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A Clear-Eyed Look at Distributed Teams

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he and his wife and thank you so much for joining master data in as we can go they distributed teams track advanced gone my name is malleable theater and VP of Engineering and free-agent at Fiat
in for over 10 years with the building accountancy software using gradient rails that creates freelancers and small businesses in control of the finances the our
head of this is seen beautiful Edinburgh Scotland but about 25 per cent of all engineering team works from home in other parts of the UK underlying
Vandervert and VP of Engineering at 1st we use predictive analytics and rails to help real estate agents that make more effective use of the marketing time and dollars of our
companies located in Europe North Carolina but I work from home in Dallas and about 1 3rd of our
company works remotely the 2 of us
recently spent 5 years as colleagues helping to manage a large widely distributed suffer development team at
LivingSocial so only LivingSocial started with offices in Washington DC and so ahead of office bicycle you 8 open and union officers involved there and Portland but still
the majority of the engineering team which go up to 200 people at 1 point it we're working from home from all over the US it
but also in the UK Mexico Brazil and eventually China
India and stress between us we've been a part of several distributed teams for the past 11 years including today at free-agent 1st of all working together willing social we found that we shared a passion for understanding how do distributed teams well what were strong advocates of such teams and we both think that the distributed teams we've been part of a have been some of the best things we've ever experienced but when we think things
like that a lot of people seem to hear things like this will hire some senior engineers and we'll figure it out or distributed teams or just a good as good as co-located teams in exactly the same way as or even it'll be easy so those things are not what we mean when we say that distributed teams had a getting dialit a great choice for your business none of those 2 statements are true and they don't have to be true for distributed teams to be a good idea there are also plenty of
people who think distributed teams are a bad idea and then make statements like these from executives that's Ali IBM in we also believe that these statements are false and they miss the point that distributed teams have their own distinct kinds of benefits In these cases what we see is a lack of willingness were commitment to do what's needed what needs to be done to succeed the and that OK if
that's the way a company wants to run their business 1 size doesn't fit in but everybody doesn't fit all but today we're going to talk about some of the lessons with learned over the years and we've made a lot of mistakes along the way a man by whether you are an engineer and a manager or a senior leader in your company we call this talk will help you to avoid repeating some of those mistakes and will help you take advantage of the benefits in distributed teams provide an hopefully avoid in the same pattern some companies like who into than others and of building a distributed team and then having to take that in effect and we if you're an engineer or an individual contributor some of these things might not seem immediately applicable to you but as a remote team member you bear some of the responsibility for making a distributed teams accessible through your own behavior and you can influence your management and help them understand the challenges they're facing and if you're searching for a new remote position you can ask the right questions to find a team that is set up for success part 1 the make a commitment
choosing this path requires commitment half-hearted efforts will result in the worst experience rather than a better 1 company leadership has to support distributed team strategy in this section will talk about things that will test the team's commitment and show you some of the answers that we found the so that you'll be prepared at the start when you're beginning you're going down this path along the way as you face challenges and up later when the strategy is questioned by new managers executives were investors and you start by investing in the basics and the basics is organizational culture but how do you build a company called term when you're in a working shoulder-to-shoulder a lot of people ask that question a lot of
people are very skeptical about this in a distributed teams can also have a great culture it will just be a little bit different so called 10
has nothing to do with the physical space in the your local pine or who use it with that of the space certainly contributes to a team environment but it does not build the culture we have emission officers at 3 in it but that doesn't mean that is no what makes good culture whereas you can have the best officers you can have people working shoulder and still have toxic culture said to
us culture is all about the people all of you and your common goals you common values and also their respect for each other so it's caring about the success of your customers and is caring about the success of your colleagues and have the In fact the 2 companies that have
worked with a strong work cultures have fully embraced distributed teams in the case of social their culture has finally the majority of the T so most of the people we used to work with Ida student hedge every single day supporting and came from each other longer after they left the company another basic
