Learning Objectives

● Improve remote working skills

● Increase rapport with peers and managers
● Learn best practices worldwide to achieve high performance while maintaining wellness
● Understand cyber security best practices to avoid security incidents
● Know and share tools that improve work in geographically distributed teams
● Understand general legal requirements
● Validate through an exam the understanding of the guides, recommendations of remote work and
obtain the Remote Work and Virtual Collaboration Professional Certificate
● Belong to CertiProf® Lifelong Learning community (More than 400,000 professionals worldwide),
07/2020

Who is CertiProf®?
CertiProf® is a testing institute founded in 2015 and located in Sunrise, FL. United States.

Our philosophy is based on the creation of knowledge in community and for this purpose its
REMOTE WORK AND VIRTUAL COLLABORATION PROFESSIONAL CERTIFICATE RWVCPC™

collaborative network is made up of:

● CKA's (CertiProf Knowledge Ambassadors), are influential people in their fields of experience or

expertise, coaches, trainers, consultants, bloggers, community builders, organizers and evangelists,
who are willing to contribute to the improvement of the content
● CLL's (CertiProf Lifelong Learners), identify themselves as lifelong learners who have demonstrated
their unwavering commitment to lifelong learning, which is of vital importance in today's ever-
changing and expanding digital world regardless of whether they pass the exam or not
● ATP's (Accredited Trainer Partners), Universities, training centers and facilitators from all over the
world that make up the network of partners
● Authors (co-creators), Industry experts or practitioners who, with their knowledge, develop content
for the creation of new certifications that meet the needs of the industry
● Internal Staff, our distributed team with operations in India, Brazil, Colombia and the United States
that support day by day the execution of the purpose of CertiProf®

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Who should attend this certification?

This certification is appropriate for all those interested in acquiring tools and techniques to prepare for
the growing need for remote or long-distance work.

Anyone interested in validating their professional knowledge and skills as a remote worker.

Lifelong Learning
The holders of this badge have demonstrated
their unwavering commitment to lifelong
learning, which is vitally important in today's ever-
changing and expanding digitized world. It also
identifies the qualities of an open, disciplined and
constantly evolving mind, capable of using and
contributing its knowledge to the development
of a more equal and better world.

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Earning criteria:
● Be a candidate for CertiProf® certification
● Be a continuous and focused learner
● Identify with the concept of lifelong learning
● Believe and genuinely identify with the
concept that knowledge and education can
and should change the world
● Wanting to enhance your professional growth

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 Agenda

Introducing Yourself 8
Warm Up 8
Benefits 8
Challenges 9
Virtual Team Management 10
What is Management? 11
Agile/Traditional Organization 11
Corporate Environment 11
Important Aspects 12
Delegation 13
Benefits 13
Asynchronous vs. Synchronous Answers 14
Asynchronous vs. Synchronous 14
Transition to Remote Working 15
OKR is the Language Remote Teams Must Speak to Succeed 15
Setting Clear Expectations 16

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Agreements - Context 17
Expectations 17
Face to Face – Cameras On 18
Mutual View 18
Productive Meetings - Recommendations 19
Remote Worker Profile 19
Activity 20
Cultural Principles 21
Findings in the Remote Working Process 22
Team Discussion: Remote Working Management 22
Managing Teams Characteristics 23
Mentoring 23
Mentoring Benefits 24
Results on Virtual Teams 24
Remote Team Leadership 24
Feedback 25
Remote Worker and Work Environment 26
Warm Up 27
Remote Workers - Work Environment 27
Challenges 28
Remote Workers - Work Environment 28
Work and your Family Environment 28
Keep Balance 29

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 Communication & Collaboration 30
Icebreaker 30
Prioritizing Tasks 30
Road Map 30-60-90 31
Building Effective Working Relationships 32
Team Building 32
Feedback 32
Remote Workers Tools 33
Remote Workers Tools 34
Virtual Water Cooler 36
Remote Workers – Online Office 36
Tele-presence 37
Retrospectives 38
Remote Workers – Online Office 38
Facilitating Practices 39
Facilitating Practices - Check List 40
Virtual Parking Lots 41
The Grove Facilitation Model 41
Remote Communication Principles 42
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Communication Between Remote Teams 43

