團隊的遠程管理_遠程團隊指南：如何管理您的遠程軟件開發團隊

團隊的遠程管理

Guides to help you work remotely seem to have swept through the Internet these days.

這些天來，幫助您遠程工作的指南似乎席卷了Internet。

Do this, avoid that, stay productive, and all those run-of-the-mill tips we’ve already tried out.

這樣做 ， 避免那樣 ， 保持生產力 ，以及我們已經嘗試過的所有常規技巧。

So instead of talking about how your remote team needs to schedule out their day effectively or clean their desk, here I am focusing on the hands-on tips you can apply to manage your software development team while working remotely.

因此， 在這里我沒有討論遠程團隊如何有效地安排他們的工作時間或清理辦公桌， 而是在這里著重介紹可用于在遠程工作時管理軟件開發團隊的動手技巧。

First, we need to understand the exact meaning of “remote teams”.

首先，我們需要了解“遠程團隊”的確切含義。

This will allow you to clearly see that having even one individual who’s working separately means you should improve the way in which you manage your team and the process they use for remote team collaboration and task execution.

這將使您清楚地看到，甚至只有一個單獨工作的人都意味著您應該改善管理團隊的方式以及他們用于遠程團隊協作和任務執行的過程。

真正的遠程團隊是什么？ (What are remote teams really?)

Today, millions of companies are faced with remote work situations in one form or another. Whether they’re fully-distributed organizations, have a couple of employees working from another part of the world, or just regularly work with external collaborators.

如今，數百萬公司以一種或另一種形式面臨著遠程工作環境。無論他們是完全分布式的組織，有幾個在世界其他地方工作的員工，還是只是定期與外部合作者合作。

The first thing that comes to your mind when you think of remote teams is something like: different people working from all parts of the world and distinct time zones on a single project and having the same general goals.

當您想到遠程團隊時，您想到的第一件事是：來自世界各地的不同人員，在同一項目中有不同的時區，并具有相同的總體目標。

In reality, there are many remote teams that have employees in a single country or even in one city. It’s just that everyone works from their own home, without having to go to the office. 🥳 This saves on costs while managing remote teams.

實際上，有許多遠程團隊的員工在一個國家甚至一個城市中。只是每個人都可以在家中工作，而不必去辦公室。 managing這樣可以節省管理遠程團隊時的成本。

But many companies (software development included) have offices in multiple countries. When your US team members talk to their colleagues from the UK, they’re essentially collaborating remotely. So remote team communication is a must in these cases even if everyone is in the office.

但是許多公司(包括軟件開發)在多個國家設有辦事處。當您的美國團隊成員與英國的同事交談時，他們實際上是在遠程協作。因此，即使每個人都在辦公室，在這種情況下，遠程團隊溝通也是必須的。

This being said, whether work is done from an office or not is not necessarily a defining factor for remote teams. The problems you could experience lie solely within the communication and work processes.

話雖如此，是否在辦公室完成工作并不一定是遠程團隊的決定因素。您可能遇到的問題僅在于溝通和工作過程中。

跨多個時區管理遠程軟件開發團隊的最佳實踐 (Best practices for managing remote software development teams across multiple time zones)

Since you’re probably used to all the “do this to be productive” rants, I’ll try to tell you what you might not know.

由于您可能已經習慣了所有“ 這樣做以提高生產力 ”，所以我將盡力告訴您您可能不知道的內容。

為您的遠程團隊雇用合適的人 (Hire the right people for your remote teams)

People are the heart of any team.

人是任何團隊的核心。

So if you hire the right professionals [and humans] for your team, you’re halfway to success.