commitment is to invest in the best tools that your company can afford better tools make communications easy out some simple things are really big payoffs good computers with quality cameras headsets but easy-to-use communication software for chat review documentation etc. it stop
there and then pay attention the how well those those tools or make meeting your needs make sure everyone that needs them has access and knows how to use them and help people were having difficulties if you're engineering team has access to slack and Europe but no 1 else in the business does it will be difficult for them to collaborate successfully at 1st and free-agent where we work every single person in the company uses the same tools but consider that case that cost when making tool choices for example of remote pairing using SSH team the marks works great for us nerds but it leaves out less technical team members like product managers and designers but a tool extreme hero can be more inclusive you need a critical mass of remote developers if you just have 1 or 2 remote people on a larger team that builds friction and resentment that comes from having of special snowflakes they get special treatment if you don't have a critical mass of remote people they won't have a sufficient culture building process what constitutes critical mass is at a quarter of the team of 3rd even half the proper threshold will vary from team to team and actually fluctuate once you've made the important changes in work practices and habits of maybe it's not as important to have as many people
the more remote but here's the rule as long as the remote team members feel like second-class citizens your balances off and it doesn't take senior leadership to influence that situation you can start by helping eliminate the us versus them attitudes between locals and promotes and terminology is an important part of this the terms remote and local or alienating and emphasize the distance and the difference so so we started emphasizing the term distributed which puts people on people equal footing I some big breakthroughs at LivingSocial came from individual contributors who started adopting this more inclusive language the method is quite helpful to have managers and technical leads us well working full-time from home so 1 so that management understands the issues firsthand it and to so that there's up sea glass ceiling for remote workers I believe it is at this is very very high perceived employees feel that their location is a body our to their career progression they neighborly trolley when you need them the most so anyone in this picture so
plane in Dallas evident in LA and myself in Scotland started as engineers and moved into senior leadership positions over the years working full time from home all of the world but
also those in the DC office the head office like away the p of engineering Greiner wins work sometimes from home so right and used to do a couple of days a week from home and I got this picture from 1 of the engineering in all kinds meetings and he was hosting from his home office which is amazing Paul bobblehead collection it's even more impressive today and I got him to send
me a picture just as the latest version as of yesterday of and it's like is getting out of control and or Jesse
laying a and other of our directors of engineering home was space as well in our DC off this it by use students strategy arise from home every so often we have he can't form to commit to so that even today it when I propose engineers to become team leads they question if that is possible given that the work from home and he should not be an impediment is the right support and commitment is in place for the it culture growth through
shared experiences that's why it's important for you even office-based employees to work from home occasionally especially on days when they have meeting so that they can have the same experience as the home-based team members eventually the whole team needs to work in the same style whether their local or remote and this is another place where individual team members helped to shape the social culture but by choosing to work in ways that worked for everybody what
was it is important to get the team together face face but fight the temptation to use that time to maximize productivity it doesn't have all the fun and games either but the best use of face time for distributed team is to get to know each other better that improves empathy and communication and makes team more productive even later when they're part and
finally you cannot treat remote time inside employees equally but you can treat them friendly and the city families so each group will have the parks and challenges of the group doesn't add as a manager it if you're not visual and that can lead to unfairness kind of used usually that means that you need to be where all practices or policies that unfairly favor 1 group of employees already that and try to find a balance but as a team member with increases is important also focus on the unique benefits of your situation sometimes we focus more on what we are missing Ghana than our own privileges and it's important to be aware of the pros and cons of its what's 1 of my team members whose based on 1st post so I was asked to attend the meeting that began at 7 AM his time and as the meeting started you made up of kind of annoyed comment about having to wake up so early and in it's important to realize that his commute was from the upstairs bedroom to the basement but some of the people he was meeting with in on the east coast had had