Meeting Roles 44
Visual Signals 44
Work Team Agreements 45
Selected Effects of Teleworking on Individual Work Performance Factors 46
Selected Effects of Teleworking on Organizational Work Performance Factors 46
Work Team Agreements 47
Hire a Remote Office Manager 48
Work Team Agreements 49
Remote Worker Canvas 49
Cybersecurity for a Remote Workforce 50
What is Cibersecurity? 51
Recommendations for Information Security 51
Cybersecurity Issues 52
Recommendations for Information Security 52
Terminology 54
Basic Diagnosis 54
Agile Thinking in Remote Teams 55
Heart of Agile 56
Modern Agile 56
VUCA 57
Agile People Manifesto 57
The Agile Manifesto 58

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 Scrum – Distributed Teams 58
Principles 59
Objectives of Self-Organization 59
Collaboration 60
Retrospective 60
Teleworking 61
What is Telework? 62
Sample Teleworking Documents 63
Mobile Work Examples 64
Teleworking Hours May Vary, Subject to Approval Management 64
Teleworking Benefits 64
Teleworking Success Factors 65
Teleworking: Work Habits 65
Approach your Manager About Teleworking 66
Tips for Creating a Telework Agreement 66
Manager Unexpressed Concerns 67
Earning the Leader's Trust 67
The Importance of Trust 68
Bibliography 68

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References 69
Recommended TED Talks 69
Research/Papers 69

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 Introducing Yourself

● Name
● Company / Role
● Motivation / Objectives-Goals in taking this program

Warm Up
Using https://jamboard.google.com/ or similar,
locate sticky notes by answering two questions.
(Minimum one per attendee).

● What is the greatest benefit of working

remotely?
● What has been your worst nightmare about
working remotely?
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Benefits

Source: https://lp.buffer.com/state-of-remote-work-2020

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 Challenges

Source: https://lp.buffer.com/state-of-remote-work-2020

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Virtual Team Management
 REMOTE WORKING IS HERE TO STAY. IT IS NOT A TEMPORARY FAD.

What is Management?
● What is Management and what styles are there?
● How should Management be in Remote Teams?
● Company culture
● Values
● Principles

Agile/Traditional Organization
The "traditional" organization (designed primarily for stability) is a static, siloed, hierarchical structure
where objectives and decision-making rights cascade down from the top of the hierarchy and the
most powerful governing bodies, such as the top management team, to the bottom of the pyramid. It
works through linear planning and control to capture value for its stakeholders.

The basic structure is solid, but often rigid and slow.

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An “agile organization” (designed for both stability and dynamism) is a network of teams in a people-
centered culture that operates in rapid cycles of learning and decision making facilitated by technology,
where the guiding principle is a strong shared purpose to create value together with all its stakeholders.

Adapted from :https://www.mckinsey.com/business-functions/organization/our-insights/the-five-

trademarks-of-agile-organizations

Corporate Environment

● Corporate Purpose
● Productivity
● Legal compliance by country
● Autonomy
● Company culture
● Empowerment
● Learning celebration
● Traditional, Agile

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 Important Aspects

● Trust
● Empathy
● Communication
● Balance
● Camaraderie
● Performance management
● Performance monitoring
● Keep in mind the risks of discrimination
● A telecommuting policy cannot treat employees differently on the basis
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Delegation

Delegating Tips for Remote Managers

1. Increase face-to-face communication using technological tools

2. Two- Way delegation
● Ensure trust between giving and receiving empowerment
3. Create an online delegation canvas (board) between the team
●   Who, when, why, and how
4. Communicate everything, teach enough. Thinking of disaster.
● How would they maintain the operation if the manager did not exist
5. Understand that there are different ways to get the result

Recomendation : Delegation Board – Management 3.0. Acceso Publico.

Benefits

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● Staff can be more productive
● No need to move to a job site (commute)
Staff can have improved health, decreased
●
sick days
“Using an online voting
● Stress reduction system can generate a
Improved personal and family relationships
●
● More eco-friendly companies
discussion about these
● Cost savings benefits and other
Prolongs career of older people (50+)
●
● Best talent no matter where they are located,
potentials”
diversity
● Greater happiness, loyalty, retention

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 Asynchronous vs. Synchronous Answers

● Managers and Team must understand the

advantages and disadvantages
● Asynchronous vs. synchronous
● RWVCPC candidates must understand this
topic
● Participatory online facilitation is
recommended

Asynchronous vs. Synchronous

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● Asynchronous there is no immediate response