因此，如果您為團隊雇用合適的專業人員(和人員)，那么您就成功了一半。

On the hiring and interviewing process, here are some of the best tips from Shannon Hogue, Global Head of Solutions Engineering, @Karat:

關于招聘和面試過程，以下是來自Karat解決方案工程全球負責人Shannon Hogue的一些最佳技巧：

“I always tell hiring managers to start at the review and work back to determine which core competencies should be listed in a job description. Then, to keep things standard across a global network of Interview Engineers, we put those competencies into structured scoring rubrics for each interview.
“我總是告訴招聘經理要從審查開始，然后再努力確定應在職位描述中列出哪些核心能力。然后，為使面試工程師的全球網絡保持標準，我們將這些能力納入每次面試的結構化評分標準中。

“I always tell hiring managers to start at the review and work back to determine which core competencies should be listed in a job description. Then, to keep things standard across a global network of Interview Engineers, we put those competencies into structured scoring rubrics for each interview.
“我總是告訴招聘經理，從審查開始，然后再努力確定應在職位描述中列出哪些核心能力。然后，為使面試工程師的全球網絡保持標準，我們將這些能力納入每次面試的結構化評分標準中。

Here are 3 quick steps for building a structured rubric that can help keep everyone on the same page, be it for hiring or managing:
以下是構建結構化標題的3個快速步驟，可以幫助每個人保持相同的頁面，無論是用于雇用還是管理：

Here are 3 quick steps for building a structured rubric that can help keep everyone on the same page, be it for hiring or managing:
以下是構建結構化標題的3個快速步驟，可以幫助每個人保持相同的頁面，無論是用于雇用還是管理：

Identify what competencies are both relevant and important to assess.
確定哪些能力是相關且重要的評估。

Identify what competencies are both relevant and important to assess.
確定哪些能力是相關且重要的評估。

For each competency, list observable behavior and results as checkboxes (select all) and/or radio buttons (choose one).
對于每種能力，將可觀察到的行為和結果列出為復選框(全選)和/或單選按鈕(選擇一個)。

For each competency, list observable behavior and results as checkboxes (select all) and/or radio buttons (choose one).
對于每種能力，將可觀察到的行為和結果列出為復選框(全選)和/或單選按鈕(選擇一個)。

Write down an “algorithm” to help interviewers summarize a completed rubric into a single conclusion.
寫下一個“算法”，以幫助訪問員將完整的規則總結為一個結論。

Write down an “algorithm” to help interviewers summarize a completed rubric into a single conclusion.
寫下一個“算法”，以幫助訪問員將完整的規則總結為一個結論。

Here’s what Shannon’s example could look like:

香農的例子如下：

Beyond any hiring tip, effective remote work also imposes a question on whether your office workers will adapt to the new lifestyle.

除了招聘技巧外，有效的遠程工作還對您的辦公室工作人員是否會 適應新的生活方式 提出了一個問題 。

If you’re switching from an office team to a distributed one or even if you want to hire someone who hasn’t worked remotely before, you need to guarantee they’ll fit in the team and work efficiently in your remote team even before day #1.

如果您要從辦公室團隊轉換為分布式團隊，或者即使您想雇用以前從未在遠程工作過的人員，則需要確保他們適合團隊并在一天之內有效地在您的遠程團隊中工作＃1。

For software developers the demand is so high that you’ll often bump into this problem:

對于軟件開發人員，需求如此之高，以至于您經常會遇到這個問題：

How do I make sure that who I’m hiring is the perfect fit within our team when they haven’t worked remotely at all? 🤔

當他們根本不在遠程工作時，如何確保我雇用的人是我們團隊中的最佳人選？ 🤔

Perhaps tech professionals are some of the easiest to assess beforehand. Check out any of their side projects, if they own a business or do freelancing, and even look at their online presence.

也許技術專業人員是事先最容易評估的。查看他們的任何附帶項目(如果他們擁有企業或從事自由職業)，甚至查看他們的在線形象。

A developer who’s only been putting work for their official job and has no GitHub repositories and projects to boast is clearly not going to be someone you’ll trust right away.

僅僅為自己的正式工作而工作并且沒有GitHub存儲庫和項目值得夸耀的開發人員顯然不會立即成為您會信任的人。

Trust and accountability are the 2 main attributes to consider beyond any hard skills.

信任和問責制是除任何硬技能之外要考慮的兩個主要屬性。

These two character traits (which we often ignore because we’re too focused on business results) can predict whether that person will fit within your team culture. And, even more importantly, if they’re willing to stay with your company for many years to come and dedicate themselves to your project.