to get up early get dressed on makeup in some cases brave DC area traffic in order to get to the office by but 9 but for another reading that they already had and so it's important that you understand how good you got it and where the real problems lie in a because of the other people on the other end of the other examples in our for example important decisions it must be made in a setting where all the stakeholders have a voice so lunch time at the local restaurant is probably not the best place to have a strategy meeting on an architecture kind of review it also doesn't mean that you have to limit the social aspect of a of a team like just because some people are going to miss out so local employees still should be able to go for lunch together and enjoy the fact that they are together but modern please can also find ways to engage in social events so i'd free-agent we have Wednesday's remote coffee where computer people at their feet just get together and have coffee they drink and then just stop for a while the same that if he was going in to have after work of and due to health and well-being month as well as a free agent we have a specific sessions to address the challenges of remote employees and so that they can keep healthy because is what they might do that at home and they have to come into the office every day yeah part 2 that
communicate intentionally the point here is that on a distributed team communication doesn't just happen by itself look people are great at communicating face-to-face so good that it happens automatically in ways that you might not even notice think about it you notice facial expressions and tensor postures were smiles high fives and other signs of success you notice who's talking together a lot lately what reference books are appearing on colleagues desks all of a sudden you overhear conversations in the hallway in the break room and all those ways you implicitly pick up on things that are happening in your team and those things
don't just happen by themselves or distributed team you have to compensate in at least 2 ways you should plan for important changes and decisions to be communicated widely and repeatedly and you should make opportunities for more casual and serendipitous communication up through the team that might also like just a lot more work but you have to do but the casual implicit come communication patterns of a co-located team have their problems to sometimes important decisions leave crucial stakeholders often they're not communicated as widely are clearly as they need to be and nearly always the rationale and thought process behind the decision gets lost in the space at every team would benefit from being more thoughtful and deliberate about the communication and he wonders
vectors fairly obvious way communications by tone because on a support team that's how we get our work done but there's the less obvious reason and is because communication is how we build trust with in a team and without trust that team kind of these 6 6 fold so petulance unique identifies absence of trust as the primary problem with this functional teams so when we trust each other we can be ball level with each other and when we're vulnerable we have made our mistakes we ask for help we tap into each other's experiences and skills more insidious well that's quite blameless cultures are so important but all this leads ultimately to making better decisions and delivery better solutions for our customers but as importantly when you trust your team you feel accepted it to and you a more confortable and ultimately into 1 more so as a manager trying to build a cohesive team orders have a modem pretty kind of most of our efforts should focus around building that trust and trust is important several directions so it can be done worse if you are deleting a team kind of with a team that you support it should be up worse with your manager or that leaders in the company but as importantly should be out worse with your peers and those are not just all that engineers and fears across the whole organization so I spend a lot of time trying to understand and what are the problems of the head of sales where the problems that customer services have where the problems of marketing and try to make sure that they build those relationships and understand those problems every day so regular 1 once is a good till for this time unimportant way to compensate for the missing some of that accidental communication between was talking about in the office environment with a 1 1 you get a chance to truly get to meet your team your manager can know more about them kind of that interests aspirations issues and have some lighthearted conversations and we did this because the better you know the people that you were with the user will be for you to pick up on certain cues are the happy and lonely at a stock is anything bothering them I need you and then officers were
saying you probably get those clues from bumping into them in the kitchen or by the left but if you don't know about it you won't be able to address those issues and there will be people that you can see it in your team that don't find it easy to proactively readout to you or or there's like for example can be and it's everyone's job just managers jobs to make sure that everyone in the team is successful the so the take away
here is that out of sight should never be out of mine so we need to make sure that we are present in people's minds hopefully for the right reasons we've talked about committing to good tools but Internet-based audio and video tools can be a real challenge it's worth learning the ins and outs of the tools that your team chooses so that you can help meetings to go smoothly you don't want as a remote employee or even just a member of a distributed team you don't want meetings that involve remote employees to seem like a bunch of extra hassle also