● Incorporate some level of asynchronous communication
● Avoid email for urgent responses
● Avoid information silos
● Face to Face Communication
● Use chat without abuse

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Transition to Remote Working

● Request input from employees

● Provide clear policy guidance
● Transparent and frequent communication
● Employee check-in
● Organize virtual social activities
● Provide support for physical and mental health
● Work-life balance
● Share best practices of remote working
● Help keep you productive
● Focus on keeping employees involved
● Setting clear expectations
● Provide technology
● Provide or subsidize internet service
● Provide home office furniture
● Allow flexibility in schedules
● Support working parents

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● Help manage workloads
● Promote physical well-being
● Ensure the safety of employees on site

OKR is the Language Remote Teams Must Speak to Succeed

OKR
● OKR's goal-setting methodology helps teams focus on any area that needs improvement. This is
especially crucial as the world of work changes
● Set them

Benefits
● More transparency
● Better alignment

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Setting Clear Expectations
Agreements - Context

Expectations
Be sure to address the following topics in your discussions:

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Remote access and
Equipment acquisition Equipment installation
procedures

Maintenance and repair of Software requirements and

Office Technology Support
equipment standards

Information Security Equipment and data

Data storage and backup
Protection security

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 Face to Face – Cameras On

Mutual View
Eye-to-eye contact: separation of camera and screen.
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Holger Regenbrecht is an Associate Professor at the department of Information Science at Otago University
and leads the Computer-Mediated Realities Lab. https://www.researchgate.net/figure/Eye-to-eye-Contact-
Separation-of-Camera-and-Screen_fig1_286843550

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Productive Meetings - Recommendations

Have a clear agenda

Always use video
Start and end on time
Actively facilitate
Select the best time for the meeting
End the meeting in a positive way
Ask for feedback
Define final actions

http://printablechecklist.org/

Remote Worker Profile

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This list is not exhaustive, it helps to know the equipment. The leader will know how to support each
member of his or her team. Each training attendee should sort the list, by placing his or her strongest
skill first down to weakest, a leader can work with the result.

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Activity
 Cultural Principles

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 When was the last time you thanked your co-
workers? Go to the example website, create 3
kudos and send them to work colleagues
Do it now and do it consistently: or friends by IM or email.
https://kudobox.co/

Findings in the Remote Working Process

● You lose the ability to read facial expressions, to perceive what is going on with your peers
● Differences in work environments (Office vs. Home Office)
● Loss of socialization during work breaks (Sharing)
● It limits the moments of empathy that are achieved through face-to-face interaction
● It is not possible the participation of unstructured interruptions of pairs that in the end build and
integrate teams
● End of work day due to team behavior (We observe that they turn off lights, equipment, etc.)
● Loss of information and understanding

How to deal with these findings?

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Team Discussion: Remote Working Management

Do you have What elements are the

Do you organize Does your remote How do you measure
communication key to successful
remote equipment team members meet in the productivity of
protocols for your working relationships
retreats? person? remote workers?
remote workers? with remote teams?

How do you keep

What is the most What were your
remote employees What is your BYOD What is your time off
difficult thing about biggest fears in
engaged and feeling policy for remote policy for remote
managing a remote handling remote
part of the overall workers? workers?
workforce? workers?
picture?

What and how is your

What are the major How do you personally
personal environment
benefits of being a handle work-life
when it comes to
remote worker? balance?
remote working?

What tips do you have Which was the best or

for disconnecting when worst place that you
working remotely? have worked remotely?

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Managing Teams Characteristics

Mentoring Coaching

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Staff
Encourage
development
participation
plans

Mentoring

Model Guide Tutor Trustworthy

Friend Supportive Reliable

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 Mentoring Benefits

Skills
Knowledge Experience Wisdom Mutual Learning Consultancy
Development

Competence Increasing Improve Maximizes

Skills balance
Development confidence performance productivity

Results on Virtual Teams

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Remote Team Leadership

Ensure that the Encourage

Supporting time professional proactive
Analyze efficiency
organization attitude is communication of
maintained progress

Clarify performance Avoiding follow-ups Agree on response Maintain

and management about place and times and uninterrupted
expectations time prioritizations environments

Provide new
feedback
mechanisms

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Feedback

Using https://jamboard.google.com/ or similar.

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●
● Locate sticky notes (Minimum one per
assistant)
● The AHA Moment! About the Managing
Virtual Teams Module

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Remote Worker and Work Environment
Warm Up

● Which location do you mainly work from?