這兩個字符特征(由于我們過于關注業務成果而經常被忽略)可以預測該人是否適合您的團隊文化。而且，更重要的是，如果他們愿意在您公司任職多年，并致力于您的項目。

From then on, managing remote teams is also a matter of how you handle their training.

從那時起，管理遠程團隊還取決于您如何處理他們的培訓。

入職培訓 (Onboarding and training)

The trial period all HR experts recommend exists for a good reason. It allows you to literally SEE how they work, collaborate, and get along with the rest of the team.

人力資源專家建議的試用期是有充分理由的。 它使您可以從字面上了解他們如何與團隊其他成員一起工作，協作和相處。

Many managers make the mistake of hiring a developer, letting them start the trial weeks, but not monitoring what they’re actually doing.

許多經理錯誤地雇用了一名開發人員，讓他們開始試用數周，但沒有監視他們的實際工作。

Don’t assume that someone who seems skilled and experienced will deliver the same commitment and quality of work to you too. May I say this is the best and only time to be a micromanager and literally oversee all of their actions.

不要以為看起來熟練和經驗豐富的人也會向您提供相同的承諾和工作質量。我可以說，這是成為微觀管理人員并監督其所有行為的最佳也是唯一的時間。

But do offer your help within the first days by making sure they have all resources needed and making the appropriate introductions to your team.

但是，請務必在第一天為您提供幫助，方法是確保他們擁有所需的所有資源，并為您的團隊做適當的介紹。

Get them involved in the code writing process for your project as soon as possible so you can get a better feel of how they conduct their work. I’ll also advise you to try a pair programming session during the hiring process too. More on this procedure later in this guide.

讓他們盡快參與項目的代碼編寫過程，以便您更好地了解他們如何進行工作。我也建議您在招聘過程中嘗試一對編程會話。本指南后面將詳細介紹此過程。

準備正確的工作方法 (Prepare the right work methods )

This is largely the manager’s decision. Team feedback is only valid when everyone knows the relevant best practices and benefits of each work method. This doesn’t mean you can't get their input on the methods they’d prefer to use. However, letting them take care of the decision process will only give rise to conflicts and postpone the choice for the time being since there simply will be too many opinions for you to sort out.

這很大程度上是經理的決定。只有當每個人都知道每種工作方法的相關最佳做法和收益時，團隊反饋才有效。這并不意味著您無法在他們希望使用的方法上得到他們的輸入。但是，讓他們來負責決策過程只會引起沖突，并暫時推遲選擇，因為根本就沒有太多的意見可供您整理。

“While you do not want to micromanage a remote team, you certainly want to set up clear minimum administrative processes. For a previous remote team I had to manage, this included setting-up very precisely the infamous JIRA workflow.
“雖然您不希望對遠程團隊進行微觀管理，但您當然希望設置明確的最低限度的管理流程。對于我以前必須管理的遠程團隊，這包括非常準確地設置臭名昭著的JIRA工作流程。

“While you do not want to micromanage a remote team, you certainly want to set up clear minimum administrative processes. For a previous remote team I had to manage, this included setting-up very precisely the infamous JIRA workflow.
“雖然您不希望對遠程團隊進行微觀管理，但您當然希望設置明確的最低限度的管理流程。對于我以前必須管理的遠程團隊，這包括非常準確地設置臭名昭著的JIRA工作流程。

While it is good to leave a remote team some freedom, work also needs to be clearly organized, so there should be a few processes that have very precise descriptions. In development, the most important of such processes are issues management, and also the build process. This should be described in detail, and followed strictly.
最好讓遠程團隊有一些自由，但是工作也需要清楚地組織，因此應該有一些過程具有非常精確的描述。在開發中，此類過程中最重要的是問題管理以及構建過程。應該對此進行詳細描述，并嚴格遵守。

