Blog
... latest news about Spotlight

News for the ‘Project and Team Management’ Category

A Few Words From Our Customers

With Spotlight, it’s easy to get your team communicating, see what everyone’s doing at any given time, and deliver faster with Agile.  The key to success is great communication, and Spotlight delivers with system-wide integrated communication and messaging.  By leveraging the best of social networking, you stay in touch with what everyone’s working on in real-time.

Many of our clients had experienced success with their projects using Spotlight.  Here’s what some have to say.

 

tripchi

Spotlight-TestimonialsMy startup, tripchi, has been using Spotlight for the past few months… It is a streamlined and easy-to-use agile project management sprint tool… I think it will continue to grow in user base, as it has a unique niche in a market that is typically represented by software that is either over-featured and too expensive, or so basic that you can’t easily roll up information (Excel, etc.). Keep up the good work Spotlight!

– Chandra Jacobs, Founder/CEO

 

Appointment-plus

With offshore, near-shore and home-sourced development teams, the need to quickly collaborate and insure productivity and utilization for these resources is crucial. This product is combining proven project management practices along with social media tools. The result – greater productivity.

– Stephen Booze, CIO

 

Center for Entrepreneurial Innovation

I recently had the opportunity to see a demo of Spotlight and I can truly say this software just blew me away. I’m always looking for that easy to use, but very useful project management software and Spotlight is just that. As a business incubator manager, I suggest that all our clients in the program use Spotlight… Best on the market in my opinion.

– Jeff Saville, Executive Director

 

Building up Leaders

There are no easy or clean ways to manage project resources and people around the world, until now! Spotlight Software gets to the social side of resource management using a fabulous tool. I recommend this software to anyone who is managing a project resource in another country, especially when there is a time difference in play.

– Eric Walton, President

 

SkyMall, Inc.

Spotlight Software was designed by an experienced software developer and manager to answer needs not addressed by other project management offerings. As such, it has critical, helpful functionality for managing virtual teams that no other PM tool features…. That added functionality allows for stronger, more efficient management of virtual teams, with accountability of project members at its core. Regardless of what online project management tool you may presently be using, I am confident you will find Spotlight to be superior and worthy of your use.

– Alan Lobock, Founder

 

SMART Business Systems LLC

Spotlight is a straight-forward way to setup the sprint backlog, assign, track, post, and review performance criteria all through a shared online service. Managing a distributed Agile team used to be a challenge. Not any more!. SerpicoDEV provides it as a service to software development clients. They use it themselves to manage their own projects so it must be good!

– Kevin Pugh, Founder/Owner/Developer

 

SEEDSPOT.org

We love using this application at SEED SPOT and with select ventures in our program. It has helped us stay organized and plan appropriately.”

– Chris Petroff, Co-Founder

 

Diroddi

To compete, collaborate and create today you have to embrace a distributed/non-centralized “creation engine”. To harness that engine we must have the tools to properly manage and apply its power. Spotlight is one of those few tools and, with their current product roadmap, it promises to be THE tool.

– Jason Turner, Founder

 

To stay up-to-date with Spotlight Software and Spotlight, find us on FacebookGoogle+LinkedIn, or Twitter.

 


Finding a Happy Medium: Distributed Team Communication

Spotlight Software is your go-to tool to facilitate communication within your team; however, there can be too much of a good thing, even where team communication is involved.  Over-communicating may be an especially pressing problem for teams that are changing and growing at a rapid pace, such as with start-ups and app development projects.

Team-Communication-Spotlight-SoftwareAccording to a recent article in Inc. Magazine, studies dating as far back as the 1970s showed that adding people to a project will put it further behind schedule.  The article summarizes an IBM project case study, which showed that:

Every time some aspect of the project fell behind schedule, IBM assigned a few more people to the task. And what [the study’s author] Brook’s noticed, which still surprises people, is that this didn’t work. His observation came to be known as Brooks’ Law: Adding people to a late project tends to make it run later still.

At the heart of the issue lies the growth of an organization or team.  As the number of team members increases, so too does the need for more communication between individuals.  In the beginning stages, a project may only involve a handful of individuals who are involved in all areas of development.  But as the team grows, positions tend to become more specialized, meaning that, while the number of individuals involved in communication increases, not every team member may need (or want) to know everything that’s going on.  It’s been documented that most meetings – nearly half, according to the Harvard Business School – are unnecessary and hence, unproductive, in part because of over-communicating.  Email may be a contributing factor, making it easy to invite a whole list of people or, as with some web mail applications, suggesting names to add to a list, even if those people are only loosely connected to the department at hand.

Spotlight tackles the issue of over-communicating by allowing for specialized reports and focused dialogue. Unlike other task management tools, with Spotlight, users have control over what’s important. While Spotlight offers a top-quality task management system, the real strength lies in its ability to help manage people and encourage timely, appropriate communication among virtual teams. By using social network-like communication tools, virtual teams communicate even better than in an office because users quickly see what others are working on at any time of the day.

To stay up-to-date with Spotlight Software and Spotlight Software, find us on FacebookGoogle+LinkedIn, or Twitter.

 


Spotlight Bug Tracking and QA Flags Tool

In a project management sprint, multiple activities are happening all at once – new features are being added, improvements are being made to existing features, bugs are getting fixed – tasks run the gamut.  Managing this process and keeping up to date on progress is, at once, both imperative and daunting.

Because so much happens within a sprint, Spotlight’s functionality allows users to accurately track progress every step of the way.  In the initial stage of planning, specific tasks will be laid out and assigned to distributed employees, appearing in a list in the Message Center.  There are no QA flags on tasks that are not started, tasks that are in progress, or tasks that are paused. When a task has been marked as completed in the Status column, the QA flags become visible.  There are three different QA flags:

  • Red indicates that the task is completed and ready for QA
  • Yellow indicates that the task in being tested, and automatically tracks time for that tester
  • Green indicates that the task has been approved

Alternatively, if the task is not approved, the tester can choose the “Re-opened” option in the drop-down box in the Status column, alerting the developer of the task’s changed status. The tester also has the option to open the task and comment on the changed status. When a task is re-opened, the QA flags disappear once again.

QA flags clearly display the progress of all the tasks, allowing users to see which tasks need to be QA’d, which are in progress, and which have been tested and approved.

To stay up-to-date with Spotlight Software and Spotlight People & Project Managers,  visit our FacebookGoogle+LinkedIn, or Twitter profiles.

Vincent Serpico: Good morning, everybody, and welcome to the webinar. We are going to go over the new QA flags and the bug tracking in Spotlight, a new feature that we are very, very excited about.

