Lisette Sutherland, author of Collaboration Superpowers, did an interview with Hugo Messer. In the interview, Lisette and Hugo discuss Hugo’s experience setting up Bridge, starting offices in India and Ukraine, the books he’s published and what does and does not work in managing offshore and nearshore teams.
You can watch the interview on Youtube or listen to the podcast on itunes or Stitcher. Beware that there is a short disruption after a few minutes, after that the broadcast is fine!
The past decade, more work is done remotely than every before, all fueled by technology and globalization. Companies facilitate working from home, outsource more and move work offshore. I think it fits us humans. Before the industrial revolution, there were no offices. People worked from home. Our ancestors were chasing deer in the forest and would probably think we’re crazy sitting inside a cubicle all day long. Working from home gives more freedom, time with your family and less distractions.
Companies that are able to work with people from home, are also able to work with people from any other location on earth. This brings enormous potential. For any job, you can find the best available person, be it an employee, a freelancer or a consultant. You tap into the global talent pool instead of your small local pond. For any project, you can find the best available team, w
The traditional notion of outsourcing projects, whether it’s to a nearby firm or a team on the other side of the planet, is that you need to specify things. Many people believe that in order to outsource a project far away, they need to specify everything. And because it takes time to specify, they are reluctant to engage remote teams. Usually, the idea of outsourcing starts because of time constraints – you don’t have the people or the time to do it inside your own company. So we have a chicken and egg problem.
I experienced the same when I started with outsourcing 10 years ago. Because it’s hard to get your ideas across to other people, especially in software development, you believe specifying everything detailed is the only solution. But nowadays, humanity and software development has evolved. Remote teams became more mature and know what it takes to collaborate successfully with clients from the West. Tools to structure communication have bec
I’ve been pondering a question all week and need your help: what things do you want to know in order to pick the right (remote) team for your software project? This is not going to be a long blog post, rather I would like to have your views as comments, so others can learn from it. If you have a team, it would also be good to read on and reply, just imagine what your clients (would) ask.
Imagine you have a certain software project or you need a team of people to work on your project. You have decided that you don’t care where the team is located, as long as you’ve got the best matching team. What are the criteria you use to select this team? What would you ask the team (or the management of the company) to figure out whether they’re good for your project?
The past years I have received massive RFI’s from companies with 10 pages of questions. That’s one solution. I have also gotten requests from people that don’t care who does it or where the team is located as long
Retrospectives bring benefits to agile teams. They help them improve and deliver value to their customers. And by improving team performance, retrospectives deliver value to your business.
This article is based on chapter from the book Getting Value out of Agile Retrospectives by Luis Gonçalves and Ben Linders. This book contains many exercises that you can use to facilitate retrospectives, supported with the “what” and “why” of retrospectives, the business value and benefits that they can bring you, and advice for introducing and improving retrospectives.
Getting Value out of Agile Retrospectives can be downloaded from InfoQ and Leanpub. Also available as paperback on