While it is good to leave a remote team some freedom, work also needs to be clearly organized, so there should be a few processes that have very precise descriptions. In development, the most important of such processes are issues management, and also the build process. This should be described in detail, and followed strictly.
最好讓遠程團隊有一些自由，但是工作也需要清楚地組織，因此應該有一些過程具有非常精確的描述。在開發中，此類過程中最重要的是問題管理以及構建過程。應該對此進行詳細描述，并嚴格遵守。

To make sure key processes are respected, there should be set points when work needs to stop until the process is followed. As an example, I gave strict orders to my business team not to look at any incident that is not documented.” - Nicolas de Mauroy, CEO @Open Lowcode
為確保關鍵流程得到遵守，應該在工作需要停止之前設置設定點，直到遵循該流程為止。例如，我向業務團隊下達了嚴格的命令，不要查看任何未記錄的事件。” -Open Lowcode首席執行官Nicolas de Mauroy

But how close should supervision really be?

但是監管真正應該有多緊密？

Surprisingly – not that in depth.

令人驚訝的是-沒有那么深入。

Keep your devs under your radar only enough to guarantee that all processes run smoothly and you’re able to maintain a trust both ways. Yes, 50% of data breaches across all industries are caused by insiders, but that doesn’t mean you must force everyone to track their time or record their screens.

將開發人員僅留在自己的監視之下，以確保所有流程都能順利進行，并且您能夠雙向保持信任。是的，所有行業中50％的數據泄露都是由內部人員造成的，但這并不意味著您必須強迫所有人跟蹤他們的時間或記錄他們的屏幕。

Developers should really only have to track their time in 2 instances:

開發人員實際上只需要在2個實例中跟蹤他們的時間：

They/you really want to improve your work processes.
他們/您真的想改善您的工作流程。
They’re getting paid by the hour.
他們按小時得到報酬。

Your role as a manager goes beyond the person who is seemingly in charge of everything. You’re a liaison. That key link between one team member and another, helping your development team collaborate with operations, marketing, design, customer support, and sales while also ensuring all team members are happy and their needs are met.

您作為經理的角色超出了負責所有事務的人。你是聯絡員一個團隊成員與另一個團隊成員之間的關鍵鏈接，可以幫助您的開發團隊與運營，市場營銷，設計，客戶支持和銷售進行協作，同時還可以確保所有團隊成員都滿意并滿足他們的需求。

I’m super disappointed to tell you that only 35% of managers are engaged with their work. How is this going to motivate someone else?

我非常失望地告訴您，只有35％的經理從事他們的工作。這將如何激勵別人？

Employees who are supervised by highly-engaged managers are in turn going to be better and happier performers themselves. This will boost your employee retention rates and create that long-lasting company-worker bond most companies can never attain.

反過來，在敬業度高的經理監督下的員工自身也將變得更好，更快樂。這將提高您的員工保留率，并創建大多數公司無法獲得的持久的公司與工人的聯系。

This takes me to the importance of knowing when and how to communicate. Both ways.

這將我帶到了知道何時以及如何進行交流的重要性。雙向。

制定您的遠程團隊協作計劃 (Craft your remote team collaboration plan)

Collaboration goes hand-in-hand with your work method and how you manage tasks. It’s the little things like crafting clear task descriptions and expectations that add up to distinguish a positive collaboration experience from a chaotic one.

協作與您的工作方法以及如何管理任務密切相關。精心編寫清晰的任務描述和期望等小事情加起來，可以使積極的協作體驗與混亂的協作體驗區分開。

Tinjo Thomas, Design Technologist @Coredes Interactive also recommends the following two tweaks you can make:

設計技術人員@Coredes Interactive的Tinjo Thomas還建議您進行以下兩個調整：

“1. Always set a due date for each task even though your developers are experts and can make estimates themselves.
“ 1。即使您的開發人員是專家并且可以自己進行估計，請始終為每個任務設置截止日期。

“1. Always set a due date for each task even though your developers are experts and can make estimates themselves.
“ 1。即使您的開發人員是專家并且可以自己進行估算，請務必為每個任務設置截止日期。

在會議上 (On meetings)

Meetings are honestly a very controversial topic. Managers love to call meetings. Devs, though, hate most of them but are afraid to voice their thoughts.