First thing, I need to change my status. I’m going to change my status to “in a webinar.” I am busy, and will be into this webinar until, let’s say, 11 AM. We’ll call this a meeting. Fantastic.

Let’s go over the new QA flags and bug tracking in Spotlight. Let me just give you a bit of history about on how we arrived at our above tracking and our QA flags.

First of all, during a sprint, you’re going to be adding new features. You’re going to be adding improvements to existing features. You’re going to be fixing bugs, and you’re going to adding other tasks, as well.

Everything happens within a sprint. When a task is set to completed, QA flags will display. Notice that there are no QA flags on tasks that are not started, tasks that are in progress, and any tasks that are paused, don’t have any QA flags.

QA flags are only on display on tasks, bugs, features, or improvements that are marked completed. They display as red, signifying that the task, bug, feature, or improvement is ready for QA.

Once it’s ready for QA, the QA tester, in this case it’s Kristen Simmons, will come in and mark the QA flag yellow. Yellow means that it’s currently being QAed.

Also, this is very important, this system will begin recording time for Kristen testing this task. It is 10:11 AM, where I am right now. This system is currently recording the time for Kristen QAing this task over here.

Once completed, once it passed QA, Kristen can then mark the task as approved and green, or if the task is not approved, she can flip it back open to reopen.

Notice the QA flags will go away, and the task is not reopened. Norman will get an alert that his task has been reopened. Presumably, Kristen will go into the task, and leave a comment as to why it’s reopened.

Actually, let’s go ahead and mark this as completed again. We feel that the QA flags are a very easy way to quickly see the progress of all the tasks. Let’s say, I want to do a filter on everything that has been completed. After all, that’s where the QA flags are set on.

Out of all the completed tasks, I can see that there are still several that need to be QAed, and still several that are in progress, and several that are already tested and approved. I can quickly scan down and get an idea of where we are with all of the QA testing. We feel that’s a very, very efficient way to manage QA, keep QA as a first class citizen, and stay involved with everything going on at the development level.

I like to keep these webinars short. I like to keep them to the point. Everybody has very, very busy days. As always, the webinar will be posted on our website for further review. Again, we try to keep them very short, 10, 15 minutes, and followed by a round of Q and A.

I’m going to open it up to Q and A right now. If you have any questions, please go ahead and type it in the questions area. I’ll go ahead and get them answered. Other than that…

OK, I see a question right now about marking a QA flag as yellow. Yes, it does track time. The time tracking works exactly the same as a time tracking on a status update.

If you mark a QA flag as yellow and your status is away or offline, it will not track the time. If you mark a QA flag as yellow and your status is busy or available, then yes, it will track the time.

Of course, it will track the time for the person who is assigned as a tester to the task.

Another question, no, a comment. Yes. Thank you. Thank you very much.

We feel that the integrated approach is quick, easy, to the point, and just gets the job done. Thank you very much for attending the webinar. We’ll see you next week. Bye‑bye.


Spotlight Daily Progress Reports

In any project, software development or otherwise, communication is key. It’s of crucial importance, but is often overlooked, that ending the day with communication increases both productivity and accountability. Spotlight’s Daily Progress Reports feature allows users the option to fill out reports on a daily basis.  Using these simple, yet comprehensive reports, distributed workers recount what they’ve done for the day, and detail what they’ll accomplish the following day.

Similar to a scrum (where team members discuss their projects for the previous and upcoming days) but with some very important differences – the Daily Progress Report ends the team member’s day by communicating with their manager.  By mentally cataloging and physically recording the details of their workday, the Daily Progress Report accomplishes several key actions:

  • Creates a sense of accountability in the team member by submitting the Daily Progress Report to their manager
  • Mentally prepares team member for the following day’s work by outlining anticipated tasks and workload.
  • Prepares managers for the following day’s scrum by reviewing the team members’ Daily Progress Reports
  • Constitutes a written history of performance for each distributed team member

In addition, the Daily Progress Report function is customizable.  All reports for the day are viewable in the inbox of the Report Center, and are optional by default, but can be made mandatory if desired.  If a team member doesn’t fill out a Daily Progress Report, the system will actually block usage until the progress report is completed. Daily Progress Report can also be created, submitted and accessed via mobile.

To stay up-to-date with Spotlight Software and Spotlight People & Project Manager, visit our FacebookGoogle+LinkedIn, or Twitter profiles.

 

Vincent Serpico:  Good morning, everybody. Welcome to this week’s webinar, where we’re going to discuss the Report Center and the powerful features of reports in Spotlight. Let’s go ahead and get started.

First thing I need to do is go ahead and change my status. Let me go ahead and change my status to “Spotlight Webinar.” We’ll be on this webinar until about 10:15, Arizona time. I am in a meeting. Always be sure to update your status.

Spotlight has a feature called “Daily Progress Reports.” The idea behind Daily Progress Reports is that team members fill out reports on a daily basis, recounting what they’ve done for the day, and what they’re going to do tomorrow.

This might sound similar to a scrum, where you have your morning meeting with your team and everybody talks about what they did the previous day, and what they’re going to do today.

Similar to a scrum, with some very important differences, the Daily Progress Report, number one, ends the team member’s day by communicating with their manager. This is very important.

In any software development project, in any project, communication is key. It’s very, very important that you end your day with communication.

Also, by submitting a Daily Progress Report each day, there’s a sense of accountability created in the team member by submitting this report to their manager.

Also, by creating a Daily Progress Report, the team member mentally becomes prepared for the next day. Your most successful CEOs of Fortune 500 companies will do journaling at the end of the day, recounting what they did, and planning for tomorrow. This is very similar.

Also, a Daily Progress Report allows the managers to prepare for the next day’s scrum by reviewing the Daily Progress Reports for the next day.

Instead of coming to the scrum saying, “Yesterday, you said you were going to do this. What did you do?” they read the Daily Progress Report and say, “I can see what you’ve done. Now, let’s discuss what you’re going to do today.”

Finally, the Daily Progress Report is a written history of performance for each and every team member.

Let’s take a look at the Daily Progress Report. I see I have one new report, which I have not read. I’m going to open it right now, and take a look at it. Let’s see what Norman did yesterday. Norman did a lot of work yesterday. Excellent.

Today, he’s going to be working on documentation assignments, design bugs, and continue with task. Excellent. His progress looks good, and I’m going to let him know. “Looking good, Norman.”

I can go to the inbox of the Report Center, and view anybody’s report for the day. Let’s take a look at what Dan worked on. Looks like Dan was very, very busy yesterday.

We get to see what everybody worked on, at any given day, and scroll through the history of all your team members, and get an idea of their progress.