whenever you can prefer video to audio-only conversation one-on-one it conveys so much more personality and helps us geographically separated people get to know each other better in meetings especially when several of the participants are in 1 room up video is even more beneficial that helps the remote participants put names to faces and voices just seeing facial expressions and lip movement makes voice more intelligible over a noisy audio channel and even just seeing who the people in the room were looking at what makes the flow of a meeting much easier to grasp and choose
the right tool for each situation I think of communication tools as think somewhere along 3 different axes of synchronous versus asynchronous up low-bandwidth versus high as in text to video and persistent verses ephemeral and depending on where a tool fits in that space they should be used for different purposes but stressed about this remember if
you choose it will be the right tool for the job trust David but yeah there's no
universal rule what I find that when you're exploring these ideas that are well understood you need people communicating fluidly in real time in other words a video conference on in-person meeting about when asking questions you think others will know the answer to fire off a messaging group chat so that you don't interrupt anybody the right person can respond and other people who might benefit from seeing that answer conceived as well and when communicating important decisions use of persistent searchable text based channel to maximize this rope spread of the message and minimize ambiguity possibly supplemented by of recorded on video and so different time zones and different
work schedules make sinking up for meetings much more difficult time zones are a bigger challenge for distributed teams than sheer distance of time overlap on a team is desirable so that communication can be more synchronous when possible try to build teams with compatible zones at least 3 to 4 hours overlap during the workday but even time on all that LivingSocial we benefited from having round-the-clock coverage of Maria and others in Europe and Australia saves the sleep of many US engineers so many things went wrong during our nighttime
but you should also learn to work in West synchronous ways write stuff down circulate proposals for review solicit feedback and so on but getting good at this kind of thing can make your team more effective with less time spent in meetings or blocked waiting on so another way of building trust is showing your work so that people know why do I have to and being gay it adds communicating in writing is very important in distributed teams but in remote doesn't mean that you have to give up stand retrospectives there most planning meetings the solutions to run all those things in effective ways in a distributed context and those are great opportunities to really show your personality and kind of shared interests with your team so sometimes unfortunately the tools let us down but don't let that stop you you get a little bit created in because as they say there's a will there's a way and you can work around this problem so those steam gatherings are
really key to building of of the social aspects of the relationship between team members when the outer part to staff flaming here ADC social was incredible I doing just that can achieve and all there's no what team contributed immensely to our culture just by not being afraid of being themselves so they most in our matching team a applicants social came with a where a guest DJ said the beginning and at the end of the demo and really was a big part of keeping all of us up to speed with when everybody was working on but also learning and sharing that knowledge and kind of having fun together on a Friday at the end of the day so if you can do a distributed conference that having know via hangouts like this you could really do anything time to if you are going to
showcase your work is to make a memorable as well and from put everybody part
3 be clear even if you do everything we've already said it will still cause problems if your team doesn't understand how the distributed team should work if you're leader it's your job to provide that clarity if you clear about the goals and plants the team will help you make it work if you are not a leader asked for clarity about these things these are the areas we found the man clear expectations set by the team leadership the 1st is about how work is measured and evaluated as 1 of the good things about distributed teams is that managers have to learn to evaluate productivity but based on actual results rather than perceptions of busyness so set clear expectations about how work is measured and evaluated and reviewed those regularly is also likely that in non fully distributed organizations there will be some positions that require being in the office if that is the case leadership as well needs to be ready at Roland and clear and explicit about it and he might be very senior executive Roles or it might be more junior or entry-level positions in a patient you might decide that you need to have a senior engineers in the office to mentor those more junior 1 because of know what is the point of asking them what you hear people to be in the office if they don't have anybody to and from or it can be a specific roles that require a kind of intense collaboration with other people in the company that Argonaut set up as well for distributed work if most of the businesses collocated which is something that is happening in a lot of these companies that started to embrace distributed stars with engineering but the rest of the company I'm not quite ready to work in that way it is important that engineering has a presence in the office so that they can interact with the rest of the business regular