老實說，會議是一個很有爭議的話題。經理們喜歡召開會議。開發人員雖然討厭大多數人，但害怕表達自己的想法。

To keep meetings relevant, here are some actionable points to keep in mind:

為了使會議保持相關性，請牢記以下一些可行的要點：

“On a more macro-level, knowledge sharing can happen through a weekly team meeting with a Q&A via video whereby the members of the team can share what they learned from the codebase with each other as well as ask questions. In terms of knowledge sharing through team meetings - you can have several types of meetings.
“在更宏觀的層面上，知識共享可以通過每周一次的視頻問答集會與團隊成員進行，團隊成員可以互相分享從代碼庫中學到的知識并提出問題。關于通過團隊會議進行的知識共享-您可以舉行幾種類型的會議。

“On a more macro-level, knowledge sharing can happen through a weekly team meeting with a Q&A via video whereby the members of the team can share what they learned from the codebase with each other as well as ask questions. In terms of knowledge sharing through team meetings - you can have several types of meetings.
“在更宏觀的層面上，知識共享可以通過每周一次的視頻問答集會與團隊成員進行，團隊成員可以互相分享從代碼庫中學到的知識并提出問題。關于通過團隊會議進行的知識共享-您可以舉行幾種類型的會議。

The overall idea for these is to encourage collaboration in an effort to turn explicit knowledge into tacit knowledge. So you can have brainstorming sessions or meetings geared more towards lessons learned (this can be in the form of a demo or presentation). All done entirely remotely.” - Emil Hajric, CEO @Helpjuice
這些的總體思路是鼓勵協作，以將外顯知識轉變為隱性知識。因此，您可以進行集思廣益的討論會或會議，以更適合所汲取的教訓(可以采用演示或演示的形式)。所有操作都完全在遠程完成。” -Helpjuice首席執行官Emil Hajric

One huge mistake first-time remote team managers make is filling up entire days with meetings:

首次遠程團隊管理人員犯的一個重大錯誤是，整天都在開會：

“First-time remote team managers need to be quite aware of the differences between collaborative work [like Scrum meetings and software architecture design] and individual focus work [like coding]. It is important to schedule time and ensure everyone can contribute to the collaborative session, but then leave your professionals alone to do what they were hired to do, write great software.” - Pedro Henriques, Co-Founder & CEO @BRIDGE IN
“首次遠程團隊經理需要非常了解協作工作(例如Scrum會議和軟件架構設計)與個人重點工作(例如編碼)之間的區別。安排時間并確保每個人都可以為協作會議做出貢獻是很重要的，然后讓您的專業人員獨自去做他們應聘的工作，編寫出色的軟件。” -Pedro Henriques， BRIDGE IN聯合創始人兼首席執行官

You’ll want to always remember to press that record button during meetings. We’re not necessarily fans of paper trails, but you’ll need them to avoid bothering your team with issues that have already been discussed:

您將要始終記住在會議期間按下該記錄按鈕。我們不一定是紙本足跡的擁護者，但是您將需要他們避免已經討論過的問題困擾您的團隊：

“You should be recording and saving absolutely everything from remote team meetings and strategy sessions. While working remotely, we've noticed a huge uptick in productivity when managers and team members can refer directly to meetings instead of having to play phone tag or email back and forth for simple information. It's a huge boon to workflow across the board and should really become the new normal with the increase in remote team management.” - Alexander M. Kehoe, Co-Founder and Operations Director @Caveni
“您應該記錄和保存遠程團隊會議和策略會議中的所有內容。在遠程工作時，我們注意到生產率提高了很多，管理人員和團隊成員可以直接參考會議，而不必反復打來電話標簽或電子郵件來獲取簡單信息。這對整個工作流程都是巨大的福音，隨著遠程團隊管理的增加，它確實應該成為新常態。” -Caveni聯合創始人兼運營總監Alexander M.Kehoe

Keeping up-to-date with all changes is even more important when your team’s distributed. But remote teams have different approaches to how they make sure they don’t just communicate, but also apply and consider every opinion.