The Daily Progress Report is optional by default. However, your Daily Progress Report can be mandatory if you so choose.

What we’re going to do is we’re going to Project Settings, Daily Progress Reports. What you’ll see over here is a check mark next to the team members who must fill out their Daily Progress Report.

What happens if they don’t fill out a Daily Progress Report? The system will actually block usage until the progress report is completed. The progress report screen will display. When the progress report is submitted, then the team member will be allowed to use the system again.

You’ll notice there is a field over here for recipients. Recipients means that once your Daily Progress Report is submitted for the day, an HTML version will be mailed to anybody on this comma‑separated email list.

Note that the recipients on the email list do not need to be members of Spotlight. What is this used for? Maybe you have a peripheral stakeholder, a peripheral executive, client, somebody who wants to be apprised of what the team members are working on.

Finally, your Daily Progress Report will be submitted via mobile. You’ll be able to check the reports via mobile, and you’ll be able to create reports via mobile.

Any questions?

That’s a very good question. The question was “What is the difference between the daily report from the team member, project manager, and team lead?”

This is pretty much role‑based. If my role is a team member role, I’ll be filling out a team member report. If my role is project manager, I’ll be filling out a project manager report, and be able to see project manager reports, as well as team member reports.

If I’m a team lead, same thing. I’ll be able to fill out team lead report, and see team member reports. My role is a super user, so I’m able to see all reports. If my role was a team member, I would not see these reports, and I would not see these reports.

I’m going to wrap up unless there’s any other…That is a good question. Team members cannot see other team members’ Daily Progress Reports. The idea there is that these reports are meant for your managers.

During the scrum, we all get together as a team. We all discuss what we did yesterday and what we’re doing for the day. The Daily Progress Report is a report you submit directly to your manager, and your manager reviews it. It’s almost like a daily progress review.

Thank you very much for the questions. Thanks very much for attending. We’ll see you next week. Bye‑bye.


Utilizing Spotlight Status Cards

Spotlight Status Cards are the number one way for virtual teams to communicate. Team members update their status cards with their availability, the task they are working on, and their progress, and a quick update to the rest of the team.

Team members receive an alert, and new status updates display at the top of the queue for all to see. Show support by liking a status update, start a conversation, a chat, or request more information. Flip the status card over for more details, including contact information and an overview of the team member’s daily activities.

In addition to the user’s current status and time stamp, the status card offers a range of information, including the team member’s:

  • Username for social networks like Skype
  • Phone number
  • Physical location and time zone
  • Description of current task and progress
  • Recently-completed and upcoming tasks

Updating status is simple to do, both from the computer and on the go. The user chooses an availability option – whether online – available/busy/away, or offline – then inputs the appropriate length of time the status will be valid.   Status updates are color-coded (red, yellow, green, black) so other users will know with a quick glance if another team member is available.  Spotlight goes mobile on the iPhone and Android, so you get every status update from every team member in real time.  The mobile app is equally intuitive, with features and design similar to the desktop version.

To stay up-to-date with Spotlight Software and Spotlight People & Project Manager,  visit our FacebookGoogle+LinkedIn, or Twitter profiles.

Vincent Serpico:  Spotlight Status Cards are the number one way for virtual teams to communicate. Team members update their status cards with their availability, the task they are working on, and their progress, and a quick update to the rest of the team.

Team members receive an alert, and new status updates display at the top of the queue for all to see. Show support by liking a status update, start a conversation, a chat, or request more information. Flip the status card over for more details, including contact information and an overview of the team member’s daily activities.

On the go? No problem. Spotlight goes mobile on the iPhone and Android, so you get every status update from every team member in real time.

Looks like it’s time for me to update my status.


Spotlight Automatic Time Tracking

Distributed teams need to maintain accountability and productivity in task management, and Spotlight is the most trusted way to ensure accurate task timing. Spotlight’s time tracker lets clients accurately forecast projects, as well as balancing contractors’ invoices against the actual amount of timed work recorded in the Spotlight system.

Spotlight’s task timing is integrated into a world-class task manager and social networking dashboard.  With this integrated functionality, members don’t need to think about timing tasks – it automatically happens when team members select and update their current tasks in the Spotlight status control.

Progress is manually set to provide an indication to others how they are progressing on the task. When the team member chooses an online status of “available” or “busy,” Spotlight times the actual hours spent on the selected task.

When the team member chooses an online status of “away” or “offline,” Spotlight ceases the timing of the actual hours spent on the task, and pauses the task status.

Spotlight also accommodates QA testing.  When a task is ready for testing, Spotlight logs testing time while status is flagged as “yellow, in progress.” Timing ceases when the QA status changes to “green, approved,” or “reopened.”

Accurate task timing is vital to good project management – that’s why it’s seamlessly integrated into Spotlight.  Spotlight makes it easy for distributed team members to maintain an accurate record of their productivity, while offering powerful analytics that drive the project now and in the future. When it comes to world‑class task timing and time tracking, Spotlight shines.

To stay up-to-date with Spotlight Software and Spotlight People & Project Manager, visit our FacebookGoogle+LinkedIn, or Twitter profiles.

Vincent Serpico:  Spotlight is the most trusted way to ensure accurate task timing. We understand the need to accurately time task. That is why we built the world’s best time tracker. Spotlight’s time tracker lets you accurately forecast your projects, and even balance your contractors’ invoices against actual timed work.

Spotlight’s task timing is integrated into our world class task manager and social networking dashboard. That means team members don’t need to think about timing tasks. It automatically happens. Team members select the tasks they are working on in Spotlight status control.

Progress is manually set to provide an indication to others how they are progressing on the task. When the team member chooses an online status of available or busy, Spotlight times the actual hours spent on the selected task.

When the team member chooses an online status of “away” or “offline”, Spotlight ceases the timing of the actual hours spent on the task, and places the task status in a paused state.

QA members can time their tasks similar to developers. QA testers simply select a task that is ready for testing. Spotlight will log the amount of time testing while the QA status is flagged as “yellow, in progress.” When a tester sets the QA status to “green, approved,” or “reopened,” timing ceases. You can always check the timing progression of any task in the task detail history section.

Note here that the developer started and paused the task three times for cumulative of four hours of development, and QA tested for 30 minutes. You can even balance invoices received against actual hours in Spotlight’s project report.

Here, we can see that the developer spent 90 percent of his time working on tasks. Each task he worked is represented below with actual time worked.

Accurate task timing is vital to good project management. That’s why task timing is integrated into Spotlight at the deepest levels. Spotlight makes it easy for team members to time their tasks and powerful for you to analyze. When it comes to world‑class task timing, Spotlight shines.


