30 Best Meet the Team Pages Examples and Trends - Amasty
The Front team is working hard at delivering a better inbox for teams to the world! Meet the team behind Front. Software Design is nothing without its people, so we'd like to introduce you to some of the team. First up, meet Project Manager, Dina Werstak. "Meet the Team" pages are popular among web design and other creative firms, but are also found on sites within various other industries.
We also pair up new designers with a buddy for their first few weeks to show them the ropes and ease them into more responsibility. Another way to get a new designer up to speed is by bringing them into a workshop during their first week. What methods of customer research do you find most useful? Field research, observation, usability, others?
I think all types of customer research are useful, but different types of research come into play at different stages of a project. For example, at the beginning of a project you want to get a full understanding of the problem and the context people are working in. Contextual inquiries are really useful for this—you visit a team at their place of work and talk about their process, how the problem is affecting them, and what they need to be more effective.
You can gain valuable insights by watching people go through a flow using a simple prototype or just by having a conversation about a proposed solution.
What tools do designers at Atlassian use? Designers at Atlassian use the right tool for the job. For creating high fidelity designs, most of the team uses Sketch, but we also use the Adobe suite. For simple prototyping, we use InVision or Marvel. We also go through a ton of post-it notes and whiteboard markers. What are some of the challenges you face working within an agile framework? Learning to let go of perfection and instead produce fast, iterative work is the biggest challenge.
You mentioned several ways to reduce documentation. What form of documentation do you maintain? Have you eliminated all documentation?
We use Confluence to share work in progress and gather feedback from the wider team. There will be photos of sketches, high fidelity mockups, or links to prototypes embedded in the page to illustrate a solution. People will add comments and questions, and the designer will post updated designs as the project progresses.
How do you approach distributed design when a team is not co-located? Atlassian is a global company so working with distributed teams is something we encounter every day.
On Jira Software, we have teams in Sydney, Gdansk, and Saigon and we are always looking for ways to bridge the gap. Technology helps a lot—we use Hipchat for video calls and messaging, Confluence to post, share, and comment on work, and Jira Software to organize all of the work.
When possible, we try to get people in the same room for crucial parts of a project. Otherwise, a good rule is to over communicate with remote teammates and do your best to keep them in the loop. But today most businesses have a few—or several—distributed teams. This isn't just a trend; it makes good sense.
Meet the team | 99designs
Distributed teams can work on projects around the clock, and strong talent can be found in less competitive markets. Not to mention, talent is easily retained by not requiring an undesired relocation. But the benefits of distributed teams aren't without some trade-offs. For many distributed teams, it's difficult to adopt the agile practice of face-to-face interactions. Other challenges that arise for distributed software teams: Coordinating across time zones Building rapport when everyone is not in the same office Collaborating among different development cultures Scheduling meetings or informal conversations when both teams are online at the same time for only a few hours or less These are real problems.
But not un-solvable ones. Let's walk through some strategies to help bridge the distance gap between local and remote offices, and ideas to help mitigate other potential issues as well.
How to structure global teams Good software architecture dictates modular design, so structure your teams the same way. Every office should be self-sufficient in developing a single piece of technology, which minimizes the amount of collaboration required with teams in other time zones and makes them generally autonomous.
When a project does require teams in different locations to pitch in, they can focus on their integration points and APIs.
Design - Fedora Project Wiki
Since people are online at different times, distributing knowledge of the code between offices makes support and maintenance much easier. If a production issue emerges when the team is not online, another office can easily step in to support and resolve the issue, thanks to the know-how they gained from cross-team or cross-location code reviews.
Building rapport It's important in any program, especially agile programsto have solid rapport across the team. Personal connection builds trust, minimizes missed expectations, eases self-organization, and boosts morale. Within your office, take time getting to know everyone on your team. And, as much as possible, do the same with the people you work with in remote offices.
Personal connections are important. The stronger they become, the greater the chance of seeing these colleagues as any other, rather than distant coworkers from unfamiliar places without good relationships.
At Atlassian, each new employee posts a "intro blog" on our internal Confluence instance, Atlassian's content collaboration tool. The blog introduces the new hire professionally as well as personally hobbies, interests, family, etc. The more we know each other as people, the stronger we are working together as teams. Above all, nothing replaces meeting face to face.
Team members in each office will benefit from regular face time, and that includes video conferencing as well as visits to remote offices. Video conferencing does a lot to bridge the gap between teams, especially for those distributed agile teams.
However, teams that rely on video conferencing should be aware of certain limitations. Video conferencing only allows for a very short window of communication, while working in the same office gives significant visibility into another's world: Network issues occur between offices that can make video and audio choppy or difficult to understand.
Most people still think of video conferencing as scheduled time. Creating a culture of using video chat for spontaneous casual conversation takes time. To help mitigate some video conferencing issues, encourage team members to have weekly 1: These can be less formal, and help facilitate knowledge sharing in a casual way.
Teammates can use these opportunities to build rapport and work better together. Remember, tone, voice, and posture play a significant part in communication. In-person face time helps the team know their remote colleagues in higher fidelity, which, in turn, makes future video conferencing more effective. Whether it's a house or a product, you need to define the vision and outline the strategic themes.
Think of themes as organization-wide focus areas.
Think globally, code locally: the secret to remote teams
What do you want to focus on over the next quarter, 6-months, year? Where do you want to spend time and resources? Performance, user experience, security, new competitive features hot tub anyone?
How we do it: Secondments are temporary assignments in a new job role or location, ranging anywhere from a few weeks to a year. They're not only an effective way to build rapport and spread culture across the team, but it is also a great way for employees to experience a different culture. Build a united development culture There are four simple ways teams can make working across geographies easier and share a common developer culture: