4 Replies to “Three Tips to Managing Across the Globe”

  1. Johanna,
    I like your comments of clarifying handoffs. Your method sounds similar to something that has been a hobby-horse of mine for a few years – in fact I first encountered it back in the ’90s when working for a UK subsidiary of a large US manufacturer.
    I’m normally involved in development of physical products as opposed to software, but what we did back then was similar to your example. We defined several ‘Maturity States’. Each state defined how mature the design was for that component or asssembly, and guidance of what work could, and could not be, carried by other project members.
    For example – I might have a basic moulding drawing at ‘Development’ maturity status. That would allow a purchasing guy to go looking for suppliers, get budgetary quotations, and allow produceability discussions to take place. It would not allow a supplier to be selected, or tooling costs to be committed. The status would also convey the likelehood of change for others in the design team who might be carrying out concurrent work such as stress analysis, assembly sequencing, machining studies etc.
    I really think this is one of the most powerful concepts for communication in dispersed teams or highly concurrent working. Alas, it is so seldom used.
    Oh – one other benefit, by rolling up the statuses across all components and assemblies (or in your case, features)it is a great way to measure project progress.
    Mark

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