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A look at some of the issues with virtual teams from the perspective of a project manager
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Risk management with virtual teams
1.
Risk Management with
Virtual Teams John C. Goodpasture, PMP Managing Principal Square Peg Consulting LLC www.sqpegconsulting.com www.johngoodpasture.com ______________________________________________________________________________________ Copyright John C Goodpasture, 2010 © Page 1 of 5
2.
Risk Management with
Virtual Teams Risk is the price we pay for opportunity Virtual teams present unique risk management situations, some effects of which can be accommodated within planned buffers on the baseline, and others will be potential impacts that are ‘off baseline’ but identified on the risk register. Risk management in context with virtual teams begins with a consideration for the unique structure and organizational form of the virtual team. For risk managers, the nature of virtual team boundaries and remote interpersonal relationships strongly impact the risks associated with virtual teams. Virtual Team Boundaries Virtual teams have more boundaries than relationships are defined and constrained co-located teams. Some of these are by boundaries, each of which is to be internal to the team, but others are managed for the risk to both budget external and unique to the nature and efficiency and performance architecture of virtual teams. Thus, effectiveness. Virtual teams have more boundaries . that are unique to the nature and architecture of virtual teams. members. One mitigation is to use the rules at boundaries to establish a degree Networking of command control that is naturally With virtual teams, every team member present in co-located teams, but not so in is a potential node on a network and a virtual teams. point of interface with other members of the team. At each node for each team member, there are governance rules. Work cycles Some of these rules are general purpose Because virtual teams can operate and apply to every node, and others will around the clock, the need to be very specific to the circumstances at synchronize configuration control of the one node and not apply to others. project’s intellectual property— documents, standards, designs, reports, data, and procedures. Synchronization Governance on the network errors can become a significant risk to The purpose of network rules is to the integrity of the material. Rules for control or direct workflow among team configuration control typically require members, and to mitigate the risks of that check-in and check-out cycles time and distance between team operate 24 hours per day so that no team ______________________________________________________________________________________ Copyright John C Goodpasture, 2010 © Page 2 of 5
3.
member is locked
out during their work processes to load and apply changes to day, but this puts unusual stress on the run in batch cycles. One approach is to system because there is no time-out for rotate required downtimes among all stabilization, maintenance, and for work day cycles. Remote Interpersonal Relationships Establishing effective relationships communication is strictly non-verbal but within virtual teams is perhaps one of at the same time remote. And, in many the most important risks to be managed. entrepreneurial situations, the team may It’s not uncommon that virtual teams are be recruited virtually with members “teams of strangers”. Not only are never having met face to face with teams composed of strangers, but to company management or team compound matters very often leadership. It’s not uncommon that virtual teams are “teams of strangers” culture and values of the project It’s obvious that not only is the body leadership or the project’s host business language missing, in many cases we enterprise. Extra effort on the part of can’t imagine what it might be since project management is required to instill we’ve never interacted with our virtual values and culture among participants teammates in a common brick and that may only be transient members of mortar space. To fill the vacuum, we the team or the business. find ourselves imagining reaction effects and imparting a persona of our own Misunderstandings that arise from making. cultural differences can be profound and lead to risks of unintended So it is that other means of building consequences. For example--and from relationships come to the foreground. In my own experience--a failure of a doing so several distinct risks are project activity as viewed from the encountered that is the subject of the perspective of one cultural outlook may following discussion. be evaluated as poor planning and execution by the activity manager. But at Four attributes govern relationships, and the same time--viewed from the each has unique risks when applied to perspective of another culture--that same the virtual team. activity and result may be seen as appropriate risk taking, even though the risk did not work out favorably. Inheritance: Virtual teams--unlike there co-located Depending on what culture is inherited, counterparts--do not routinely inherit the the activity manager will either be ______________________________________________________________________________________ Copyright John C Goodpasture, 2010 © Page 3 of 5
4.
penalized or rewarded.
Certainly no thereby risking the near term schedule project manager wants a confusion of and perhaps the associated budget. values; ensuring the inheritance of a commonly understood risk attitude is a Lack of trust is among the most cited very important project management task reasons for team failures. Virtual teams to obtain a smoothly working project in have no easy way to establish trust but a virtual team setting. commonly employed mitigations usually involve occasionally getting team members together physically in some Cohesion: way. Co-located teams draw effectiveness from the cohesion among members that Some projects have produced metrics share a common environment, team that show better team performance if goal, project culture, and willingness to team members have been personally support each other. Such cohesion introduced. A prominent example is the depends greatly on trust. Trusting early space programs that employed far relationships do form in virtual teams, flung teams in remote tracking stations but they generally form more slowly, that had to work together on a common mission and pass information accurately and with timeliness Trusting relationships do form in virtual teams, but they generally form more slowly the crowd is those same voices without phase (timing) coherence. Coherence: Coherence is an attribute of the familiar Communications and collaboration idea that teams can achieve more among team members is sensitive to together than their members can when coherence. The time lags within virtual working independently. In the absence team communications and collaboration of coherence there is often confusion, degrades coherence, raising risks ambiguity, wasted effort, and sometimes because things are out of phase with an outcome that lacks essential customer each other. value. The common mitigation for improving Coherent behavior is time sensitive. We coherence is to introduce an opportunity are all familiar with the difference for simultaneous communications that between the noise of a crowd talking are time sensitive. Sessions for time among themselves and those same sensitive communications are scheduled individuals singing in a choir. Singing is so that they overlap the working day for an example of coherence; the noise of as many members as possible. To make these sessions practical and productive, ______________________________________________________________________________________ Copyright John C Goodpasture, 2010 © Page 4 of 5
5.
the working day
may have to be time- shifted for some participants. Informal person-to-person communications is a form of coupling. The informal communications by casual Coupling: association that is a centerpiece of co- Coupling is a measure of sensitivity, located teams is all but missing in virtual correlation, and interference of one teams. These so called ‘water cooler’ activity upon another. Within teams, conversations are a very important activities are more highly coupled than communications channel for coupling the coupling between teams. But virtual one activity with another, but this teams are not as highly coupled coupling mechanism is all but missing internally as co-located teams, and this with virtual teams, raising the reduced coupling is a risk to communications risk. performance. Summary Virtual teams present unique risk management issues, some of which can be accommodated in the baseline, and others are risks listed in the risk register. Two risk categories are virtual team boundaries and remote interpersonal relationships. Boundary conditions may lead to inefficiencies and ineffective performance both within teams and between teams. Relationships risks include lack of value inheritance, poor team cohesion, absences of coherence in communications, and weak coupling between team members. . In all cases, when these risks are recognized and understood, project managers can take steps to mitigate these risks. +++++++++++++++++++++++++++ To read more from John Goodpasture, visit johngoodpasture.com and sqpegconsulting.com ______________________________________________________________________________________ Copyright John C Goodpasture, 2010 © Page 5 of 5
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