pode incorporar o trabalho remoto em metodologias ágeis de design de sistemas.

Remote tools are essential, but effective processes and etiquette are crucial for efficiency. Key practices include enriching team profiles with detailed personal info and automated status updates, using different tools for varied communication needs e.g. huddles vs VC (quick chats vs. longer sessions), leveraging built-in project tracking tools and bots to keep channels informed but tidy, and fine-tuning information nuggets for effective async communication. This approach prevents clutter and ensures that remote work remains productive and collaborative.

You first need to reach agreement with all actors as to the objective capabilities of the end-product "System" and its external interfaces. This is essential as you must have a solid understanding of the System complexity and expected life cycle. Unlike the days of Harold Chestnut, the definition of a System has grown exponentially more complex. Sadly, my experience with many of the so-called system design tools (c.2021) were all implementation-based - overly complex and lacking the ability to view the system in the abstract... from a purely functional basis. I loved the old TEAMWORK software that supported rigid functional decomposition through data flows. It provided a tool that allowed discovery and great communication among actors.

Some of ways for better remote teams handling: $ Have direct contact numbers of each team members and clear working hours $ Video calls in Msteams or Zoom with good quality audio and internet is mandate $ Teams group for effective communication $ Set clear expectations on the working methods

Edwin Dean said, "You can't design part of an enchilada!' Customers and program management fail to use the proposal as their starting point for execution. A great deal of effort went into it and it represents what you actually proposed to do. When you win a program you only know one thing for certain... Cost, schedule, and requirements are WRONG! Systems Engineering requires time to finalize the system context with the customer and set a realistic schedule. We developed the proposal schedule yet the business people think it can magically be compressed when we already did that when we sent the proposal!!!

I agree with adapting agile rituals for remote teams. One effective adaptation is to simulate standups by "actually" standing up to keep them short. Additionally, try written standups 40% of the week, typically on Mondays and Fridays, to promote async collaboration and reduce meeting burnout. Condense large project documentation into one-pagers for comments and visibility. These live documents are more likely to be read and commented on than extensive knowledge bases, ensuring better engagement and feedback.

Keeping our agile rituals alive is crucial when working remotely. Daily stand-ups via video calls help us touch base and stay in sync. Sprint planning and retrospectives can be just as effective online, using collaborative tools to gather everyone’s input. Regular demos and reviews ensure our stakeholders remain engaged and that we stay on track with their expectations. By sticking to these rituals, we maintain the heartbeat of our agile process, ensuring everyone feels involved and aligned, no matter where they are.

It's an excellent way to operate in the Sustainment life-cycle phase from my experience, well suited for software development, and early phases of subsystem and hardware design.

. In my experience, people share more when using their preferred tools and channels, so while standardizing certain communications is necessary, tailoring conversations to colleagues' and direct reports' preferences is a smart move. The most critical aspect is consistency in these interactions and encouraging team-building activities outside of work, such as offsite events, team-building activities, and virtual happy hours, to strengthen connections and foster a collaborative environment.

Clear communication is the glue that holds remote teams together. We need to set norms for which channels to use for different types of messages—quick questions on Slack, formal updates via email. Setting expectations for response times helps everyone manage their time better and reduces the stress of constant notifications. Turning on our cameras during meetings helps maintain that personal connection and builds trust. Regular one-on-one meetings between managers and team members provide space for personalized feedback and support. Encouraging a culture of openness and transparency means issues are addressed promptly and everyone stays informed, ensuring we all have what we need to succeed.

Great tools available but finding the right ScrumMaster is essential. They must work closely with the Chief Engineer and the Product Development Team(s).

Remote work thrives on flexibility and trust. Allowing flexible working hours helps accommodate different time zones and personal commitments, making our team more inclusive and balanced. Trust is the foundation here; managers need to trust their team members to get the job done without constant oversight. This trust grows through clear expectations, regular check-ins, and a focus on what’s being achieved rather than just the hours logged. When team members feel trusted and empowered, they’re more motivated and committed to delivering their best work.

La confiance est un facteur important pour faire régner un climat d’efficacité opérationnelle. La microgestion sera toujours en contradiction avec un environnement de travail agile où le collaborateur est au centre des engagements managériales. En revanche il ne faut pas confondre confiance et liberté, le collaborateur est libre de s’organiser comme il le souhaite du moment que les objectifs seront toujours atteints, le niveau de confiance variera suivant la compétence du collaborateur et sa capacité à avancer avec un degré variable de liberté. En résume les collaborateurs sont managés avec un degré variable d’accompagnement ce qui leurs permettent d’avancer au même rythme.

Les cérémonies agiles ou plus globalement les points d’équipe réguliers ou on ne trouve pas un discours de type monologue permettront toujours de lever les alertes et augmenter le niveau de confiance du collaborateur envers son projet et son équipe. À ce stade on ne parle pas d’un rituel liée à un secteur en particulier mais plus globalement d’un concept basé sur la communication verbale permettant d’augmenter la cohésion de l’équipe.

In diverse remote team dynamics, it’s crucial to adapt communication styles based on individual preferences and cultural differences. For instance, some team members may prefer face-to-face communication while others are comfortable with written exchanges, In addition,prioritize key stakeholder's input when evaluating collaboration tools. Their insights can help identify the most critical features needed for effective remote agile collaboration. Keep in mind that the selected tools should align with the specific needs of a remote agile team.

Optimisation des points d’équipe. Positionner des réunions de 15-30-45 minutes pour aller à l’essentiel. Éviter les réunions très tôt ou très tard, un cerveau très fatigué ne contribuera pas efficacement à la réunion et augmente le risque des tensions.