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Project Management Communications – Virtual and Global Teams
 

Project Management Communications – Virtual and Global Teams

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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 ...

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.

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    Project Management Communications – Virtual and Global Teams Project Management Communications – Virtual and Global Teams Presentation Transcript

    • Project Communications Virtual and Global ! Dimitrios Litsikakis, PMP© Project Manager at Edenred ! 8th April 2014 Greek PMI Chapter Events !
    • 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
    • The main difference between virtual and traditional teams is separation by time and distance
    • ! Diverse backgrounds! ! Temporary! ! Adaptable ! Characteristics
    • Why use Virtual Teams? • Reduced operating expenses • Utilize global talent pool • Staffing flexibility • Improved productivity • Workforce diversity • Reduced travel expenses • Better work life balance
    • vPModel Linking the main issues in Virtual Project Management ! ! Physical Variables (Time & Space) Organization Trust Communication
    • 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
    • Different Time zones Use Asynchronous Communication Time consuming Less Effective Decrease commitment
    • 1 hr Overlap Use this one hour for synchronization and information flow between teams.
    • 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
    • More likely to chose avoidance negative performance effect
    • Cooperation
    • 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
    • Trust Pre-project Post-Project Increases social motivation and therefore enforces team member commitment Generate multi-level feedback which in turn influences individual actions Training
    • PMs cannot enforce trust Different individuals, with different cultural backgrounds, have different levels of resistance
    • Cultural Differences Misunderstandings
    • PM as Cultural Interpreter Interfere when an individual is emotionally tensed and fails to cooperate with other team members PM
    • Language Essential for the PM to consciously understand the issues behind language variation
    • 3 keys to success Shared Understanding ! Coaching ! Learning Climate
    • Learning in Virtual Teams
    • Organisational Structure Virtual teams may not only consist of people from places of long distance, but also from organisations of different nature.
    • • 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
    • Progression of Virtual Teams
    • 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
    • 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
    • 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
    • 3 Critical Success Factors by Peter Leung, PMP ! 1. PMs manage People and Projects 2. One project team 3. Willingness to take Ownership
    • 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
    • Communication is Key ! ! Physical Variables (Time & Space) Organization Trust Communication