Project management can benefit from the implementation of virtual teams by cutting costly and time consuming activities. However, virtual projects can hide some serious risks that come from the vary nature of the virtual world. To address these issues, virtual project management best practices will be introduced through the VPModel.
2. Definition
A group of workers who are
geographically dispersed
but not necessarily
distributed across expansive
geographic locations.
!
They are working together
toward a common purpose
and goal and using
electronic communication as
their primary medium
5. Why use Virtual Teams?
• Reduced operating expenses
• Utilize global talent pool
• Staffing flexibility
• Improved productivity
• Workforce diversity
• Reduced travel expenses
• Better work life balance
6. vPModel
Linking the main issues in Virtual Project Management
!
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Physical Variables
(Time & Space)
Organization Trust
Communication
7. Geographical distance
Record and monitor activities in a much more convenient way than in
traditional projects.
Pros Cons
Easier assessment Expensive
Free-riding becomes more
difficult
Creates stress and raises
ethical questions
Increases performance in
highly skilled teams
8. Different Time zones
Use Asynchronous Communication
Time consuming
Less Effective
Decrease commitment
9. 1 hr Overlap
Use this one hour for synchronization and
information flow between teams.
10. Same sources of conflict
as traditional teams
More time to think
Keep emotions down
Recorded communication makes it easier to identify
conflict initiation and cause, therefore resolve faster
11. More likely to chose avoidance negative performance effect
13. Recommendations
• Virtual project teams do not seem to be suitable
for extensive control and monitoring or a very
directive approach of management
• PMs should try do adopt a more guiding
approach and act as a coach
• They should focus on controlling the outcome,
not the work itself, and establish trust
22. • Information is the most valuable asset
• PMs must create and maintain of a secure
environment for sharing information
• Security can also help build trust
• Cost, policy conflicts & complex procedures
should be weighted by the PM
25. Conclusions
• Without clearly established communication
channels, conflicts and misunderstandings
become more frequent
• The language barrier and lack of trust worsens
things even more.
• Reliable communication channels with
consideration to provide the necessary level of
security without sacrificing the advantages of
efficiency and cost-effectiveness
26. What PMI suggests?
The Virtual Project Manager: Seven Best Practices for Effective
Communication - by Hassan Osman, PMP
1. Establish a Clear Communication Plan
2. Account for Informal Discussions
3. Be a Master of Technology
4. Conduct Structured Meetings
5. Leverage Video When Needed
6. Determine a Range for Time-Zone Differences
7. Use Email Effectively
27. Strategies for Effective
Virtual Meetings
How to Make Virtual Teams Work Successfully - by Kunal Sen, PMP
1. A detailed agenda
2. Clear expectations from each person
3. Who joined?
4. Participation
5. A pregnant pause
6. Team bonding
7. Multitasking
28. 3 Critical Success Factors
by Peter Leung, PMP
!
1. PMs manage People and Projects
2. One project team
3. Willingness to take Ownership
29. Suggestions from the field
by Mario Bourgault, PMP
1. Encourage Shared Leadership
2. Pay attention to the decision-making process
!
Lenghty consensus building
Debate and confrontation
Informal 1on1 discussions before a formal group meeting
Choose a direction quickly, make adjustments later