Executing your Software Development Project

Most software development projects fail. Statistics have a rate of around 60 to 70 percent failure. And, if the software development project is driven by a distributed team – such as having developers in Mexico, India, or New York – that statistic can go as high as 90 percent.

The reason the bulk of these projects fail is lack of process and strategy due, in part, to a lack of accountability and communication instilled within the team. But success is possible – by using the right processes for hiring your distributed developers, planning your software development project before you even start, and, finally, managing and executing your software development project.

So, what’s the best way to instill accountability and communication into your software development project?

The first strategy is called the “daily scrum,” or daily meeting.  This is a way to bring the whole team together at the beginning of the day, allowing everyone to communicate to the team which projects, both recent and upcoming, are in their workload.  To maintain an efficient and expedient meeting, each person should plan to speak for no more than a minute or two, with everyone keeping on-topic.  By publicly announcing what they’re going to work on in the day ahead, you’re instilling a sense of group accountability – this is very, very powerful.

The next strategy keeps the distributed team communicating all day long, maintaining strong momentum with regular status updates. Just like in social media, a status update is broadcast by a team member to the entire team detailing what they’re working on, their progress, and what their availability.  This strategy creates synergy within the team, even though they may be thousands of miles away from one another.

The final strategy is the Daily Progress Report, which is sent by each team member to their direct supervisor. In this report, the team member recounts what they did that day, what they’re going to do tomorrow, any challenges they might be experiencing.  Because this step is so similar to the daily scrum, it may seem unimportant; however, this “brain dump” by the team member allows him to get out all that he did today, and plan for his next day – a tactic employed by many Fortune 500 CEOs.  This step also reinforces a sense of accountability, because a team member is now accounting for his own productivity that day, not just to the team, but directly to his manager.  With these reports, the manager has the opportunity to review what everyone did for the day, and prepare for the scrum the next morning. This circular process helps tie everything together, while strengthening the team’s communication and accountability.

You know managing a software development project is not rocket science, and it’s not brain surgery – even though it can sometimes feel that way.  You can succeed if you follow the process outlined here.

Yes, you can:

  • Yes, you can build your mobile app.
  • Yes, you can bring your dream to the marketplace.
  • And, yes, you can succeed.

To stay up-to-date with Spotlight Software and Spotlight People & Project Manager,  join our mailing list or visit our FacebookGoogle+LinkedIn, or Twitter profiles.

Vincent Serpico:  Most software development projects fail. Statistics have a rate of around 60 to 70 percent failure rate. And, if your software development project is driven by a distributed team, you know, developers in Mexico, India, New York. If your software development project is driven by a distributed team, that statistic can go as high as 90 percent.

This is completely unacceptable. And the reason why these software development projects fail is because of a lack of process and strategy. That’s right. By a lack of process and strategy, these software development projects fail. But I’m here to tell you that “Yes, you can succeed with the right process.” There is a process for hiring your distributed developers. There is a process for planning your software development project before you ever start. And, there’s a process for managing and executing your software development project.

This video is going to discuss the strategies and the process for executing a software development project.

Now, most software development projects fail in their execution, due to a lack of accountability and communication instilled within your team. So we’re going to discuss the process of how to instill accountability and communication into your software development project. The first strategy is called the “daily scrum”. Why do software development has this strange vernaculars? So, you can call it a Scrum, I like to call it a meeting.

Either way, it’s a way to bring the whole team together at the beginning of the day, so that everybody can describe to everyone else what they’re going to work on. So, the way to instill the accountability and communication is to have each person, one by one, recount what they did yesterday, what they’re going to do today, and any challenges they might have. Each person should speak for about a minute or two, and any side bar tangential conversations should be taken offline in another meeting.

This is a great way to get everybody talking. So, your team in Mexico is speaking with your team in India. The team in India is speaking with the team in New York. The entire distributed team is speaking to each other, and starting the day with communication. And by publicly announcing what they’re going to work on today, you’re instilling a sense of group accountability, and this is very, very powerful.

OK, great. Now, what we want to do is implement the next strategy and keep this distributed team communicating all day long, so your momentum stays strong. And the way to do that is with regular status updates. And a status update is simply a broadcast by a team member to the entire team of what they’re working on, what the progress is, and what their availability is.

For example, a team member in Mexico might say, “I am 75 percent done implementing the database, and I’ll be available till about 6:00 PM tonight.” Maybe somebody in India might say, “I am 25 percent done with Ecom shopping cart. I’ll be working till 11:00 PM tonight, and I need some help testing.”

Maybe the designer in New York says, “When I get back from the dentist at 3:00 PM, I’ll be working on the UI.” Now one hand knows what the other is doing. So, your entire distributed team can create this synergy, even though they’re thousands of miles away from each other. Maybe, even a synergy better than everyone sitting in the office.

OK. So, you started your day with accountability and communication. You kept that communication of momentum going throughout the day, now you want to end the day with more accountability and communication. And that’s done through the Daily Progress Report.

The Daily Progress Report is a report sent by each team member to the direct supervisor. It’s kind of like an inverse Scrum, where they recount what they did today, what they’re going to do tomorrow, any challenges they might have.

Now, this daily progress report is extremely important for many reasons. First of all, it’s a brain dump by the team member. It allows him to get out all that he did today, and plan for his next day. Many Fortune 500 CEOs will regularly journal what they did at the end of the day, and prepare for the next day. It’s a really good habit to get into. If you don’t do it yourself, I highly recommend that you do it.

Number two, it creates a sense of accountability, because a team member is now saying, “This is what I did and said I was going to in the Scrum this morning, and this is what I did today.” Now, he’s had a sense of accountability to his manager. And also, he’s communicating with his manager at the end of the day.

Now, the manager loves these daily progress reports, because he’s able to review what everyone did for the day, and prepare for the Scrum the next morning. You see how this is all circular and how it all ties together?

And if you ever do quarterly reviews, it’s a great way to go through all the daily progress reports, and see the progress of your team members. So, let’s recount the three strategies of executing a software development project.

Number one, start the day with a daily huddle, where everybody has a sense of accountability and communication. Number two, require that each team member broadcast three to five status updates a day, and another three at the end of the day, plus wrap up the day with more accountability and more communication by each team member disseminating a daily progress report to his manager.

Look, managing a software development project is not rocket science. It’s not brain surgery. I’m here to say that, “Yes, you can do it.” If you follow this process, if you’re diligent enough to stay on top of the process, then, “Yes, you can. Yes, you can build your mobile app. Yes, you can bring your dream to the marketplace. And, yes, you can succeed.”

