How I Built a Team Remotely During COVID-19

It’s definitely not a simple situation; people are nervously stocking their homes with food and home supplies, as if we are living in a time of war. And actually this is a time of war we are living in. A war with the invisible. The danger can be so close to you, and you wouldn’t even notice. YOU could be the danger.

Everyone started to think in a different way, lifestyles have changed, some people lost their jobs, others have been pressured to deliver more. Out of the blue, this unexpected situation has drastically changed peoples’ lives. The constant fear of contagion not only for ourselves but also for our beloved ones has stressed everyone and pushed them to the edge.

All of us wanted to work from home at some point of time, but being forced to work from home during pandemics is something different. The whole process of cooperating with coworkers has experienced a 180 degrees change. Most of the people who work in businesses that offer services have faced a lot of challenges; especially those who are parents, to be able to balance between your job and house-keeping is something challenging.

Starting the Story

Let us start by introducing myself, I am a seasoned Development Manager at one of the leading outsourcing companies in my country, Exalt Technologies. In the middle of March, I was asked to go through an interview with one of our clients — Nokia — that is willing to start a new project with us. At that time, I was leading three teams of sizes 2–6 engineers that are working with HP Indigo, Cisco, and Twist Bioscience in addition to a local startup owned by the company.

I did the interview, and everything passed as intended. We kick-started the project we were requested to form a team of 7 software engineers. This took place during the period in which COVID-19 was declared as a pandemic. No one knew how things would evolve, so we decided to form a team with engineers whom their projects are about to end instead of doing internal shuffling.

The project that we have started was one of the most complex projects I have ever worked on. Briefly, it’s a distributed 4G/5G charging and policy distributed system that the minimal installation of it at a single Geo site for a Telecommunication operator contains 32 Virtual machines with huge computation power.

A Challenge

When I learned about the project and realized my team competencies, I found that there were some gaps that should be filled; so it was not an easy task, nor a usual one. It was a real challenge and risk given the negative impact of COVID-19 on my team members, alongside starting the team remotely. Long story short, here are the measures I have taken to reduce and mitigate risks during starting this project.

Abridge the Gaps

Start by studying about the project architecture and the used technologies. As a manager and leader, you need to be a step ahead of your team. Learn more about your team members and check their technical background.

Personally, I have invested effort in learning more about each and every one of my team capabilities. I started by giving them a list of technologies to read about and learn if needed. Next, I have invented a toy project that mimics the project and asked every team member to deliver that project within a week using the technologies needed. Thus, I have made sure that everyone will study and practice the use of technologies.

Setting an early daily and mid-day catch up

Since everyone was working from home. I have scheduled an early stand-up daily meeting in which everyone will just list his achievements and what homework he/she has to do during the day. Moreover, I have set a midday checkpoint with every one of them, understanding the complications they are facing, trying to help and support them and advise them on how to proceed effectively.

It’s very important and crucial for your team members to feel that you are close to them and available when support is needed.

Equip the Engineer

I requested powerful laptops for everyone. The internet speed was checked and even was improved on the company expense. We urged everyone to set up an office at home, desks and comfortable chairs were afforded. Add to the list, wireless routers, repeaters, screens, and even headsets. Also, we asked them to be dressed for the code and conduct the daily while opening the webcams. Everyone should be set, happily motivated, and excited to work; that was my daily goal. All obstacles should be overcome by my engineers to excel.

Transfer of Knowledge

A plan should be set, as a leader, you have to deep dive into the new system and do your analysis and searching. Sessions should be given to transfer the information needed for the new team to kick start. You must identify the system components and how it modules interoperate. You have to ask for new sessions, ask for code-walk through and set up meetings with developers trying to understand the tips and tricks that they have learned.

You should recap those sessions, everyone should re-watch them, ask the team to do a recap, and tell them to come back with questions. You yourself as a leader should be well prepared to answer any question.

Risk holder

You should convey to your team that you hold accountable for any risk. Nevertheless, your team should be rewarded and be given the whole credit when they meet the goals. Stress should be moved off the team shoulder to yours, make sure that your team is enjoying doing the task and having fun.

Motivation

During working from home period, I had to keep my teams motivated and delivering, as well as keep myself motivated under all the stresses we are facing. I managed to do so by keeping myself focused on the goals we are aiming to achieve, and at the same time supporting my team as needed.

Naturally, you will find that some people are self-motivated, while others need a push. I had to get to know each and every member of my team, and accordingly, I was able to recognize the self-motivated members from others. I was always available to support them and to push them to do their tasks. I was there for them at any time they faced an issue. I used to motivate them by thanking them for all the efforts they provided, and for the good job they are doing, and they were also motivated when they saw the positive feedback that we always get.

Setting up working hours and an extension window

I believe that every project's success is highly dependent on the team’s cooperation, and teamwork relies on availability and dedication. Although everyone is working from home and their responsibilities differ, I tried to set working hours in which all individuals should be available.

I also do believe that every new start has its own complexities, thus extra efforts should be invested. Hence, I have asked the team to spend more time — based on their choice — during the day, trying to learn something new or doing a recap for the transfer of knowledge sessions that were conducted

Set a Clear Plan

It’s all about the teams when it came to Agile methodology. Right? Nevertheless, you need to drive them. Set a clear objective for your team. Split your main optimal goal into daily objectives, and make sure to convey the daily goals to the team in your scrum meeting.

As a Development Manager, you need to pull in the User Stories (US) in a logical order according to your team capacity and experience. You must be able to break the US into simple doable tasks. Mix your team, make them work in pairs, pair the experienced ones with the less experienced, and give the needed support.

Welcome task

Make sure that your team’s first task is not a complex one. Moreover, not a trivial one. On one hand, you need to make sure that the very first iteration of your team is a successful one. On the other hand, you need a way to evaluate your team’s performance and be able to identify the strength and weaknesses points of your team.

Simplify — Make it to look like an easy task

If you are an experienced software engineer, then you must be able to realize how complex is that project. Identify the tricky aspects, look into complex areas; if there is a missing competency in your time, then work on filling gaps. Master the needed technology, learn the new architecture, hold accountable, and make it like a simple thing.

Everyone knows that the initial stages of any project would be challenging, even if the project is a trivial one. For example, meeting and working with new people and getting to know them is not easy. Make sure that your team is happy, make them think about it as a new challenge, as if it is a puzzle game. How happy would they be when they complete the puzzle? Keep in mind, it’s all about the team mindset and attitude.

Exercise and eat healthy

I personally love to exercise, indeed I dedicate my time to CrossFit. Thus, I encouraged them to have a run or workout during the day. Moreover, I urged the team to have fun while doing their work. I asked them to have a handy healthy snack over the desks; and I insisted that everyone should have a small break during the day.

This is how we kicked off our first project, since then, Exalt has started three more teams that work with Nokia who is contributing to the same product.

I would like to thank every and each one of my team members, they were the real front line soldiers. Thanks to Exalt CEO and all the management departments for the unlimited support. Thanks Exalt for this great opportunity.

Our prayers go to all the private businesses who are struggling now, to our soldiers: doctors and nurses and to the infected people.