How To Ramp Up An Offshore Software Development Team Quickly

Every client wants to get their offshore software team going quickly. In this video, Dave discusses ways to grow the team without chaos or killing morale.
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Every client wants to get their offshore software team going as quickly as possible. If we grow the team too quickly, however, we can wind up with chaos and disorganization and reduced morale and productivity.
In this video, Dave talks about the best way to expand your offshore software team as quickly as possible by engaging the team lead and partnering with them to guide the team growth. The leader of the offshore team has the most visibility into team dynamics, personalities, and productivity so he or she will be the most able to support your decisions. It's critical to let the team lead have input on when and how to add new members to the team.
If you push your offshore team to grow too quickly, it's the offshore team lead that will have the real challenge in meeting your needs. That lead will need to train and coach each new team member and if the growth becomes unmanageable, you run the risk of crushing the morale and productivity of the team lead, which can be a disaster.
In addition to leveraging the team lead as you ramp up, it's important to make every effort to engage every team member as much as possible so that you can learn their personalities, strengths, and weaknesses. This is a great morale and team builder, but it also provides you with critical visibility into the real team dynamics - a big plus when your offshore software development team is 5000 miles away.
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[@amitmehta724]

How can a business analyst contribute in a scrum team even if product owner is actively contributing?

[@DaveHecker303]

+Ami mehta Hi Ami -- The term 'business analyst' is typically used in a waterfall project methodology, and it never seems to fit well into the agile world. A product owner would be the closet analog to a business analyst, and unless you are getting into purist definitions of agile roles, a business analyst will frequently just become a product owner when they begin working agile. That said, the role of product owner is frequently more flexible, creative, and collaborative than the traditional business analyst role although it's not a hard transition. I think the best way forward would be for the business analyst to join in the product ownership to the extend possible, and not be too concerned with the titles.