Note: This is a revised version of my blog post from 2019
A topic I keep coming back to is collaboration in software development from the home office. Why? Well, I have had the opportunity to work on various projects with differently distributed teams. These ranged from fully co-located teams at a single site to teams spread across multiple locations and three time zones. The main reason is that I personally enjoy working from home very much. So quite some time ago I started to engage more deeply with materials and best practices for remote teams.
This blog summarises what I have learned from my own experience and from various sources on the topic.
What Kind of Collaboration?
Collaboration in software projects can take many forms, from fully co-located teams in an office to fully distributed teams without a shared location. The most common model I have seen in larger organisations so far is that the majority of the team works in one place. The team structure becomes more complex, however, as soon as multiple locations or remote team members are added. I refer to this as a "hybrid" setup going forward.
Ways of Working
Alongside the geographic distribution of teams, the way of working also plays a decisive role in the success of a remote team. Many articles have repeatedly emphasised how important the agile best practices are that have been known for years but are probably not actually lived by all teams. These include principles such as "Ship things when they are done, not when a deadline demands it" or "Everyone takes support duties in rotation to distribute workload and knowledge evenly".
Organisational structures within teams can also vary. Some developers work alone on features that are then reviewed by others, while other teams practise pair programming. One approach I have not yet tried is Remote Mob Programming. Here, a team of four people works together, with one person typing while the other three discuss what to do. The constant rotation keeps the team in close communication and collaboration.
The Profile of Team Members
To work successfully in a remote setting, team members need to meet certain requirements. Of course, they should be able to manage their time well and organise themselves. But beyond that, they need to be tech-savvy and good writers, since their primary communication throughout the day takes place with a computer, often in written form. They must be comfortable in a non-social work environment, such as their own home office.
Managers should measure employees by the results of their work, not by the number of hours they are online. This also means that managers should hire trustworthy employees and then actually trust them.
Communication
Communication is the area where, in my experience, complications are most likely to arise, which is why I consider it the most important point.
In remote teams, a large part of communication takes place in written form, often in collaboration tools. This requires a shift in behaviour compared to working in an office.
Asynchronous Communication
This communication happens asynchronously (and should). That can be challenging, but it is the foundation that allows team members to plan their day in advance and work without interruption. Planning therefore becomes increasingly important. The expectation of receiving immediate answers to questions is no longer realistic. Synchronous communication should only take place in exceptional cases, for example in emergencies or for team alignment (such as a daily standup). Asynchronous should be the norm.
There are already many tools for asynchronous communication that are widely used. What is important is that all communication is visible to the entire team and can be retrieved at any time. This is particularly relevant when new team members join a project that has already been running for a year or more. Transparency and the ability to easily trace information are essential.
Synchronous Communication
Synchronous communication — as it happens in personal conversations or video calls — still has its place. There are work situations that are better resolved in direct dialogue, such as daily check-ins or critical discussions. Video calls are excellent for this kind of communication.
Proactive Behaviour
Asynchronous communication requires a proactive way of working from all team members. Without full transparency in the team, misunderstandings can easily arise, which can lead to tasks being done twice or overlooked entirely. Proactivity means that all team members regularly communicate the status of their work, emerging problems and their plans for the future. Examples include:
- Meeting notes that are visible to everyone by default (including management meetings)
- Shared, clear priorities for the entire team
- Developers writing their daily plan in the team's communication tool each morning
- A daily "Today I Learned" in which developers share their most important insights of the day
- All team members actively following the information relevant to their work
Social Interaction
Beyond the work itself, social interaction in a remote team must not be neglected. This starts with the mindset around how we communicate in writing with each other. Sometimes messages, questions or decisions catch us off guard and we might be inclined to interpret them as confrontational. Often this is simply a misunderstanding, not ill intent.
Even though asynchronous communication prevails, synchronous communication still has its place. There are situations where direct video conversations produce the best results. Fostering team spirit and getting to know team members beyond work are important goals that such conversations can support. Regular 1:1s between managers and employees, monthly team meetings (whether in person or via video) or annual on-site gatherings are just some of the formats that can contribute to this.
Side Effects
Remote work brings its own challenges but also many advantages. Less commuting means more time for other things and an earlier end to the workday. Treating remote work as the default often saves unnecessary business travel, which saves not only time but also resources. For organisations, working in remote teams means lower expenditure on office space and furniture.
In addition, less commuting and less travel reduces the carbon footprint, which benefits the environment.
One downside that is often overlooked, however, is the risk of loneliness and a lack of community. Without the daily exchange in the office and spontaneous interaction with colleagues, some people may develop a sense of isolation. This can not only affect personal motivation but also weaken the sense of belonging to the team or organisation. The lack of informal conversations and team events can lead to remote workers feeling less included and supported, which over time can have a negative impact on team dynamics and engagement.
To counteract these issues, regular social interactions — such as virtual coffee breaks or team events — are essential. A hybrid model can also help here.
Conclusion
I enjoy working remotely and prefer it to working in an office — even after several years of remote work. Hybrid models can make sense, though their design depends heavily on the specific circumstances. That said, I know that frustrations can arise when important aspects such as proactive communication within the team are not lived out.
If you have any feedback, I would love to hear it! Stay motivated in the home office — enjoy!
Cheers!