36 min
Managing Distributed Developer Teams: Tim Olshansky (VP of Engineering at Zenput) Level-up Engineering
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- Management
In software development it's more likely now than ever, that as a manager, you'll face the challenge of leading a fully or at least partially distributed developer team. It's a brand new thing for everyone, but Tim Olshansky, current VP of Engineering at Zenput has faced this already. In this interview he shares what he learned on managing distributed developer teams over the years, and gives you actionable tips on making it work as well as possible.
In this episode, we're covering:
Challenges of managing a distributed developer teamOn-boarding remote engineersBalancing synchronous and asynchronous workManaging distributed developer teamsMeasuring productivity at distributed developer teamsGiving feedback in distributed developer teamsRunning meetings in distributed developer teamsManagement tools at distributed developer teams
Excerpt from the interview:
"I don't measure productivity specifically. It’s been a struggle, because the definition of productivity is a difficult one, particularly in the software engineering world. Is fixing a hundred bugs or implementing ten features better? What if none of those features affect the company positively?
Firstly, I start by making sure we're working on the right things. If not, I try to fix that, because all the productivity in the world working on the wrong things is not going to get us where we need to be.
The next question: are we working the right way? Are we doing things that are going to cost us in the long run? This is a classic technical debt conversation.
Do we have the infrastructure to support the team to be productive? Does the team have to overcome difficulties to demonstrate what they've done? I try to assess those things and remove the impediments. Then the team can focus on doing what they like, which is problem-solving, and building new things.
When all this is sorted, I look at the individual level. There, I see that if they say they're going to do something , do they get it done? If not, why not? Sometimes, folks need to be held accountable for what they commit to..."
Click here to read the full interview!
In software development it's more likely now than ever, that as a manager, you'll face the challenge of leading a fully or at least partially distributed developer team. It's a brand new thing for everyone, but Tim Olshansky, current VP of Engineering at Zenput has faced this already. In this interview he shares what he learned on managing distributed developer teams over the years, and gives you actionable tips on making it work as well as possible.
In this episode, we're covering:
Challenges of managing a distributed developer teamOn-boarding remote engineersBalancing synchronous and asynchronous workManaging distributed developer teamsMeasuring productivity at distributed developer teamsGiving feedback in distributed developer teamsRunning meetings in distributed developer teamsManagement tools at distributed developer teams
Excerpt from the interview:
"I don't measure productivity specifically. It’s been a struggle, because the definition of productivity is a difficult one, particularly in the software engineering world. Is fixing a hundred bugs or implementing ten features better? What if none of those features affect the company positively?
Firstly, I start by making sure we're working on the right things. If not, I try to fix that, because all the productivity in the world working on the wrong things is not going to get us where we need to be.
The next question: are we working the right way? Are we doing things that are going to cost us in the long run? This is a classic technical debt conversation.
Do we have the infrastructure to support the team to be productive? Does the team have to overcome difficulties to demonstrate what they've done? I try to assess those things and remove the impediments. Then the team can focus on doing what they like, which is problem-solving, and building new things.
When all this is sorted, I look at the individual level. There, I see that if they say they're going to do something , do they get it done? If not, why not? Sometimes, folks need to be held accountable for what they commit to..."
Click here to read the full interview!
36 min