● How do you measure the productivity of remote workers?
● How do remote workers make friends at work?
● What would your ideal remote workspace (Telework) look like?

https://remote.co/qa-leading-remote-companies/what-is-your-personal-remote-work-environment

Remote Workers - Work Environment

What might be non-recommended practices in Remote Worker Work Environments?

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 How are you demonstrating progress to your team and their managers?
Challenges

Dealing with
Keep morale high Adequate spaces Find creative spaces
distractions

Effectively manage
Work on your
your time and Refine skills Tracking progress
communication skills
projects

Remote Workers - Work Environment

How do remote workers make friends at work?
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How do these two tools help in a Distributed Team environment?

Discover affinity (Use of Personal Empathy Map.

Map).
http://gamestorming.com/empathy-
https://management30.com/practice/ map-canvas-006/
personal-maps/

Work and your Family Environment

● Create a daily routine

● Use transmitted content
● Take breaks

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 Keep Balance

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 Communication & Collaboration

About communicating

Asynchronous communication

Video call

Start every meeting with an icebreaker

Be careful with body language

Use lights to brighten your face in meetings

Use anti-glare coating on your eyeglasses to prevent light from reflecting off your eyes
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Icebreaker
Which day did you walk the most, where did you go?
Prioritizing Tasks
Kanban is the method of "stop beginning, start ending".

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 List tasks

Evaluate them

Group them by urgency

and importance

Calculate times

Be adaptable

“Maybe Later”
Remove unnecessary
tasks

Complete Tasks

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Celebrate

Road Map 30-60-90

Create a 30-60-90 road map

Keep strategic alignment

Set deadlines

Measure progress

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 Building Effective Working Relationships
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Team Building

Feedback

● Using https://jamboard.google.com/ or
similar, locate sticky notes (Minimum one per
assistant)
● AHA moment!

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 Remote Workers Tools

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 Remote Workers Tools

● There are a variety of tools to be incorporated.

● Keep in mind that the goal is to achieve the
best interactivity and persistence
● Save structured information and retrieve it in
the same way
● Collaboration tools
● Document editing
● E-mail
● Shared task boards
● Communication tools
● Chats/Bots
● IM
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● Videoconference
● Virtual Office
● Meeting Tools
● Icebreakers
● Broadcasting
● Notes/ Standup Meetings

Recommended exercise

What tools do you know or use in remote work

environments?

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 Video conferencing technology for distributed workers is improving.

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 Virtual Water Cooler

Water Cooler

To generate camaraderie among employees, chat

rooms with ever-active water coolers, such as
Jackfruit, Remotion and Hallway, try to imitate
the random nature of the offices.

Remote working should not feel remote.

Remote Workers – Online Office

Implement mechanisms to make communication

simple and efficient.
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● What could this mean for remote teams?

● How to know what each Remote Worker is up
to without being at his or her side?

Tools that virtualize the office environment

Sococo

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Tele-presence

Telepresence robots are the future of remote working.

(see video)

https://www.youtube.com/
watch?v=863o6pUUykA&feature=youtu.be

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Recording Meetings
● To be available for those who were unable to attend the meeting

Zoom.us

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 Retrospectives

Retrospective

The team meets regularly, usually at the pace of its iterations, to reflect explicitly on the most important
events that have occurred since the previous meeting, and to make decisions aimed at remediation or
improvement.

● TeamRetro
● Reetro
● Parabol
● Funretro
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Remote Workers – Online Office

Retrospective https://miro.com/templates/retrospective-tool/

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 Facilitating Practices

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 Facilitating Practices - Check List

Bring coffee and a glass of water

Check for operating system updates
Consult presentation
Close Slack and other auto-start applications
Choose and check your background (virtual background)
Start as host
Start presentation and screen sharing
Check Internet signal
Check and mute the microphone
Turn off all sounds
Check the recording status
Start welcoming the attendees
The meeting materials should be sent before the meeting
Start the meeting by having everyone speak (Icebreaker activities)
During a meeting, there should be a way to communicate with each other on back channel
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Establish meeting labels

Take a physical break at least once an hour
Use visualization
Use tools such as online surveys
Use game-playing to increase engagement
Use virtual parking (Virtual Parking Lot)
Ask questions and select a person to answer them
If one tool fails, have another tool you can use
Keep presentations short
Encourage each person to participate in the meeting and have everyone contribute something

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Virtual Parking Lots

Capture specific questions and answers from

presentations and slides, while creating an
engaged audience for your communications which
takes knowledge to transfer to new dimensions.