My name is Vincent Serpico. I am CEO and founder of Spotlight Software. Thank you for watching…

 


Why Attend the How to Hire, Plan and Manage a Software Development Project Using an Agile Distributed Team Seminar?

 


 

What: 4-hour WorkshopSpotlight_Seminar_12-6-13_3

When: December 6th, 2013 from 8-12 pm

Where:

Center for Entrepreneurial Innovation

275 N. Gateway Dr,

Phoenix, AZ 85034

Register Today: http://Seminar.spotlightppm.com

 

Interview with Vincent Serpico – Spotlight CEO and Workshop Facilitator

Matt OBrien:  Today, we’re here with Vincent Serpico of Spotlight Software Development, and we’re going to talk about an upcoming seminar in December.

What’s got me excited about this is it’s an agile initiative. Those of you that are out there doing software development, you know how challenging it can be to get these projects and get your team in sync.

If there are any web development companies and agencies that are looking at getting into technical things like app and software development, this seminar is a must.

Vincent Serpico and his company, Spotlight, have what looks to be the leading tool in managing a remote, virtual and distributed team. This seminar will reveal inside secrets on how to be successful and how projects can fail (and how to avoid failure). After all, learning from mistakes breeds repeatable success.

Matt:  This seminar that you’re launching on December 6th, what was the motivation behind this?

Vincent:  I’ve worked as a project manager. I’ve worked at a development lead. I’ve worked as a vice president of product development at a couple of different companies. One of the things that I see as a trend is managing distributed teams. “Distributed teams” means anything from telecommuters working from home a couple of days a week to hiring an outsourced team, either from Elance, oDesk, places like that, or staffing out of the country.

Managing distributed teams is the wave of the future and is becoming more and more common. The problem is that managing distributed teams is not the same as managing an in‑house team. While there are some commonalities between managing an in‑house team and a distributed team, there are definitely differences that have to be noted.

Those differences can spell the difference between success and failure when it comes to creating a software development project.

A typical software development project has a 50/50 chance of seeing the light of day. Software development is difficult, but if you staff that development project with a distributed team, the likelihood of it seeing the light of day is about 10 percent, and that’s a horrible, horrible statistic, and it drives a lot of people away from distributed even though distributed has such huge, huge benefit.

For instance, when you hire a distributed team, your talent pool is the entire world. When you hire a distributed team, you probably are going to pay a lot less than you would pay within your local area, and when you hire a distributed team, you cut down office space cost and all the other logistics for managing somebody in‑house.

The lure of using distributed teams is huge. However, the ability to manage distributed teams is not really well known, and that’s what I talked about. I’ve been doing it for years. I know exactly how to do it. I know how to hire distributed teams very well. I know where to find them and I know how to hire them.

I know how to plan distributed software development projects so that everybody’s on the same page, everybody is accountable, and everybody communicates. Most importantly, I know how to execute software development projects driven by distributed teams so that everybody is communicating every single day, and that everybody is held accountable to what they’re doing.

My management process and my planning process are all agile, so I bake agile into everything that I talk about. The seminar is well‑received and you will walk away learning a hell of a lot.

Matt:  Just a little bit on agile, because some people may not be familiar with it. What makes this such an effective strategy for software development and even app development under projects that need a distributive team like you’re talking about?

Vincent:  What makes agile so popular is that…the opposite of agile is called waterfall, and waterfall is a process of doing all your planning up‑front, then doing all your coding, then doing all your testing, and then finally acceptance.

The problem with that is that unless your requirements change, that’s fine, but typically requirements change while you’re coding or in the testing phase. When that happens you have to go back to square one and it costs a lot of money and a lot of time and opportunity cost.

What I teach in agile is how to make those changes, those inevitable changes, without incurring a lot  . In other words, using agile is like steering a speed boat that you can steer back and forth very quickly, whereas waterfall is like a big steam ship that takes a long time to change direction.

With agile, when your customers have feedback and they want a new feature, or market conditions change and you need to add something new to your product, you can add it with minimal destruction to your overall planning, your overall budget, and delivery time.

Matt:  Sounds fantastic. This is going to be a four‑hour workshop, and essentially you’re going to tell people, “Bring your computer. We’re rolling up the sleeves. We’re going to dig down into projects, and if you’ve got some project you’re working on, and you’re considering getting onto the Spotlight platform, and getting into an agile, that is really who you’re looking for.” Is that correct?

Vincent:  That’s correct. Absolutely. Just come on down. There will be workshops. We’ll get you up and running. If you’re a project manager and you already have a distributed team, this is perfect for you. If you plan on hiring a distributed team and start building your own apps, this is perfect for you.

The idea is if you’re going to be leading a distributed team, whether they’re telecommuters, or they’re outsourced, or whatever, as a project manager, a product owner, a stakeholder, or whatever, you need to attend the seminar.

Matt:  Even if you’re thinking about getting into the distributed team, maybe you guys do web development, minor software, and you’ve got a team here, and you want to look at that risk of going distributed overseas down in Mexico…I know you have tons…in fact, there are some pretty notable companies that are using your software that have pretty much built their success around it, so those are going to be great insight.

This is going to be at the Center for Entrepreneurial Innovation? Spotlight_Seminar_12-6-13_2

Vincent:  Correct, CEI. That’s right.

Matt:  Where is that located?

Vincent:  CEI is on Van Buren and 38th Street in Phoenix.

Matt:  If you want to learn more, what’s the best way to get in touch, go to your website or email address?

Vincent:  Yeah, go to the website. You’ll see more information about the upcoming seminar and you can contact me anytime.

Matt:  That’s spotlightppm.com, and we will display the contact information in this video. Vincent, looking forward to that. I plan to be there myself and absorb all the knowledge that you’re going to be sharing with us.

Vincent:  Fantastic. Looking forward to it.

Matt:  Thanks.

Vincent:  Thanks. Bye bye.


Successfully Managing a Software Development Project

It’s a horrible, but true fact: 50 to 90 percent of software development projects fail – and the more distributed or remote your team, the higher the rate of failure.  Fortunately, this fate is far from inevitable! With a bit of planning and an organized process of communication and accountability, your project can succeed.

There’s no magic formula.  Rather, there’s a simple process to follow which is teachable and easily integrated into your team’s framework.  There are three major phases in this process:

Hire good developers:

    • Engage the right developers from the project outset
    • Expand the talent pool by hiring virtual developers

Plan a framework for your project:

    • Determine your vision with a requirements analysis
    • Set a clear goal with wireframes and use cases

Execute the project using Spotlight or other media:

    • Instill accountability and follow-through with Daily Scrums, Status Updates, and Daily Progress Report

When your project is ready for the execution phase, Spotlight is your go-to for managing the distributed team.