當團隊分布時，保持所有變更的最新狀態就顯得尤為重要。但是遠程團隊使用不同的方法來確保他們不僅可以交流，而且可以應用并考慮所有意見。

Here’s where the real-time vs asynchronous communication battle comes in. Everything’s already been said about this. So the conclusion is:

這就是實時與異步通信之戰的來歷。因此，結論是：

There’s a right time for each type of communication. A predisposition for certain types of tasks will also make your remote team more likely to go for one method of communication over the other.

每種交流方式都有適當的時機。 對某些類型任務的傾向也將使您的遠程團隊更傾向于采用一種交流方法。

Just like the video vs written communication issue.

就像視頻與書面交流一樣。

The Voro team, for instance, has used their office and remote communication tests to conclude that written collaboration worked best for them:

例如，Voro團隊使用他們的辦公室和遠程通信測試得出結論，認為書面協作最適合他們：

“My #1 tip for managing a remote team is to default to written communication rather than video calls. This forces you to clarify your thinking and communicate succinctly. When we all worked in the same office, it was easy to walk over to someone’s desk to talk through a problem. It would waste a great deal of time to replicate that with a scheduled video call.
“我管理遠程團隊的＃1秘訣是默認使用書面交流而非視頻通話。這迫使您澄清您的想法并進行簡潔的溝通。當我們都在同一個辦公室里工作時，很容易走到某人的桌子上解決問題。通過預定的視頻通話來復制它會浪費大量時間。

“My #1 tip for managing a remote team is to default to written communication rather than video calls. This forces you to clarify your thinking and communicate succinctly. When we all worked in the same office, it was easy to walk over to someone’s desk to talk through a problem. It would waste a great deal of time to replicate that with a scheduled video call.
“我管理遠程團隊的＃1秘訣是默認使用書面交流而非視頻通話。這迫使您澄清您的想法并進行簡潔的溝通。當我們都在同一個辦公室里工作時，很容易走到某人的桌子上解決問題。通過預定的視頻通話來復制它會浪費大量時間。

Since we are 100% remote, more of our communication has been written, and we try to memorialize most of that in internal documents, so we continue to move fast and share institutional knowledge seamlessly.” - Tomas Hoyos, CEO @Voro
由于我們100％處于遠程狀態，因此我們已經編寫了更多的交流信息，并且我們嘗試在內部文檔中保留大部分信息，因此我們將繼續快速前進并無縫共享機構知識。” -Toro Hoyos， Voro首席執行官

一對一地投入更多時間 (Invest more time in one-on-ones)

With one-on-ones, you’re focusing more on sharing the status of specific tasks and individual activities, while every single member on your team gets to make their own suggestions. One-on-ones are commonly held between one team leader and the other members at a time.

通過一對一，您可以更專注于共享特定任務和個人活動的狀態，而團隊中的每個成員都可以提出自己的建議。一對一通常在一個團隊負責人和其他成員之間同時進行。

Having these twice a month is your best bet to make sure everything gets covered. Holding them weekly is too often as you won’t have time to focus on your other tasks because you’re too busy with meetings.

最好每月兩次進行這些檢查，以確保所有內容都得到覆蓋。每周舉行一次會議太頻繁了，因為您沒有時間專注于其他任務，因為您太忙于開會。

These one-on-one meetings are also a good opportunity for you to hold reviews and updates on the OKRs. To facilitate the feedback and ideation process, Charles Ahmadzadeh, CTO @Bunch uses checklists during these meetings:

這些一對一的會議也是您就OKR進行評論和更新的好機會。為了促進反饋和構思過程，@ Bunch首席技術官Charles Ahmadzadeh在以下會議期間使用了清單：

“I like to use checklists with my team. I'll ask each team member to create a checklist each day of what needs to be done before ending the day and before submitting their work. We review these checklists in 1:1s to spot patterns.
“我喜歡與團隊一起使用清單。我會要求每個團隊成員每天創建一份清單，以列出結束工作和提交工作之前需要做的事情。我們以1：1的比例查看這些清單，以發現模式。