it's also very important and we know that from experience having to know when you can actually hire based on their location so node having a good understanding of different countries and the State Intellectual Property employment and tax laws can get you in trouble down underlined this is normally not a big issue for big companies that have the legal departments of big HR departments but that can become a problem for smaller businesses quite expensive as well and it can also be flagged as at risk duty investment rounds for IPO stones 1 issue its acquisitions here so this was during the fact that a ligand bit trees kind of the implications of bringing people from areas that maybe you have higher before the same goes
for your budget if you are responsible for the money for the budget for the team and you need to have a very clear picture of the cost of having a distributed team so how are you going to budget for the tools is not the same buying tools for 5 people that for 200 people and what is you always have to be invested in the most you got the best tools that you can so you can guarantee that communication and it can get expensive so you need to be prepared in what about home office set apps are you going to pay for it for coworking spaces there no right answer some is OK to choose not to or to do that but we need to be prepared you have to have a clear message for your team but most importantly travel for face-to-face in kind of basis of the team and I can get quite expensive is normally again not a big problem with 5 people but what happens when you have 200 engineers that need to be kind of all get together in allocation and Europe based in Washington DC or some Francisco where accommodation is extremely expensive so it's important that you plan for for those things chance is normally not a big problem when things go well with the company but the what happens when things don't go so well we have unfortunately some experience with that and those of the 1st areas and business leads to cut costs and that can be very damaging for a distributed teams so what I like to use to manage this a little bit of some tips is to say it but clear budget per person to travel to head as a number of times a year so I normally budget at least before traits more if it's not kind of too expensive to get into the office that budget is allocated to the cost of employing somebody rather than being part of the travel budget so that each been we decide to capture the logic that doesn't affect kind of the the money that is available to be those people into the office and so when we have people remotely we account for that things as just the cost of crimes and I also think about your is strategy to set salaries depending on location there's no 1 perfect formula but think about it and this I what works for you I like to have a common bound to a a close everybody and then have a specific adjustments based on location and extent of expensive location like London will pay a premium a 20 per cent from what we pay for it so that if people happen to me that will happen then the you know what how you can adjust the size of a quarter and this is a little unfair each you're paying a lot of money for somebody in London and and they decide to bid to Edinburgh and they keep the same salary insults suddenly you have a team with completely and equal societies in the same location so it's important to do your homework because people will move about and the all the common goal to other locations and companies finally need to start setting those clear expectations during the recruiting process so that people know what they're signing up for I if you are not in a leadership position what you can do here is when you decide to join a distributed teams are some of those questions proactively during the interview process so that you know what you're actually signing up for and we have some examples here so for example you could ask how always performance manager who works from home or are there any role is not suitable for working for are people all the people employed in these same status mean for this country there's my compensation change if I move between states are between countries so what tools work best for a retrospective or meetings you actually do those things we promote people how often are you gonna want me to travel to the head office of or to me with other team members in person so the key here is to get as much clarity as possible during the interview process so that you know what it actually signing up for so we've been talking for a while
now about all the challenges you face and we've been showing you some of our battle scars but we are a fans of distributed teams and we wanna close on a more positive note will conclude by telling you what we love about this kind of team and what you'll get out of it LivingSocial was able to build an extremely talented team that went from 12 to over 100 engineers in less than a year in large part we because we cast a wide geographic in a distributed teams strategy today can be a strategic competitive advantage that's especially true if your company is located outside of Texan but it can also be a big win if you're in a text center the cities are usually expensive and there's a lot of good of competition for good employees a distributed team can reduce costs even when you factor in travel expenses and increase retention and even in bad times there's silver linings for us that LivingSocial it eased the burden of having to do a big layoffs off we didn't flood a specific geographic market market with a large group of people with similar skills that make it easier for a team members to find new jobs not to mention that they all have good remote working skills