To stay up-to-date with Spotlight Software and Spotlight People & Project Manager,  join our mailing list or visit our FacebookGoogle+LinkedIn, or Twitter profiles.

 

Vincent Serpico:  Good morning, everybody. Welcome to this week’s webinar. We have a very special webinar, by popular demand, “How to Hire and Manage a Team of Virtual Software Developers.” We’re going to go over the process of hiring, the process of planning, and the process of executing a distributed team.

Before we get started, as usual, let’s go ahead and update our Spotlight status. I’m going to update “In a webinar. I am currently busy. I will be busy until 11:00 AM. I am currently in client relations.” I will update my status, and everybody knows that I am currently busy.

Let’s go ahead and get started with the webinar. Again, thank you for joining. This is going to be “How to Hire and Manage a Team of Distributed Software Developers.”

My name is Vincent Serpico. I am Founder and CEO of Spotlight Software. I’ve been building and developing software for over 15 years, serving a variety of roles in various capacities, from software developer to VP of Dev in several companies.

I own a software development service company, and I serve as CEO of Spotlight Software. Dan Schulz is Co‑Founder, President, and COO of Spotlight Software, and has been in technology for over 30 years. Seth Weedin is Director of Marketing for Spotlight and heads up all marketing efforts.

Horrible fact, 50 to 90 percent of software development projects fail. What’s worse is that the more your team is distributed, that is, the more your team is remote, not working in the same office, the higher the rate of failure is.

Take heed. Your project can succeed with a bit of planning and an organized process of communication and accountability.

I’ve been working with distributed teams for many, many years. My success rate is actually inverse of the failure rate. I have a success rate of way over 90 percent.

I’m not some kind of genius or anything. I don’t have some sort of magic formula. I simply follow a process, a process that is very, very teachable. By having a teachable process, anybody can learn it. Literally, anyone can learn it.

The first thing is let’s talk about hiring. “Who’s going to develop your software?” I cannot stress enough that you need to get this right.

Developers, they are not commodities. Developers are building your lifeblood, your dream. Make sure you get good developers. You want to build a team that’s going to last. It could take a developer three, four, five, six, even nine months to ramp up on an application.

Let me put it like this. Let’s say you buy one of those old muscle cars, like an old Mustang from the ’60s, and you want to restore it. You hire a mechanic. Mechanic’s been working on your car for two or three weeks.

You decide to lay off the mechanic, and hire somebody new. That new mechanic will be productive day one. A carburetor’s a carburetor. A manifold’s a manifold. They can get up and running immediately.

Not so much in software. If you lay off your developer, he quits, or whatever, it could take a new developer months, literally months, to become productive in your system.

That means months of downtime that’s wasted for you ‑‑ wasted money, wasted opportunity cost. Make sure you hire the right developers on the get‑go.

We recommend hiring virtual developers. Why do we recommend hiring virtual developers? First of all, if you limit your search for developers within your geographical location, you’re going to have a much limited talent pool than a search all over the world.

If you’re looking for a really good .NET guy who knows C# and knows the ins and outs of a mongo database really, really well, it’s going to be hard to find that guy within 20, 30 miles of your office.

However, if you expand your search to the whole United States, you have a much better chance. If you expand your search to the Western hemisphere, you have a huge chance. If you expand your search to the world, you’re going to find this guy.

The larger you expand your search, the better the odds are you’re going to find this guy at a really, really good rate. There are a lot of very good websites out there that help freelancers get together with employers, like Elance, oDesk, Freelancer.com. There are so many more.

We do definitely recommend hiring a virtual developer. When you jump on one of these sites and you go to Elance, when you go to Freelancer.com, or an oDesk, it’s really important that you find the right developer.

By finding the right developer, there is a process of describing what you want done in your project, and communicating the what, not the how.

What do I mean by that? What I mean is that when you’re looking for a developer, you’re not looking for a mechanic. Again, development is extremely difficult. It’s not like building a skyscraper or doing heart surgery. Development is a very, very difficult task, and as such, it’s not so much mechanics as it is an art.

When you are communicating with a developer, and you’re hosting your job in Elance or Freelancer.com, describe what you want, not how you want it implemented.

For instance, don’t say, “I’m looking for a iOS/Android developer who can create a geo‑fence application that will send an alert back to a MySQL database, do some processing of other devices within a 10 mile radius, and then send that out over a REST web service.”

Instead, you might want to say, “I want to develop an application that taxi drivers can find fares within 5 to 10 miles of where they’re located.” By doing that, a developer will come back to you with an architecture, with a design, with a plan, that you might have never thought of, and lend huge, huge value to your development process and to your business and theirs.

Developers are going to be your lifeblood. Describe what you want. Describe the goals of the project, the goals of the business, not how it should be done.

When you do find somebody to create a good rapport with, give them a programming test. This is really, really important. When I say a programming test, I am not talking about one of those multiple choice or fill in the blank tests. Anybody can do those. What I’m talking about is a real programming test.

If you need a mobile developer, go ahead and give him a test to create an application on a mobile device. Design it so the test will take him two or three hours. You don’t want to give him a huge test, but give him a test that would take two or three hours.

I also put a couple of guidelines in the test to really ascertain the developer. I will go ahead and leave the requirements a little open‑ended so that the test can be completed in two or three hours, but he could work on it for a lot longer if he wants.

I also make the requirements a little bit ambiguous. Why? Because I want to see what a developer does when he’s not completely clear on requirements. Does he ask me questions? Does he make assumptions on his own? There are pros and cons to both, right?

By actually creating a test, what you’re doing is you’re seeing how much this developer really wants to work for you, how ambitious he is. Does he do the minimum on the test or does he deliver a really robust test?

I’ve had developers tell me, “Nope, not taking a test until you hire me.” Well, then I’m not hiring you. I’ve had developers return the bare requirements and I’ve had developers spend days on a test, turning in masterpieces, who wound up being senior level architects for me for a long, long time.

Just to wrap up the development, communicate your goals, what you’re doing not how, and require a real world programming test. If you’ve done this before, great. If you haven’t, I highly, highly recommend you get a consultant to help you out the first or second time around to provide a gut check for you.

Let’s talk about planning. This is the second phase of hiring and managing a distributed team.

Would you build a house without a blueprint? I would hope not. Would you drive in a new city without a GPS? Again, I would hope not, unless you want to get lost. Why in the world would you build software without a clear plan? I see this all the time. I see folks just jump in there writing code saying, “We don’t have time for requirements analysis. We’re on a tight deadline.” Or, “We’ll wing it because we’re agile.”