“I like to use checklists with my team. I'll ask each team member to create a checklist each day of what needs to be done before ending the day and before submitting their work. We review these checklists in 1:1s to spot patterns.
“我喜歡與團隊一起使用清單。我會要求每個團隊成員每天創建一份清單，以列出結束工作和提交工作之前需要做的事情。我們以1：1的比例查看這些清單，以發現模式。

I mostly use this to help others around me grow or keep myself accountable to the feedback I receive from the team.
我主要是用它來幫助周圍的人成長或使自己對從團隊收到的反饋負責。

I mostly use this to help others around me grow or keep myself accountable to the feedback I receive from the team.
我主要是用它來幫助周圍的人成長或使自己對我從團隊收到的反饋負責。

NOTE ON OBJECTIVES AND KEY RESULTS: Team leaders can establish these at a team and individual level by also taking into account suggestions from developers.

關于目標和主要結果的注釋：團隊負責人可以在團隊和個人層面上通過考慮開發人員的建議來建立這些目標。

For instance, each department or team can have specific targets: to release a feature on time, avoid more than 2 major bugs after a release, keep the error rate low, etc. Individually, each member should take care of one release so that every single team member will know how to handle them.

例如，每個部門或團隊可以有特定的目標：按時發布功能，避免發布后出現兩個以上的重大錯誤，將錯誤率保持在較低水平等。每個成員都應分別負責一個發布，以便每個成員一個團隊成員將知道如何處理它們。

Here’s an actionable idea: Use TrackJS [or other error tracking tool for your programming language]. Every member can choose a top error and fix it. This allows members to increase their accountability and learn new things to avoid freezing their skills.

這是一個可行的想法：使用TrackJS [或其他針對您的編程語言的錯誤跟蹤工具]。每個成員都可以選擇一個最重要的錯誤并進行修復。這使成員可以增加責任心并學習新知識，從而避免凍結他們的技能。

結對編程終于得到應有的重視 (Pair programming finally getting the attention it deserves)

Now is also the best time to experiment with pair programming. This practice allows two developers to work simultaneously, often on the same tasks. While this is usually done from the same computer, you can switch it up a bit and make use of tools like TeamViewer or screen sharing.

現在也是嘗試結對編程的最佳時間。 這種做法使兩個開發人員可以同時執行多個任務，通常都執行相同的任務。通常，這是在同一臺計算機上完成的，但您可以對其進行一些切換，并使用TeamViewer或屏幕共享之類的工具。

Pair programming also helps distributed teams improve the quality of their code, tighten bonds between colleagues, transfer information and know-how from one dev to another, increase their own accountability, and speed up the entire development process.

結對編程還可以幫助分布式團隊提高代碼質量，加強同事之間的聯系，將信息和專有技術從一個開發人員轉移到另一個開發人員，增強他們自己的責任心并加快整個開發過程。

Does this make you feel like you’ve been missing out on all its benefits? 🦄 Just keep in mind some best practices if you want to get started with using the pair programming practice on a regular basis.

這是否會讓您感到自己錯過了所有好處？ if如果您想定期開始使用結對編程實踐，請記住一些最佳實踐。

By using common sense, you probably won’t have both developers working on the same thing for 8 hours straight. Instead, distribute tasks evenly and allot a specific time slot for them to actually work together. Dealing with multiple time zones? Pair programmers within similar work schedules.

通過常識，您可能不會讓兩個開發人員連續8個小時都在從事同一件事。取而代之的是，平均分配任務，并分配一個特定的時隙以使它們實際協同工作。處理多個時區？在類似的工作計劃中配對程序員。

與遠程團隊溝通超越工作范圍 (Communicate beyond work with your remote teams)

We’re all humans. So we can’t work, work, work all the time. How about you implement some activities for people to destress twice a week as part of your remote team management process?

我們都是人類。 所以我們不能一直工作，一直工作。 在遠程團隊管理過程中，您如何實施一些使人們每周兩次感到壓力的活動？

Playing board games online. Having a #watercooler channel on Slack. Finding some creative online team building activities. These are all ideas to help your remote teams unwind and get their mind off anything that’s stressing them out.