The Grove Facilitation Model

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The Grove Facilitation Model™ unites in one framework this suite of core strategies. It illustrates, in the order
you will probably need to use them, seven clusters of facilitation strategies that support working with the
seven group challenges reflected in the Drexler/Sibbet Team Performance™ Model.

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Remote Communication Principles
Communication Between Remote Teams

What do you enjoy the least about online meetings?

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Labels for communication on remote workers

1. Introduce everyone during the meeting and give them the opportunity to contribute
2. Do not stare at your phone while others are presenting
3. Do not interrupt other people when they are talking (or try to talk over them)
4. Test all technology (including camera/video, Wi-Fi and screen sharing) before the meeting
5. Read the agenda and prepare notes
6. Do not work on other tasks (such as checking email) during the virtual meeting
7. Turn off device notifications
8. Ensure that your cell phone is silent
9. Ensure that all team members are in a quiet area, free of unnecessary distractions

Recommendations to consider:
● Use icebreaker techniques ● Have a routine at the beginning of the
● Use video during meetings (Camera ON) teleworking day
● Have excellent lighting ● Quiet place to make calls
● Good microphone ● Each person with his connection equipment
● Prioritize between sending email or instant ● A video conference is a face-to-face meeting
messaging with co-workers ● Behave with respect
● Always on time
● Try and learn how to use the tool you will use
for communication

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Meeting Roles
● Speaker
● Organizer
● Host/ Facilitator
● Assistant

Visual Signals
● Sign language so as not to interrupt with
voice, only with gestures to demonstrate:
● You approve of an idea
● You like something that was informed

E L MO
● ELMO, a lot of time on a topic, keep going.
● You do not listen
● Others
Enough! Let’s Move On

● Use of cards to show

Example:
http://www.collaborationsuperpowers.com/
supercards/

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 Work Team Agreements

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 Selected Effects of Teleworking on Individual Work Performance Factors
Effect Positive Neutral Negative
Autonomy
Belongingness
Work—life/life—work conflict
Productivity
Concentration
Collaboration
Communication
Trust
Job satisfaction
Engagement
Happiness
Health
Goal clarity
Role clarity
Advancement
Cultural attachment
Stress
Commute stress
Time
Money
Family
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Childcare
Eldercare

Selected Effects of Teleworking on Organizational Work Performance Factors

Effect Positive Neutral Negative
Productivity
Performance
Absenteeism
Attraction
Retention
Real estate costs
Technology costs
Customer service
Continuity of operations
Environmental sustainability
Organizational sustainability
Shareholder value
Team dynamics
Creativity
Innovation
Communications
Meeting fatigue
Agility/resilience
Employee well-being
Efficiency
Globalization
Need for overstaffing
Mentoring
On-boarding/new employee
Diversity

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Work Team Agreements

What components should a remote team working

agreement make clear?

What are the benefits of creating a remote team

working agreement?

http://theteamcanvas.com/

Team Canvas is a Canvas business model for teamwork. It is a free tool for leaders, facilitators and
consultants to organize team alignment meetings and bring members to the same page, resolve
conflicts and build productive culture, fast.

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 Use a Delegation Board.

● Seven levels of delegation

● Delegation Poker

Created by Jurgen Appelo of Management 3.0

Source:https://management30.com/product/
delegation-poker/

Source: https://philippe.bourgau.net/
● Clarity ● Special days per country
● Agreement ● Calendar/Agenda/Days off
● Non-Agreement ● Meetings/Events
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● Always in BETA version ● Communication

● Disclosed ● Home Office Quality required
● Keep it Simple.
● Time zones
● Response times

Hire a Remote Office Manager

Some responsibilities:

● Facilitate weekly team meetings

● Schedule periodic reviews of the Team Agreement
● Ensure that team processes are documented
● Facilitate retrospectives focusing on how we can improve as a team
● Facilitate the hiring and firing of team members
● Keep support systems disclosed, updated and operational
● General administration tasks of the company
● Lead the process of recruiting new team members

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Work Team Agreements

To keep in mind:

Should you also make teleworking agreements

with your relatives or people you live with?

Remote Worker Canvas

REMOTE WORK AND VIRTUAL COLLABORATION PROFESSIONAL CERTIFICATE RWVCPC™

Source: https://remoteworkercanvas.com/

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Cybersecurity for a Remote Workforce
What is Cibersecurity?