1 underappreciated benefit of a distributed team is that it can make organizational change easier once everyone on the team is working in a distributed style it's easier to organize teams more dynamically and fit the team structure to the work for traditional organizations Conway's Law here is a constraint for distributed teams it can be a tool we still need to be careful because you don't want to treat employees like interchangeable parts but nevertheless that in organizational flexibility is of an advantage and as I said when discussing communications strategies even though that seems like a lot of extra work every team would benefit from thinking hard and be more deliberate about communication patterns of the work that a distributed team puts into this can produce improvements throughout the larger which and
finally as you a human strategy can potentially help you build the more they there's an engaged team as long as you're not left handed and it it is it is not a silver bullet to it but it can be a powerful tool by removing certain barriers and provide extra flexibility for those that really needed so both had social and that free agent as seen from surveys and retention figures that remote employees are consistently more engaged with the business the appreciated the flexibility and they see themselves have longer carriers so almost 7
years ago contained kind really flies so this happened to me and at that time I was commuting every day to the office in Edinburgh after that few months of maternity leave I decided to go back to work and they really really struggle we that fact that I really wasn't spending hardly any time with my little baby so my husband and I can see the different options 1 of them was going part time that I really enjoyed my career and I wanted to continue working full time it was then that the opportunity to join living social engineering team working full-time from home came about so after joining the team I started spending all warnings with he then I would drop he might be cared about 1 PM in the afternoon and then bark East Coast hours the rest of the day my husband was also at the time working from home and he could take him out of 5 o'clock when he finished his UK worse in we both during all that time on to today it have managed to spend a very good part of our lives we keep and continue developing our and I am 100 per
cent share of my career would be a very very different place today had I not had that opportunity of a 6 years cycle and this is applicable not only to mothers by all means it's applicable to anyone that needs that extra flexibility because for example the art family main carers or they have a disability that prevents them from community easily lead to an office or just working effectively in an office by having the opportunity to work from home by itself is not enough and without the commitment of my manager and without the commitment of my peers the rest of the engineers to make it work I and those that in the same situation could not have been successful
so it goes without saying however that when you are working it's important that you gave full attention to your work especially with young children you shouldn't be attempting to be doing both things at the same time so when my husband and I are both working we make sure that we have child covert but
inevitably more water can finally will sometimes make SAP and 81 that has ever work from home knows the trail I mean so your hands so in my 1st
the ullage into this in its process in my 1st senior leadership meeting my husband decided that he was a very good idea to welcome to our home office after shower in his dressing the the so as you can imagine I was kind of mortified but at the same time I was so relieved that hadn't been any worse than that and that you know so don't
do that to try to avoid any possible but sometimes makes in things happen stairs what the team needs
houses in the world by inward and we know that a lot of work that I have had all right
away the crown and may well that they learn that I'm not alone after half of the that you will be crime lead the war had been up to the end how did I do that he really hit by power over the K I pack so this is the and he came home from school when the area was really doing 1 of those metonym them as in the demo to I know he was so proud of his pictures that he wanted to show it to everybody and in that context it was actually a fun thing for the team to see and kind of gave them a glimpse all of my life and quite down I'm everyone enjoyed it as you can see by
the chat here on this side a and it really helps those kind of things helps to create a bond kind of within the team it works in the right context so I've read and recommend you do it during board meeting for example an but if it happens just be gracious about it and handle it with the with some you
