Because I'm not currently in the middle of any coding project other than my own things, I can perhaps more freely wander through this territory without having to self-censor for privileged information. Although it
also means I'm low on example materials (through sparcity, rather than confidentiality). So if you can handle some rather generalised and imperfect advice, I'm giving it. And every new coordinated project I'm attached to always seems to have a different ideology behind it (written or unwritten) so that I'm not tied to a particular fetish or paradigm-of-the-month. There's all
kinds of things to look out for. Some of which may be useful to you (OP), some of which may be effectively snakeoil as far as what you really need.
A good start (before even looking at collaboration) might be understanding the
Waterfall Model of project development, but in my experience it'll usually end up with eddies sending you back up a level or three when you discover you were hasty/shoddy over a phase. With the most structured ways of dealing with this maybe being the
V or
Spiral models, but they can easily be (mis-)applied to projects with no end specified (intentionally or not), so beware.
And keep a look out (sometimes in the manner that you need to look out for 18-wheelers with dodgy brakes!) for "Agile", "Rapid" and/or "Extreme" methodologies in group working, in amongst the rest of them. Links to these (probably) exist somewhere in the above pages, and I imagine you probably won't get beyond what passes for their summaries, at least on first reading. But they work for some, and/or some of the time, when it counts.
But, naturally, if you're teaming up with a buddy in a mutual development (and can get some physical or telephonic shared time to see the same thong at the same time) it would be remiss of me not to mention
Pair Programming. Maybe you'd rather make it more like Postal Chess, though. (And make sure you comment the code thoroughly?)
Some of these things mentioned are how to plan things, some of them are how to
do the things you may or may not have planned, some of them handle both. There's also bits in some of them that try to get you (at the coding-coalface) properly reporting up to the Manager for the project (internally or externally supervisory) and obviously that would be reduced to just common contentedness with how your collaboration is going, rather than a time-sensitive deliverable to a finely defined and legally-binding delivery spec. But do
think about at least aspirational waypoints, at one or two steps towards the vague "learn something" end-goal.
How you stand by these methods and practices is another matter. When you're working to deadlines and budhets and have to fill in timesheets, there's often also plenty of auxiliary (not
directly productive) paperwork, or e-paperwork, needing your signature, or e-signature, and it sounds like Trekkin knows all about that. I'm not sure I would recommend you go that far and be your own slave-driving 'bosses', at this stage. But think about
some of the written(/typed) planning.
What's the current aim and how will you know you've achieved it, for example?