Cybersecurity is the implementation of methods

to prevent attacks on a company's information
systems.

This is done to avoid interrupting the productivity

of the company.

Cybersecurity not only includes controlling

physical access to system hardware, but also
protects against the danger that can arise through
network access or code injection.

Recommendations for Information Security

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People

Employees are the first line of defense. Staff

working remotely for the first time may not
be familiar with the organization's policies
Processes
and processes that apply to remote work
environments.

● All staff should receive security awareness Technology

training that emphasizes the importance of
information security
● Know the security policies of the organization
● Know the processes that apply to teleworking
● To know the fundamentals of GDPR (General
Data Protection Regulation)

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 Cybersecurity Issues

Organizations must act quickly to mitigate the

cyber security risks created by a sudden shift to
remote work.

Facebook allows employees to work from home

permanently.

Shopify announced that it is going "digital by

default".

● Evaluate your changing cyber security risk

profile
● Cybernetic strategy
● Training and cybernetic exercises
Tabletop exercises
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●
● Involving ethical hackers
https://abcnews.go.com/WNN/video/twitter-
employees-work-remotely-pandemic-70658726

Recommendations for Information Security

Awareness of their physical environment, trying

to prevent confidential information from being
seen by unauthorized persons.

The organization's security processes must be

kept up to date.

The use of technologies that ensure that payment

data is kept protected and allows remote
personnel to carry out their work safely.

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 Ensure that all systems used by remote
It uses multi-factor authentication for

01 04
personnel have up-to-date patches,
all remote network access originating malware protection, and firewall features
from outside the company network. to protect against web-based threats.

Uninstall or disable applications and

Apply a strong password policy and
do not allow the use of shared
passwords.
02 05 software that are not necessary to
reduce the attack surface of computers
and laptops.

Educate staff on the importance of Implement access controls to ensure

03 06
protecting their passwords and other that only people whose jobs require
authentication credentials from access to confidential information have
unauthorized access. them.

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Use only secure, encrypted
communications - for example, a

07 10
Ensure that incident response plans are
properly configured VPN - to protect
up-to-date and include accurate contact
all transmissions to and from remote
details for key personnel.
devices containing sensitive
information.

Automatically disconnect remote

Procedures for detecting and responding

08 11
access sessions after a period of
to potential information leaks may be
inactivity to prevent inactive or open
different for incidents originating in
connections from being used for
remote work environments.
unauthorized access.

IT teams should be prepared to identify

Limit access to system components

09
fraudulent calls from people claiming to

12
and confidential information only to
be remote users and there should be a
those whose work requires such
process for staff to confirm their identity
access.
when remote IT support is required.

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 Terminology

● Social engineering
● Identity theft (Phishing)
● Malicious software (Malware)
● Worms
● Identity Theft
● Trojan (Trojans)
● Harassment
● Cyberbullying (Cyberstalking)
● Password Attacks
● Denial of Service Attacks
● Penetration Testing
● Two-Steps Verification
● Download Attachments with Care
● Question Legitimacy of Websites
Place Lock on Phone
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●
● Don't Reveal Location

Basic Diagnosis

Yes No
1. Have you changed your WIFI password in the last 30 days?
2. Have you changed your computer password in the last 30 days?
3. Has your email password changed in the last 6 months?
4. Have you changed your banking password in the last 60 days?
5. Do you use double authentication mechanisms to access your systems?
6. Do you constantly update your operating system?
7. Do you use virus/malware protection software?
8. Do you use physical anti-spyware for your webcam?
9. Are you sure no one knows your system passwords?

10. Many passwords are stored in Word or Excel, do you use key encryption mechanisms?

What was the result? Share your thoughts.

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 Agile Thinking in Remote Teams

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 Heart of Agile
REMOTE WORK AND VIRTUAL COLLABORATION PROFESSIONAL CERTIFICATE RWVCPC™

Source: The Heart of Agile. Alistair Cockburn

Modern Agile

Source :Joshua Kerievsky, CEO, Industrial Logic

http://modernagile.org/

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VUCA

VUCA is an acronym used to describe or reflect

the volatility, uncertainty, complexity and
ambiguity of conditions and situations.

The notion of VUCA was created by the U.S.

Army War College to describe the volatility,
uncertainty, complexity and ambiguity of the
world that emerged after the end of the Cold War.