They give you a whole bunch of excuses why they can’t do requirements analysis. I’ve seen projects go on and on and on because they have no clear goal of where they’re going.

Requirements analysis doesn’t mean that you’re locked into doing something the same way or the same plan for the entire project. Requirements analysis means that you have a vision, and you have a way of getting there. But you’re never going to get somewhere if you don’t know where you’re going in the first place.

The first step in requirements analysis is to create what’s called the wireframes and use cases. A wireframe is a graphical depiction of every screen in your software. If you’re developing a web app, it’s every screen in the web app. If you’re developing a mobile app, it’s every screen in the mobile app. Desktop app, same thing.

It’s a sketch of every single screen. What you’re looking at right here is a wireframe of the Spotlight status cards. This is a wireframe created in an application called “Balsamiq.” It shows the developers, the designers, everybody else, the project managers, what we’re creating.

Those numbers that you see all over there, they correspond to a spreadsheet that depicts what happens when each one of those items are clicked or what they are.

For instance, number one is the team member’s profile, his image. Number five is a chat button. Number five in a spreadsheet might say something like, “When the user clicks the chat button, a chat opens in the lower right hand corner of the web browser, enabling a chat with the two team members.” Then, it might see, “See chat wireframe and use case for more information.”

By doing your wireframes and use cases, you have lots of benefits. The first benefit is you really get an opportunity to think about what you want to design. I have seen, more often than not, when an entrepreneur does his wireframes and use cases, he starts thinking about things in his application he never would have thought of before. He starts pivoting some ideas he already had. It becomes an incredibly, incredibly useful endeavor.

Number two, by having wireframes and use cases, you’re able to go to your developers, your project managers, your QA and say, “Here’s exactly what we’re developing.” It’s not nebulous. You have something concrete that everybody can work towards, and everybody can create a project plan for, which leads us to the next planning item.

Now that you’ve got wireframes and use cases, let’s go ahead and set up what’s called sprints, goals, and tasks. A sprint in software development really is just a logical timeframe. For instance, a one week timeframe, a two week timeframe, where we decide that we’re going to go ahead and do the following tasks within the timeframe.

It’s a way to have a discrete unit of tasks to be done within a certain time in order to impose a deadline on everybody, so that we’re working towards a goal versus working without any clear guidelines. By setting up your sprints, by setting up your task, by creating clear, defined goals, everybody now is on the same page, on what needs to be developed.

Again, you’re not locked into doing everything that you’ve laid out, but, by laying everything out in advance with the wireframes, with the use case, with sprints, goals, and tasks, you now have a clear plan of what you’re going to do. You can modify that plan. In fact, 99 percent of projects are modified along the way, many, many times, usually every single sprint. But, again, without a clear focus, without a clear direction, you’re not going to get anywhere.

Spotlight is an incredible tool to set up sprints, goals, and tasks. Our tasks management system is a rock solid system to track tasks and to also track the time spent on every single task by all your team members. It is a world‑class system on parity with anything else in the world.

Let’s talk about phase three of hiring and managing a distributed team. This is the execution phase. This is the day‑to‑day phase. You’ve hired your developers. You’ve got everything all set up with your requirements analysis. Now, it’s time to sprint forward and execute on a daily basis.

There are three things that I recommend on a daily basis to do that will keep your team communicating and collaborating and on track. The first is a daily meeting, the second is regular status updates, and the third is daily progress reports.

The daily 15‑minute meeting. This is sometimes called a scrum. It’s sometimes called a stand‑up. Why does software development always have these unique vernacular ‑‑ scrum, stand‑up? Let’s just call it a meeting, ’cause that’s what it is, a 15‑minute meeting.

What’s it designed to do? It’s designed to get your entire team together, especially a distributed team, at the beginning of the day, and let everybody in turn describe what they did yesterday, what they’re going to do today, and any issues or blockers that they might have.

This daily meeting, this daily scrum, has several key advantages. First of all, for a distributed team, you’re getting everybody communicating first thing in the morning. If you’ve got a couple of guys in Mexico, a couple of guys in New York, and a couple of guys in Indiana, all of a sudden, everybody is communicating with each other first thing in the morning which is fantastic and exactly what you need for a distributed team.

Number two, by publicly saying what you’re going to do today, you’ve created a sense of group accountability. If I say, “I’m going to finish those database tables today,” everybody now is aware of what my goals are today. Scientific research suggests that when you make a goal public you have a much better chance of succeeding.

Do these daily meetings every single day. Spotlight makes daily scrums extremely easy by simply integrating Skype right into Spotlight.

You started your day with a daily meeting and instilled a sense of group accountability and communication into everybody. How do you get the team now communicating and collaborating all day long? Because, traditionally, with distributed teams, if they do their daily scrum, they now go off on their own.

What typically happens is a project manager or a scrum master will be Skyping all the individual developers all day long. “What’re you working on? How’s it going? How’s it going? What’s going on?” Basically, your scrum master or your project manager becomes a glorified babysitter. She might know what everybody is working on, but nobody knows what anyone else is working on because they’re all distant from each other.

That’s why in Spotlight we created what’s called regular status updates. If you’re not on Spotlight, you can do this via email also. What a status update is literally a update on what you’re working on, what the progress is, any issues, and your availability, sent out three to five times a day.

If you take a look at the status update on the screen, you’ll see that Harry has sent out an update saying he’s identified the database issue that causes the error and it should be fixed in 15 minutes. He’s 80 percent done with this task that he’s working on, and he’s available, letting everybody know that he is around. He’ll be available till this evening. Maybe later on, he’ll go ahead and change his status to away, saying, “I’m at lunch and I’ll be back in about an hour.”

These only take about a minute to do. There’s no excuse for anybody not to do these status updates because of how incredibly valuable they are.

Now that everybody knows what Harry is working on, somebody can jump in and say, “Hey, Harry, if you’re going to be good in 15 minutes, I actually don’t have anything else to work on for a little while. I can help you test it.” But nobody would have known it if they didn’t see the status update!

I can tell you, by experience, from somebody who has worked with distributed teams for a long, long time, these daily status updates are our lifeblood. It keeps distributed teams communicating and collaborating like they’re sitting together in the same office.

So you started your day with accountability and communication, and then throughout the day, the regular status updates kept the team communicating and collaborating. Now, you want to end your day with more communication and accountability, what I call the daily progress report.

Think of the daily progress report as an inverse scrum. Instead of saying what you did yesterday and what you’re going to do today, you create a report recounting what you did today and what you will do tomorrow. But instead of sending that report to everybody, it should be sent only to your supervisor, or the team member’s manager, or whatever.