know about and the same way just a close friend of my manager Ampe're's had a huge influence in my career every single 1 of us here has the power to impact positively and more importantly negatively those we work with so don't underestimate the importance that every policy every decision every engagement with each other has on building a company's culture distributed or not so don't leave things to chance this talk was
conceived and written and mostly were
1st remotely from Dallas and Edinburgh and I think we have 2 3 minutes
for questions without so the question is what you know you wanna get the whole team together face-to-face local and remote sometimes of but how do you handle sensitive things like having to lay off somebody of that would be best done of the you really wanna do face-to-face I can take it so when we have some situations like Billy also add LivingSocial in we can of the management team we had to fly into Washington DC more than anything to spend some time with a charge and kind of to get some guidance and consonant but obviously we couldn't bring everybody that was going to be impacted by the situations kind of 2 to the office so we is still the did it we did it the kind of the same way that we do work every day handouts and a call which side to be sensitive on the time zones so that people waiting waiting this fact hearing about kind of what's going on and then they're waiting 7 hours 48 hours till them so we try to follow kind of us people where waking up to make sure that we talk to the people as quickly as possible that we got to know him to hang out and everywhere kind of has sensitive and accommodating and trying to be you know as empathetic as possible with them on but that is the way that we worked anyway like you know do non-marginal lay is a big can of a specific situation but sometimes you have to do as a manager of some kind of became really issues they have to address the performance issues and we just make sure that we we already confortable with communication in video and enable to address this thing successful and is a flip side of that during 1 early uh the incident of unemployed had to be what 0 I wasn't a layoff situation was being like over the reasons and because of conventional wisdom right of the hiring manager had him flight to the and he meant well but the afterwards the employee set of never lost a job before and now I have to go sit in airport the away from my family and my support system and then travel home having received this news and it would have been better if you it over video my advice is always fit people Paris and really think how it impacts them and how can they be best supported it when you gonna share some of these 1 more that OK is winter risk with no thank you very few there seemed a bit
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Prozess <Physik>
Selbst organisierendes System
Mathematisierung
Gebäude <Mathematik>
Raum-Zeit
Computeranimation
Richtung
Kohäsion
Übergang
Hinterlegungsverfahren <Kryptologie>
Softwaretest
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Hilfesystem
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Peer-to-Peer-Netz
Vektorraum
Office-Paket
Entscheidungstheorie
Modem
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Versionsverwaltung
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Momentenproblem
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Extremwert
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Schlussregel
Zeitzone
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Prozess <Informatik>
Wort <Informatik>
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Bit
Gebäude <Mathematik>
Schreiben <Datenverarbeitung>
Kontextbezogenes System
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Term
Demo <Programm>
Demo <Programm>
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Kollaboration <Informatik>
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Betriebsmittelverwaltung
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Prozess <Informatik>
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Whiteboard
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Bit
Gemeinsamer Speicher
Familie <Mathematik>
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Physikalisches System
Zeitzone
Videokonferenz
Office-Paket
Datenmanagement
Menge
Rechter Winkel
Widerspruchsfreiheit
Gammafunktion
Fitnessfunktion
COM

Metadaten

Formale Metadaten

Titel A Clear-Eyed Look at Distributed Teams
Serientitel RailsConf 2017
Teil 47
Anzahl der Teile 86
Autor Vanderburg, Glenn
Gutierrez, Maria
Lizenz CC-Namensnennung - Weitergabe unter gleichen Bedingungen 3.0 Unported:
Sie dürfen das Werk bzw. den Inhalt zu jedem legalen und nicht-kommerziellen Zweck nutzen, verändern und in unveränderter oder veränderter Form vervielfältigen, verbreiten und öffentlich zugänglich machen, sofern Sie den Namen des Autors/Rechteinhabers in der von ihm festgelegten Weise nennen und das Werk bzw. diesen Inhalt auch in veränderter Form nur unter den Bedingungen dieser Lizenz weitergeben.
DOI 10.5446/31479
Herausgeber Confreaks, LLC
Erscheinungsjahr 2017
Sprache Englisch

Inhaltliche Metadaten

Fachgebiet Informatik
Abstract Distributed teams can have big benefits for both employers and employees. But there are many challenges. Being successful requires changes to work practices, communication, and style - and not just from the remote people. Everyone will experience changes. It helps to be prepared … and most of what we see being written and discussed is focused on remote workers, not the organization that supports them. In this talk, we will look at the challenges and rewards of working in a distributed team setting based on several years of experience growing large distributed engineering teams.

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