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Agile People Manifesto
In groups, read and analyze the Agile People Manifesto. Generate a discussion about relevant aspects
and conclusions in distributed team environments.

● Agile people are curious and collaborate to create great value and innovative solutions that meet
people's needs (Commitment, Motivation and Curiosity)
● Agile people actively embrace diversity and inclusion to create communities where people have a
sense of belonging and security (Diversity, Security, Sense of belonging)
● Agile people connect deeply with people, businesses and society to create a culture where human
capacity is nurtured, valued and released (Culture, Connection, Humanity, Focus on the Wider
Society)
● Agile people continually pursue meaning and purpose in life to create a positive and meaningful
impact on the world of work (Purpose, Meaning)
● Agile people actively seek opportunities to experiment and learn in order to adapt quickly and
thrive in a changing environment (Adaptability, Experimentation)
● Agile people promote transparency among organizations and teams to enable trust, ownership and
self-organization (Transparency, Ownership, Responsibility, Self-organization)
● Agile people leverage the power of boundary spanning to facilitate proactive collaboration across
organizational barriers (Multifunctional, Collaboration, Communication, Learning)

Source: https://agilepeoplemanifesto.org

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 The Agile Manifesto

On February 12th, 2001, seventeen (17) programming experts and critics met to discuss software
development techniques and processes.

At the meeting, the term "Agile Methods" was coined to define the methods that were emerging as
an alternative to formal methodologies that were considered excessively "heavy" and rigid due to their
normative character with a strong dependence on detailed planning prior to development and far
from the needs of the clients.

The members of the meeting summarized the principles on which the alternative methods are based
in four (4) postulates, which give way to twelve (12) values and which has been coined as the "Agile
Manifesto".

Source: http://agilemanifesto.org/iso/es/manifesto.html

Scrum – Distributed Teams

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Scrum is light, easy to understand and extremely difficult to master.

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Principles

How to adopt Scrum principles in distributed team environments?

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Objectives of Self-Organization

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 Collaboration

Scrum collaboration means that the Scrum core

team works and interacts with stakeholders to Consciousness Articulation Appropriation

create and validate project results.

Retrospective
What is an agile retrospective?

Name of the meeting in which the team analyzes the way of working for its continuous improvement.

Retrospective meetings are therefore an agile "meta-practice". Although they are often held at the
end of each sprint, they should not be confused with sprint review meetings.

Using Miro or Mural it is recommended to do a

retrospective practice using remote work as an
REMOTE WORK AND VIRTUAL COLLABORATION PROFESSIONAL CERTIFICATE RWVCPC™

example

https://miro.com/blog/distributed-team-sprint-
retrospective/

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 Teleworking

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 The Telework Improvement Act states that "each Executive agency shall incorporate telework into
that agency's Continuity of Operations Plan". Telework is recommended in the Federal Continuity
Directive 1 (FCD 1), National Continuity Program and Requirements of the Federal Executive Branch,
U.S. Department of Homeland Security, October 2012.

What is Telework?

A flexible work arrangement where an employee performs the duties and responsibilities of his or her
position and other authorized activities from an approved job site, different from the location where
the employee would normally work.

This definition of telework does NOT include any part of work done while on an official trip or mobile
job.

What is "telework"?
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Over the years, many other terms have been used to define telework:

● Teleworking
● Flexible working arrangement
● Flexible Location

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Sample Teleworking Documents

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Source: https://globalworkplaceanalytics.com/sample-documents

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 Mobile Work Examples

Some examples of mobile work include:

● Site audits
● Site inspections
● Investigations
● Property management
● Work performed while on the road, traveling, or on temporary duty (TDY)

Mobile work is not teleworking!

Teleworking Hours May Vary, Subject to Approval Management

Schedules can be:

● Routine, which means continuous and regular (for example, every Tuesday and Friday of every
week)
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● Situational, which means that teleworking is approved on a case-by-case basis, where the hours
worked are not part of a previously approved, continuous and regular schedule (e.g., teleworking
as a result of bad weather, a medical appointment, or special work assignments). Situational
teleworking is sometimes referred to as episodic, intermittent, unscheduled, or ad hoc teleworking

Teleworking Benefits
● It reduces travel time and the stress of moving around
● It has a positive impact on the environment
● Provides greater flexibility
● Improves performance and productivity by providing a distraction-free environment
● Teleworking provides reasonable accommodations for people with disabilities
● It reduces personnel costs
● It allows government services to continue to operate during emergency situations