在線玩棋盤游戲。在Slack上有#watercooler頻道。尋找一些創造性的在線團隊建設活動。這些都是可以幫助您的遠程團隊放松并擺脫壓力的想法。

Pedro Henriques also shared his thoughts on the importance of implementing this type of downtime while working remotely:

佩德羅·亨里克斯(Pedro Henriques)也分享了他的想法，即在遠程工作時實施此類停機的重要性：

“Remote teams need to deliberately schedule slack time and create informal virtual watercooler moments. In the office, the watercooler or coffee machine is often the place for spontaneous discussions about various topics ranging from a nasty software bug to vent about office politics or even troubles in personal life. These discussions are not superfluous. They’re absolutely critical for team cohesion. Therefore managers should actively promote them, but make sure not to attend.”

“遠程團隊需要故意安排空閑時間，并創建非正式的虛??擬水冷卻器時刻。在辦公室中，經常使用水冷卻器或咖啡機就各種主題進行自發討論，從討厭的軟件錯誤到有關辦公室政治甚至個人生活中的麻煩的發泄。這些討論不是多余的。它們對于團隊凝聚力至關重要。因此，管理人員應積極提升他們，但請確保不要參加。”

選擇合適的工具：基礎將做，沒有神奇的解決方案 (Choose the right tools: The basics will do, there are no magical solutions)

I’ve seen so many “best tools for remote work” lists the Internet could really crash for good.

我見過很多“遠程工作的最佳工具”，它們列出了Internet可能永遠崩潰的事實。

Nah, but really, stop looking for the best apps and miraculous software to somehow save your remote teams.

不，但是實際上，不要再尋找最好的應用程序和神奇的軟件，以某種方式挽救您的遠程團隊。

We already know everyone is using Slack and Zoom to collaborate and the ones who don’t use these are probably doing so because of small issues they had or costs they wanted to lower.

我們已經知道每個人都在使用Slack和Zoom進行協作，而那些不使用它們的人可能這樣做是因為他們遇到的小問題或他們想降低的成本。

For instance, from all apps I’ve tested for this purpose Google Meet was the fastest and most accurate one but guess what? My clients are using Zoom already. No room to impose another tool.

例如，在我為此目的測試的所有應用中，Google Meet是最快，最準確的應用，但您猜怎么著？我的客戶已經在使用Zoom。沒有空間可以使用其他工具。

The key point is not to waste weeks trying to find the right tools for your team. Others have already done this. There are thousands of options out there. All of them are copying features from each other so you end up with the same tool in dozens of versions.

關鍵是不要浪費數周的時間來尋找適合您團隊的工具。其他人已經做到了。那里有成千上萬的選擇。所有這些功能都是彼此復制的，因此您最終會獲得數十種版本的同一工具。

So here’s your stack:

因此，這是您的堆棧：

Jira - Slack - Zoom - GitHub - InVision - a bug tracking tool - every developer’s code editor

Jira-Slack-Zoom-GitHub-InVision-一個錯誤跟蹤工具-每個開發人員的代碼編輯器

Test these [preferably the free versions first] and only look for alternatives if you have huge issues that are stilting your workflow. My two cents.

測試這些(最好是免費版本)，并且只有在您遇到困擾工作流程的巨大問題時才尋找替代方案。我的兩分錢。

Also, some wise words from Tinjo Thomas:

另外，廷喬·托馬斯(Tinjo Thomas)有一些明智的話：

“Don't try to save money on bug tracking or team management tools. You will know why it’s important when things don’t get done as you expected.”

“不要試圖在錯誤跟蹤或團隊管理工具上省錢。您會知道，當事情沒有按預期完成時，為什么這很重要。”

Know a remote team manager who could use these tips? Share this remote team management article with your network to keep improving remote work processes.

認識可以使用這些提示的遠程團隊經理嗎？ 與您的網絡共享此遠程團隊管理文章，以不斷改進遠程工作流程。