In this way, there’s a one‑on‑one sense of accountability between the team member and the manager. The team member is now ending his day with accountability of what he said he was going to do in the morning, and he’s ending his day by communicating directly with his manager. Managers love daily progress reports, because they’re able to see what really happened during the day ahead of the daily scrum, and they’re able to plan for the daily scrum much better.

I find that when team members do daily progress reports every day, the actual scrum in the morning lasts about 50 percent shorter, because I’m able to scan the reports and say, “OK, I see what you’re working on. I had a question about your daily progress report. Any changes over there?” It moves so quickly. After all, the goal is to spend less time in meetings, and more time working.

I want to end this with just a quick note about “lean and agile.” You guys have heard the term many times. I’m sure everybody has. What “lean and agile” basically is is a way to create software in a fashion, such that you can change your mind as you move through the cycle of developing the software, without any major impediments to speed, delivery, time, cost, or anything like that.

The way that’s done is by first planning out exactly what you want to do, as we talked about during the planning phase, and setting up what’s called “sprints,” those predetermined time frames, those discrete time frames. A project might have, let’s say, 20 sprints that are two weeks apiece, and each one of those sprints has a certain amount of goals you want to accomplish.

The idea in agile is you’ll do one of those two‑week sprints, you’ll finish coding and QA for that one sprint, and then you’ll pause for a second. You’ll look at what you did, and then you’ll look at the goals for the next sprint and say, “Is this still what we want, or have market conditions changed? Have customers’ conditions changed? Has anything changed that we need to alter course, or are we still on course?”

A lot of the times, you will alter course. You’ll say, “OK, what we did was right, but for the next sprint, these goals are not appropriate right now due to current market conditions, and we want to swap out these goals for a goal much later in the project.” That’s what “agile and lean” allows you to do. Spotlight is set up for the agile, lean process, and it makes things extremely, extremely productive.

All right, I’m going to now open up the floor to any specific questions. Any questions whatsoever? If you have any questions about your own project, ask them. If you have questions about hiring, planning, or executing, please ask them now. Any questions about Spotlight, ask them now. I always like to keep my webinars right to the point, not a lot of flowery talk, so we jammed about two hours of information in about 23 minutes, just for the sake of being concise.

First question is, “What are some good requirements analysis tools?” Balsamiq. I think it’s spelled BALSAMIQ. It’s an inexpensive, online requirements analysis tool that allows you to create wireframes that can get you way down the road. You’ll have to create your use cases using a spreadsheet, and the two accompanied together are very, very impactful.

Another tool is called iRise, IRISE. It’s more of a prototyping tool than anything else. It has some unique advantages over Balsamiq. Balsamiq has some advantages over iRise.

The back of a napkin and a pencil is another requirements analysis tool. The idea about requirements analysis is make sure you sketch out what you want. If you have a client that you’re working for, you definitely want to make sure you have requirements so that the client doesn’t come back and say, “This is not what we agreed on.” With requirements, you’ve also added accountability to your client.

Another question is…Let’s see.

Every task is timed in Spotlight. Let me show you. I’ll give you an example. There’s a question about timing, and I want to show specifically. Right here, you see Javier is working on “Display time zone under picture.” What we’re going to do is we’re going to add a feature over here that shows the time zone that he’s in. He is 95 percent done with this task. He has been timed the whole time with this task. Let’s click on this and look into this task.

What you see is that Javier worked on it from 8:48 to 9:36 AM, again from 9:36 to 10:24, and again from 10:24 to 10:25. There is also a project report that will detail everything he’s worked on. So when someone submits an invoice, you can go ahead and balance his hours against all of the hours that he’s reported. Spotlight is designed to granularly track every single hour, every single minute, that somebody has worked on a task.

Other questions? The question is “How long should a sprint be?” That’s a very, very good question. I’d like to say that sprints typically should be about two weeks long. I like to say that “typically,” because there are conditions where your sprints will be one week, and there’s conditions where your sprints might be three or four weeks.

Once you’ve kind of hit a stride and you’re moving at a good runner’s pace, you’re going to find your sprints are going to get shorter and shorter, because everybody is working in sync together.

In the beginning, your sprints are going to be a little on the longer side, because the team’s getting to know each other, the project’s getting up and running, and you’re still getting your sea legs, so to say.

I would say, in the beginning, make your sprints a little longer, with an eye towards making it shorter as you move along. That’s just my personal experience.

Any other questions before we call it a webinar? All right, thank you very much. I appreciate you attending, and look forward to seeing everybody next Wednesday. Thank you. Bye‑bye.


Spotlight Seminar – How to Hire, Plan and Manage a Software Development Project Using an Agile Distributed Team

The world of software development is rapidly changing. Don’t get left behind. Learn how to work with offsite employees and the ins-and-outs of agile management.

In this 4-hour, action packed hand-on seminar, you will learn how to hire, plan and execute an agile software development project using a distributed team.

You will learn:Spotlight_Seminar_12-6-13_2

  • Where to find high-talent, low-cost developers
  • How to hire the best and what to say to developers
  • Optimal planning strategies to ensure success
  •  All about agile and how to use it day-1
  • Managing an off-site team and building successful apps

Who Should Attend:   Entrepreneurs, project managers and developers.

Take-aways from Workshop

  1. Agile Development Process – What is it and how you can use it with your software, app and distributive team projects (Very popular discipline within software development)
  2. Distributed Teams – More and more PM’s are working with distributed teams
    • Hiring
    • Planning a SW development project
    • Executing a project

About The Presenter:

Vincent Serpico has been actively involved in software development for over 15+ years. He began his career as a developer where he led several teams building large-scale applications, including 2 task management systems. Mr. Serpico moved into executive management where he served as Vice President in several companies before starting SerpicoDEV, a near-shore services company. While at SerpicoDEV, Mr. Serpico employed a team of over 20 developers distributed across Mexico and the United States. He learned how to manage distributed teams to effectively delivery quality software at a fraction of the cost. Honing his skills, Mr. Serpico created a software platform called Spotlight to help project manager’s better manage distributed teams. Spotlight helps project managers around the world more effectively work with distributed workforces. Today, Mr. Serpico shares his vast knowledge of managing distributed teams through seminars, workshops and private consulting.

When:Spotlight_Seminar_12-6-13

December 6th, 2013

8:00 am – 12:00 pm

 

Where:

Center for Entrepreneurial Innovation

275 N. Gateway Dr,

Phoenix, AZ 85034

 

Cost: $79

Register Today: http://Seminar.spotlightppm.com