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Teleworking Success Factors

● Managers and teleworkers define the details

of the telework agreement
● They review it frequently
● Telework agreements must be in writing
(Formality, Legality)
● Managers and teleworkers take steps to
ensure that teleworking works for clients, co-
workers, and other key personnel
● Ensure impeccable coverage of job-related
responsibilities
● Appropriate technology is available to support
the tasks assigned to teleworkers
● Continuous and effective communication
between managers, teleworkers, clients, and
co-workers is a priority

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Source: https://www.telework.gov/

Teleworking: Work Habits

65
 Approach your Manager About Teleworking

Why do you want to telework?

How do you think your teleworking can benefit your office or agency?

Types of tasks you can complete while teleworking.

How can you communicate with your manager, co-workers or clients?

How will your manager know you are being productive?

● Your proposal of location for teleworking

REMOTE WORK AND VIRTUAL COLLABORATION PROFESSIONAL CERTIFICATE RWVCPC™

● Your proposal of days a week to telework

● Your personal work habits that will help you be a successful teleworker
● Available space and equipment

Tips for Creating a Telework Agreement

Tips for Creating a Telework Agreement.

Set the type of teleworking.
Specify the schedule, days and hours.
Additional requirement.
Clarify any expectations and assumptions.
Specify required equipment.
Specify expenses.
List the expectations.
Summary of data security procedures.
Provide a self-certification safety checklist.
Explain termination/modification conditions.

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Manager Unexpressed Concerns

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Earning the Leader's Trust

Do your best!
Complete tasks on time.
Help when there is pressure.
Offer new ideas.
Apply for projects.
Work independently without the need for close supervision.
Keep your supervisor informed.
Report what you are working on.
Report what you have achieved.

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 The Importance of Trust

What aspects of the work you do can be done

effectively from an alternative workplace?
Expect a trial period, during which you
will meet frequently with your manager
to discuss how things are going.
Does the schedule work for you, your manager,
your co-workers and your clients?

Some questions you may want to ask

include:

Do the quality and quantity of work meet your

manager's expectations?
REMOTE WORK AND VIRTUAL COLLABORATION PROFESSIONAL CERTIFICATE RWVCPC™

Is it necessary to change any of the details of the

telework agreement?

Bibliography
● Work Together Anywhere: A Handbook on Working Remotely—Successfully—for Individuals, Teams, and
Managers. Lisette Sutherland. 2019
● Influencing Virtual Teams: 17 Tactics That Get Things Done with Your Remote Employees. Hassan Osman.
2014
● Occupational Outlook Handbook. Bureau of Labor Statistics. 2019

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References

California Employers Association

https://www.employers.org/clientuploads/hr_forms/RemoteWorkPolicy.pdf
https://www.wonder.legal/us/modele/remote-work-policy-us

Workable Technology Limited

https://resources.workable.com/work-from-home-company-policy

Remote Work Agreement

https://www.wonder.legal/us/modele/remote-work-agreement

Recommended TED Talks

Work Together Anywhere | Lisette Sutherland | TEDxKaunas
https://www.youtube.com/watch?v=7GtVD-nnVqU

The Remote Working Revolution Has Arrived - Join Us! | Justin Jones | TEDxRichland

REMOTE WORK AND VIRTUAL COLLABORATION PROFESSIONAL CERTIFICATE RWVCPC™

https://www.youtube.com/watch?v=wUTd35A7I6c

Remotely Productive: You can work from home | Jay Hayes | TEDxWilsonPark
https://www.youtube.com/watch?v=5gfGxuxXF0w

Research/Papers

Harvard Business School Work-from-anywhere: The Productivity Effects of Geographic Flexibility

https://www.hbs.edu/faculty/Pages/item.aspx?num=55312

A 2-Year Stanford Study Shows the Astonishing Productivity Boost of Working From Home
https://www.inc.com/scott-mautz/a-2-year-stanford-study-shows-astonishing-productivity-boost-
of-working-from-home.html

FlexJobs 2019 Annual Survey: Flexible Work Plays Big Role in Job Choices
https://www.flexjobs.com/blog/post/survey-flexible-work-job-choices/

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 REMOTE WORK AND VIRTUAL COLLABORATION PROFESSIONAL CERTIFICATE RWVCPC™

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